The American Staffing Association today announced the inaugural class of Women in Leadership Scholarship recipients. The Women in Leadership Scholarship program honors rising stars in the staffing and recruiting who show exemplary professional growth potential and a commitment to a career in the industry.

Nearly 70 young women leaders from across the U.S. applied for the two available scholarships. The 2020 honorees are Brenna Barnett, Carlton Staffing director of marketing, and Madelyn Varner, Randstad area director of East Carolina.

The scholarship recipients will receive complimentary registration packages to attend Staffing World® 2020, taking place virtually Oct. 19–22, and THRIVE 2020, a new virtual event that will deliver content designed especially for women who seek to grow their leadership skills and expand their professional reach in the staffing industry, on Nov. 17.

Barnett joined Carlton Staffing in 2015. Her responsibilities include the company’s social media, public relations, branding, company engagement, and digital recruitment strategies. After adopting Barnett’s strategic recruiting plan, the company experienced a 472% increase in Facebook followers and a 49% reduction in recruitment spending.

Varner started with Randstad in 2016. She is responsible for overseeing performance activities—training, mentoring, business development, candidate recruiting, conflict resolution, customer service and retention, and intra-operating company synergies—and P&L for her team of 23 employees.

“ASA is thrilled to announce the first recipients of the Women in Leadership Scholarship awards,” said Sara Luchsinger, CSP, ASA women in leadership interest group chairman and SEEK Careers/Staffing vice president of organizational development. “This scholarship program rewards young leaders with great potential, like Brenna and Madelyn, with the opportunity to attend ASA premier events at no cost to assist in their continued professional development, and also supports the advancement of women leaders in staffing.”

This scholarship program is possible thanks to support from Assurance, founding sponsor of the ASA women in leadership interest group. Additional women in leadership interest group sponsors are Anthem, Bullhorn, ClearEdge Marketing, Mee Derby, and WorkN.

Learn more about Staffing World at staffingworld.net and THRIVE 2020 at americanstaffing.net/thrive.

The post ASA Announces First Women in Leadership Scholarship Recipients appeared first on American Staffing Association.

Uber and Lyft told a California appeals court that their drivers should continue to be classified as independent contractors despite a strict law that took effect this year categorizing many workers as employees.
Financial incentives remain pivotal to workplace wellness programs and influence program participation and outcomes, new research shows, as employers await revised rules on acceptable incentives from the Equal Employment Opportunity Commission (EEOC).
Employers will rarely have to report COVID-19-related hospitalizations due to the virus’s lengthy incubation period, according to the Occupational Safety and Health Administration’s (OSHA’s) clarification on the reporting rules for work-related hospitalizations and fatalities.

How much time is an employee entitled to use under federal COVID-19 law if he needs to stay home to supervise distance learning for his children but previously took time off for his COVID-19 illness?

Recapping the specifics of your situation: One of your employees used his two weeks of Emergency Paid Sick Leave (EPSL) under the Families First Coronavirus Response Act (FFCRA) in May when he was infected with COVID-19. He then came to you to say that he needs to stay home and watch over his children who are required to utilize distance learning for their schooling this year. You know that the FFCRA provides time off for this type of leave, but want to know how much time your employee is entitled to use.

Two Forms of Paid Leave

The FFCRA provides two forms of paid leave: EPSL and Expanded Family and Medical Leave (E-FMLA).

  • The EPSL gives employees two weeks of paid time off for six reasons. Those reasons include being advised by a health care provider to self-quarantine due to reasons related to COVID-19 and to stay home to care for children whose school is closed, or for whom child care is unavailable due to COVID-19 reasons.
  • The E-FMLA provision of the FFCRA provides up to 12 weeks of time off to care for children whose school is closed, or for whom child care is unavailable due to COVID-19 reasons. Only 10 of the 12 weeks of time off are paid under the E-FMLA. The first two weeks of E-FMLA is unpaid.

However, an employee can choose to use his/her EPSL paid time during the first two unpaid weeks of E-FMLA leave, in which case the employee would be entitled to only a total of 12 weeks of time off under both provisions of the FFCRA.

Specific Situation

In your situation, the employee had previously used his two weeks of EPSL; thus, that time is not available for him to use now that he has to stay home to watch his children.

As a result, he is entitled to 12 weeks of time off to care for his children while they cannot go to school, but the first two weeks of this latest leave will be unpaid.

If he has it available, the employee can use accrued paid time off (PTO) or vacation time during the two unpaid weeks of his leave. In total, this employee will receive 14 weeks of time off — the two weeks used in May under the provisions of the EPSL and 12 weeks now under the E-FMLA.

