Should We Celebrate the Tax Holiday?

On August 8th, President Trump sent a memorandum to the Treasury Department allowing for a tax holiday. The tax holiday allows for employees earning less than $104,000 per year to defer paying their Social Security taxes during the months of September through December. This would save employees 6.2% of their income for these four months.

Sounds like a win, right? Not really. At this point, employees will still need to pay the taxes; they will just have to do it after the first of the year.

Employers have the option of offering the tax holiday, or not. We recommend not offering this option to employees based on the following:

• Implementing this would be a hassle for employers as most payroll systems are not designed to offer tax holidays, track deferred taxes, and then calculate and collect make up contributions in 2021.

• Unless legislation is passed to “forgive” the tax holiday, employees would need to repay the deferred taxes by the end of April 2021. The likelihood of new legislation being passed in a timely manner during the height of a presidential election cycle is remote at best, so employees should be prepared to repay the taxes.

• Under the current plan, if an employee chooses to defer taxes and then leaves the company at the end of the year, the employer would be stuck with repaying those taxes.

Even with this, you might be thinking that it could be worth the risk to employers to offer this opportunity to save employees money right now. Maybe, but doubling up on tax expenses right after the first of the year when many employees already have a credit card hangover from the holidays is likely to cause more harm than good.

There is still a way to help your employees who are struggling financially. Instead of offering a temporary tax deferral, what you can do is offer employees personal financial training/counseling to help them manage their earnings on an ongoing basis.

If you can afford it, a year-end bonus for surviving 2020 isn’t a bad idea either.

THIS WOULD SAVE EMPLOYEES 6.2% OF THEIR INCOME FOR THESE FOUR MONTHS.

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Work or Family?
Employee Choices During Covid

• Last week we hosted a webinar about employees with school aged children featuring an interview with local Covid law expert Rebecca Strauss from Miller Johnson.  In the webinar, she referenced a USA Today article that talks about the impact of the pandemic on working families.  The article mentioned in part:

“For organizations who are not providing the flexibility and support to work from home with children present, more than one-third of parents plan to quit within the next year…”

In a competitive labor market, statements like this can strike fear into the hearts of business leaders.  So how do we help employees who are balancing the needs of their families while safely completing their work?

Here are some steps for helping employees through this time:

• Know your options: As an employer you have a wide range of options for the ways your employees work.  The Family First Coronavirus Response Act (FFCRA) lays out the minimum requirements, but there are certainly many ways that employers can go above and beyond.  Keep an open mind when considering options for you and your team.  Some options include:
  
  • -   Full or intermittent leave time under the EFMLA provisions of the FFCRA
  • -   Adjusted work schedules
  • -   Remote work
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• Keep your workplace safe: Following the guidelines provided by the CDC, the State of Michigan, and OSHA will go a long way in making your employees feel safe at work.  It will also reduce anxiety while increasing the willingness of your employees to work onsite.
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• Listen to your employees: Ask your employees what they need to be successful in their work.  Depending on their family situation, health status, and Covid experiences, employees will have varying needs regarding their work environment.  Listen to those needs and try to accommodate them, if possible.
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• Be flexible: It is likely that things will change on short notice again this fall.  Be prepared to get a call from employees whose children are unexpectedly back home because a school has closed or a new twist in the pandemic response.  Planning for those scenarios now, will help minimize the impact later.
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Once again, employers are headed into a time of significant change.  It is going to be difficult for everyone to find the best approach necessary to complete the work while maintaining a positive culture amid an ever changing pandemic.

In some cases, employers may be asking employees to make a choice between work and family.  In our experience, even if the employer wins that battle, they probably won’t end up with an engaged long-term employee.

What are you doing to work collaboratively with employees during this difficult time?  We’d love to hear your creative solutions!-

''FOR ORGANIZATIONS WHO ARE NOT PROVIDING THE FLEXIBILITY AND SUPPORT TO WORK FROM HOME WITH CHILDREN PRESENT, MORE THAN ONE-THIRD OF PARENTS PLAN TO QUIT WITHIN THE NEXT YEAR…''
- USA TODAY ARTICLE

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Onboarding & Engaging New Employees - Remotely?!

Think about what makes your organization special.  You might list your products or services, your processes, and most definitely your employees.