Staff Contact: David Leporiere

Read more about COVID-19: New Federal PSL and Expanded FMLA in the HR Library. Like what you see? See what else CalChamber can do for you.

The post Calculating Federal COVID-19 Paid Leave for Illness, Distance Learning appeared first on HRWatchdog by HRWatchdog.

Employment and financial worries caused by the Covid-19 pandemic differ among demographic groups, according to a deep analysis into the results of the latest American Staffing Association Workforce Monitor® online survey conducted by The Harris Poll.

People of color are more likely to be concerned about a variety of employment-related issues: Hispanic/Latino and Black/African American individuals are more worried than those classifying themselves as White/Caucasian about finding a job (68%/54%/45%), needing new skills to land a job (62%/56%/44%), transitioning careers or roles (57%/55%/42%), and the possibility of losing a job (58%/50%/40%).

Work-Related Financial Worries

Hispanic/Latino Black White
Finding a job 68% 54% 45%
Needing new skills to land a job 62% 56% 44%
Needing to transition careers/ roles 57% 55% 42%
Losing a job 58% 50% 40%

These disparities extend to concerns about meeting core financial obligations, with Hispanic/Latino and Black/African American individuals more likely to be concerned than Whites/Caucasians about being able to pay their rent or mortgage (65%/58%44%), student loans (58%/53%/38%), and child care costs (51%/53%/34%).

Core Financial Obligation-Related Worries

Hispanic/Latino Black White
Paying for rent/mortgage 65% 58% 44%
Paying for student loans 58% 53% 38%
Paying for child care 51% 53% 34%

People living in urban areas are more likely to have financial concerns than individuals residing in suburban or rural locations. City dwellers are more likely than individuals in the suburbs or the country to be worried about paying their rent or mortgage (58%/45%/45%) and their student loans (55%/38%/39%). In addition, urbanites are more likely to worry about finding a job (58%/51%/47%), needing new skills to land a job (56%/47%/46%), or needing to transition careers or roles (55%/44%/49%).

Urban Suburban Rural

Urban Suburban Rural
Paying for rent/mortgage 58% 45% 45%
Paying for student loans 55% 38% 39%
Finding a new job 58% 51% 47%
Needing new skills to land a job 56% 47% 46%
Needing to transition careers/ roles 55% 44% 49%

Those employed in various industry sectors also have differing financial concerns amid the pandemic. In particular, people employed in engineering, IT, and scientific roles are more anxious about paying for child care (67%) and losing their job (62%) than those employed in other industries.

“The potential severity of the negative economic impact of Covid-19 has not been the same for everyone in the U.S. during the pandemic,” said Richard Wahlquist, ASA president and chief executive officer. “For millions of people, temporary and contract work is a means to address their very real employment and financial concerns. Staffing agencies across the U.S. are hiring now and are ready to help get the nation back to work.”

To learn more about the ASA Workforce Monitor, visit americanstaffing.net/workforcemonitor. You can also follow ASA research on Twitter.

Method

The Harris Poll conducted the survey online within the U.S. on behalf of ASA, June 16–18, 2020, among a total of 2,065 U.S. adults age 18 and older. Results were weighted on age, gender, education, race/ethnicity, household income, marital status, household size, and geographic region where necessary to bring them into line with their actual proportions in the U.S. population. In addition, the data were adjusted for differences between the online and offline populations.

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About the American Staffing Association

The American Staffing Association is the voice of the U.S. staffing, recruiting, and workforce solutions industry. ASA and its state affiliates advance the interests of the industry across all sectors through advocacy, research, education, and the promotion of high standards of legal, ethical, and professional practices. For more information about ASA, visit americanstaffing.net.

About the ASA Workforce Monitor

The ASA Workforce Monitor is a periodic survey commissioned by ASA and conducted online by The Harris Poll among 2,000 or more U.S. adults age 18 and older. The survey series focuses on current workforce trends and issues. For more information about the survey series, visit americanstaffing.net/workforcemonitor.

About The Harris Poll

The Harris Poll is one of the longest running surveys in the U.S. tracking public opinion, motivations and social sentiment since 1963 that is now part of Harris Insights & Analytics, a global consulting and market research firm that delivers social intelligence for transformational times. To learn more, please visit theharrispoll.com.

Contacts

Michelle R. Snyder
Director, Public Relations
703-253-1151
msnyder@americanstaffing.net

Ali Donzanti
Allison+Partners
646-428-0627
ali.donzanti@allisonpr.com

The post Pandemic Worries Vary by Race, Job Sector, and More appeared first on American Staffing Association.