But what is it about your employees that makes your organization special?  It probably isn’t that Bob is such a wonderful guy.  More than likely, it’s the way that your employees work together that makes your organization successful.  How your employees work together is what defines your culture.

We grow that culture by encouraging people to work together in teams, by providing workspaces that encourage interaction, and by scheduling events that provide social interactions.  Cultivating an organization’s culture is an intentional process that takes time.

How do we create culture for remote employees?  More difficult yet, how do we introduce new employees to our culture when they may be working remotely with minimal connectivity to their new team?

Here are some tips for acclimating new remote employees into your culture:

• Explain Your Culture: This goes beyond pointing to the plaque in the virtual lobby.  Explain what the organization does to develop your unique culture and why it’s so important to get it right.  Advise them on what to do if they see activities which are counter to the culture you want to build.
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• Virtual Introductions: When we hire a new employee directly, we take them around and introduce them to their new co-workers.  The same should happen virtually.  Your new employee should leave that introduction with a basic understanding of the person’s role and their contact information.
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• Train on Processes: They won’t be easily able to rely on the person sitting closest to them to help, so you’ll want to make certain that your new person knows where to find descriptions of your primary processes. Got a computer issue?  Need office supplies?  Request PTO?  Don’t leave them to hunt on their own.
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• Assign a Buddy: If we look lost at work, someone will offer assistance.  In a remote environment, assign someone to look after the new employee for their first sixty days.  A co-worker with similar responsibilities is best.
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• Assign Projects to Teams: Few things bring people closer together than a shared objective.  Assign employees to various teams so that they have the opportunity to work with a cross section of the organization.  Building bonds across and between functional areas is critical to building a cohesive team.
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• Schedule Time to Connect: Lastly, make certain that you make the time to personally connect with new employees.  Checking in, especially early on, is critical to getting them off to a great start.
  
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Interested in learning about more best practices for engaging remote employees into your culture? Reach out below.

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Support for LGBTQ+ Employees -
Wasn't This Already the Law?

On June 15^th, 2020, the U.S. Supreme Court ruled that LGBTQ employees were protected from discrimination under Title VII of the Civil Rights Act of 1964.

“Weren’t LGBTQ employees already protected?”  The answer depends on where you live.  In Michigan for example, there is no state statute providing these protections.  Many local municipalities including Kalamazoo, Battle Creek, and Portage, passed local ordinances banning LGBTQ discrimination.  In the recent past, employers located in an area not covered by a local ordinance could still fire or refuse to hire an employee based on LGBTQ status, whether real or perceived.

Surprised?  This is where it gets even more confusing.  Title VII protects employees from discrimination based on their race, color, national origin, sex, and religion.  It was only recently that the EEOC started interpreting the definition of “sex” under Title VII to include LGBTQ status.  Depending on your location and the interpretation of local courts, the EEOC would pursue some cases of LGBTQ discrimination, but not all.

This ruling determined that sex, as a protected category, directly applies to issues of discrimination based on sexual orientation and gender identity. By protecting employees from discrimination based on sex, the intent of Title VII includes protections for employees from discrimination based on sexual orientation and gender identity.   This new standard will apply consistently across the U.S.

For most employers this will not be a significant change, in fact, it has been years since we’ve written a handbook that did not include LGBTQ protections, but you might want to check yours just in case.

Questions?  Give us a call, we’re always happy to help!

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Getting the Most Out of Remote Work

Picture yourself doing remote work.  Does that picture include working in pajamas and fuzzy slippers?  Not brushing your teeth before noon?  Working while floating in the pool?

While employers have offered remote work options in the past, the pandemic has accelerated the move to remote work at a lightening pace.  Some occupations that would not have been considered viable for remote work previously, have suddenly been doing it.  Curious about how to keep it healthy and productive?

Here are some tips for getting the most out of remote work:

• Communicate intentionally: Since remote work makes it incredibly awkward to “pop in” on an employee unannounced, establish a standard communication process.  Consider holding a daily meeting to review projects, answer questions, and share information.  Find a standardized way to replace the ad hoc communications that occurs in a regular workplace.
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• Provide robust technology: Make certain that your teams have the technology they need and that it is functioning consistently.  Few things are as frustrating as not being able to do your work due to technology challenges.
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• Encourage good ergonomics: Having an ergonomic work area can help to reduce the likelihood of a repetitive motion or muscular skeletal injury.  Being comfortable while working will also improve productivity.  Share information with your team on good ergonomic practices including workstation set up options and the importance of physical movement throughout the day.
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• Supply necessary resources: Make certain that employees have the equipment and office supplies necessary for their work.  Some organizations with long term work from home plans are providing a stipend for home office equipment.  If you do this, develop a process that includes ergonomic considerations as a part of those purchasing decisions.
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• Trust folks: You can’t micromanage every minute of an employee’s day, even when you are all in the same building, so you definitely can’t do it when working remotely.  Provide clear expectations for the work to be performed and then leave it up to your team as to how they accomplish it.
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• Check on wellbeing: Make time to check in on employees to confirm that they are OK, especially those who may be at risk or do not have a strong support system.  If you think that they could use some support, refer them to the appropriate resources.
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Working from home is going to be different for each employee as we will have a variety of home situations.  Being flexible in how employees approach completing their work while being clear with what needs to be accomplished is key to creating an effective remote work relationship.

Personally, I’m enjoying the additional time with my family, an even shorter than my usual short commute, and great snacks.

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How is Your Culture Weathering the Pandemic?

A mentor of mine once said that he liked it when things didn’t go smoothly because it gave the opportunity to show what leadership was willing to do to address challenges.

His philosophy always made sense to me, so I was not surprised when we had a customer ask us to do one of our Cultural Accelerator surveys with them this month.  In our conversation, they stated that they wanted to know specifically how their culture was working during these challenging times.

You might be thinking, “Who has time for that?”  Business is crazy right now and it seems like there’s a new regulation or executive order daily.  But, like having a good toilet paper supply during a quarantine, tracking your culture during difficult times matters more than you might think.

Right now, employees are anxious about what is happening in a world that has been turned on its head.   They are seeing lots of articles on the value of using this time to re-evaluate what their priorities are.  Job satisfaction, including organizational culture, will undoubtedly be a factor that they will be considering.  In fact, we’re already seeing an uptick in candidate job seeking activity.

Here are some questions to ask about ways that the pandemic will continue to impact the workplace once the Stay Safe, Stay Home order is lifted: Employees have become more accustomed to working from home. What options will you offer for remote work going forward?

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• With schools remaining closed there are limited daycare options available, and those that are present exposure concerns. What options are available to working parents? What will happen to the “hazard pay” that has been offered to some health care, grocery, and other front-line workers? Will it have a long-term effect on compensation levels going forward?
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A lot of what happens next will depend on how organizations have been communicating during this time. Employees who have felt cared for and engaged will be more likely than ever to stay loyal to their employers.  The others?  Probably not.

Not certain how to keep your employees engaged during this time or to plan for when employees return?  Give us a call, we’d be happy to help.

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Are Zero-Tolerance Harassment Policies Effective?

Recently, I was facilitating a course on anti-harassment and was asked if I supported zero tolerance harassment policies.  Frankly I think I surprised myself as much as the rest of the class when I vehemently responded, “absolutely not.”

Before we go any further, let’s define what a zero-tolerance policy means.  It does not mean that organizations tolerate inappropriate behavior.  In my book, zero-tolerance means that any employee who violates a harassment policy will be terminated.  Is that really a bad thing?  Yes, and here’s why.  Zero tolerance policies can:

• Negatively impact inclusion efforts. The best way to build an inclusive workplace is to encourage people of different ages, genders, races, and religions to work together.  If the organization promotes a culture of fear around diversity conversations, individuals won’t learn how to effectively work together.
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• Have a chilling effect on reporting. Often when conducting investigations, we hear things like: “This has happened before, but I didn’t say anything because I did want to see anyone lose their job.”  As an employer, you want employees to know that they can come to you and appropriate corrective action will be taken.  Not that if they file a complaint, people will be fired.
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• Discourage thorough investigations. Taking the time to thoroughly investigate a complaint is always the right thing to do.  It’s impossible to make an informed decision without understanding the context or the situation.  Zero-tolerance policies can result in knee jerk reactions or an expectation that termination is the only acceptable resolution.
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• Limit learning opportunities. Some of the best learning opportunities result from the most difficult situations.  Talented leaders leverage the opportunity that comes with a complaint to educate employees and improve the workplace.  After all, if we can’t have a conversation about what is inappropriate or offensive and why, how are we going to learn how to work well together?