When employees damage their employer’s property—whether it’s a laptop used while working from home during the pandemic or machinery in the employer’s facility—how should the company respond? The answer depends partly on the company’s policies.
The trend to legalize cannabis consumption will continue on Election Day as voters in five states will decide whether to approve medical or recreational marijuana use. Here’s how employers can prepare.
The Oregon Bureau of Labor and Industries released a temporary administrative order—effective until March 12, 2021—clarifying leave rules for school and child care provider closures during the statewide public health emergency.

In this episode of The Workplace podcast, CalChamber Executive Vice President and General Counsel Erika Frank and CalChamber policy advocate Robert Moutrie discuss California’s new COVID-19 workplace exposure reporting law, which goes into effect on January 1, 2021.

In September, Governor Gavin Newsom signed AB 685 (Reyes; D-San Bernardino), which among other requirements, mandates that employers give employees and public health agencies notice of COVID-19 exposures that happen at the workplace, starting January 1, 2021.

Moutrie cautions that the requirements set forth in the new law can be onerous and recommends that employers consult with their legal counsel as soon as they can to ensure that their company is in compliance with the new law come January 1.

Employee Notice

AB 685 requires three types of information be sent to employees — notice of exposure, information about leave policies and information regarding “disinfection and safety plans.” Additionally, the three notice types required will need to be provided to three different groups of employees. Employers will need to determine who will be required to get a notice, what type of notice those employees will get and how the notice will be delivered to those employees within a business day, Moutrie explains.

The law requires that the following groups of employees receive notice of COVID-19 exposure in the workplace within one business day of when the employer received notice of potential exposure:

  1. Employees who were at the worksite where a potentially sick employee or member of the public was;
  2. Any employee who may have been exposed;
  3. All employees in charge of cleanup procedures.

Moutrie points out that some definitions, such as the second category, which states that “any employee who may have been exposed,” are overly broad and he is hopeful that clarification will be given in the coming months via “cleanup” legislation.

Notice must be given in writing and not just given orally. The written notice may be given in the way that the employer normally communicates with its employees, Moutrie says. For example, if an employer normally communicates with its employees via email, an email detailing the exposure may be sent out, accompanied with attachments to the company’s leave policies.

Moutrie stresses that the timeline to send out these notices is tight — just one business day. So, it is important that employers identify the affected population groups quickly, preferably with the aid of legal counsel.

Notice to Public Agencies

Employers also will be required to provide local public health agencies notice of a workplace “outbreak,” which is currently defined as three workplace exposures within a two-week period, Moutrie tells listeners.

Another problematic aspect of AB 685 is that it relies on the definitions given by the U.S. Centers for Disease Control and Prevention (CDC) and California Department of Public Health (CDPH), which may change at any time. For example, he says, the CDC may change what constitutes a positive test, and that will affect the requirements set forth in AB 685.

Employers and legal counsel will need to keep an eye out for definition changes to ensure compliance, Moutrie stresses.

Using the notice that employers give to the CDPH, California will be publishing COVID-19 outbreak data, but it is not yet clear how the state will do so, Moutrie says. The state may choose to reveal outbreaks by address or it may aggregate the data and reveal outbreaks regionally.

Unclear Language

AB 685 contains unclear language that Moutrie says will hopefully be cleared up in upcoming “cleanup” legislation. As mentioned previously, some definitions are vague and inconsistent.

For example, the present text requires employers to provide certain notice to all employees who “may have been exposed,” which is not defined. Also, while AB 685 requires that employers provide employees with the CDC’s “disinfection and safety plan,” the CDC does not have a “disinfection and safety” plan. The agency does, however, have a “cleaning and disinfecting” plan, related to cleaning areas that have been exposed.

This is one of the reasons employers should consult with legal counsel, Moutrie points out.

“Issues like that are going to make things really hard for a small businessperson on their own to just figure out what to do,” he says.

Exemptions

AB 685 exempts medical facilities that are specifically treating individuals with COVID-19 from reporting exposures to public health agencies. So, for example, a chiropractic office would not qualify for the exemption, but a hospital would be exempted.

The exemption applies to the patients at the facility — if a staff member becomes infected, then the employer falls out of the exemption and will need to abide by the reporting requirements, Moutrie explains.

Next Steps

In order to prepare for these new requirements, Moutrie recommends that employers reach out to legal counsel, and begin setting up a mechanism of notification to ensure that notices can be sent out within one business day. Employers can begin setting up mailing lists and write up notice templates ahead of time. Now is also a good time to designate someone in the company to be in charge of sending out these notices, he says.

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