Are there times when termination is the right choice?  Absolutely, especially for repeat, grievous, physical, intimidating, and intentionally offensive actions.  Those behaviors have no place in the workplace and, when verified, should result in termination.

Working effectively with others is an ongoing learning experience.  It’s often messy and confusing.  As humans, we certainly aren’t going to get it right every time.  What we should be is genuine, caring, and able to learn from our many mistakes.

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Are you prepared to deal with infectious diseases?

We’ve all been there, you’re in a meeting with that person who is obviously not feeling well.  There’s a battle to see who scores the seat at the table which is the furthest away from the sick person.  This year, with the news about the Coronavirus, employees are particularly concerned about the spread of germs in the workplace.   Whether it’s the Coronavirus or just the normal cold and flu season, there are some simple steps you can take to limit the impact on the workplace and to help keep your employees healthy.

Encourage sick employees to stay home.  If an employee has a fever or active cold and flu symptoms, it’s best to either encourage them to stay home or to send them home if they report to work.  Person to person contact is the most common way to transmit illnesses.  Having one person missing is better than having everyone infected.

Wash your hands!  The most effective prevention method of disease transmission is through frequent and thorough handwashing.  Encourage employees to wash their hands with good quality antibiotic soap.

Keep workplaces clean.  Scheduling a routine sanitizing cleaning of the workplace is a great way to keep germs at bay.

Provide sanitizer.  Having hand sanitizer and disinfecting wipes available empowers employees to keep surfaces clean.

Offer work from home options.  If an employee is not feeling well or has a family member who is under the weather, a work from home option may be a great option, if their job allows for it.

Relax your attendance policy.  If you have a point-based attendance policy, this would be a good time to consider relaxing those standards.

Limit overseas travel.  If you have employees who are scheduled to travel overseas, it may be beneficial to delay that travel until more is known about the Coronavirus.

Keep HIPAA confidences.  As you discuss illnesses with employees you may very well find out about other more serious health conditions which can complicate regular viruses.  These illnesses may be covered by HIPAA and should be treated accordingly.

At the end of the day, even your best, most engaged employees aren’t going to bring their best selves to the work if they aren’t feeling their best.  Help them stay healthy.

Interested in learning more about protecting your workplace from the Coronavirus?  You can read more at the Center for Disease Control at:  https://www.cdc.gov/coronavirus/2019-ncov/specific-groups/guidance-business-response.html

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Are Bullies
Better Bosses?

We’ve all been there before. Bob says he is being bullied by his boss and it’s creating a hostile work environment. When you ask what the leader says to him, he says: “He gives me a hard time for not meeting my goals!”

You ask the leader about it and he tells you that Bob is capable of so much more than he is currently doing, but just isn’t stepping up the way he needs him to. You also learn that the other employees in the department are resentful of having to carry the load for Bob’s lack of performance.

So what is a leader to do? On one side, there’s a movement encouraging stronger feedback, and advocates speaking directly to the issue. The other is working to create an inclusive environment where everyone feels valued and supported. How can you be expected to balance both? Is it possible?

Yes, great leaders are able to do a little of both. Here’s how:

Leaders need to start by making certain that expectations are clear and achievable. If they are, then it’s time to ask Bob what’s keeping him from achieving his goals. Does he have the tools, capability and information to do the work? If not, help his success by providing what he needs, not by lowering your expectations.

If Bob has everything he needs, but either isn’t willing or able to perform the work at an acceptable level, then we need to communicate that to him. We also need to enlist his help to determine whether he can change his approach, move to a different role that is a better fit, or ultimately help him leave the organization.

What we can’t do is resort to personal attacks, derogatory comments, isolation or other bullying behaviors because we’re frustrated with performance. We always need to be willing to listen. Once communication stops, the problem can’t be addressed. We also can’t allow it to continue. Failing to address the issue doesn’t help and ignoring the problem will only ensure that it’s going to fester and get worse.

Positively addressing Bob’s performance will help his co-workers, your sanity, and, if he ultimately leaves, you will both be happier when he finds a role that is in alignment with his interests and abilities.

LEADERS NEED TO START BY MAKING CERTAIN THAT EXPECTATIONS ARE CLEAR AND ACHIEVABLE.

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