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Source: https://hr-trends.co.uk/feed/

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<title>California poultry processors will pay over $5M to resolve overtime, child labor allegations</title>
<link>https://hr-trends.co.uk/california-poultry-processors-will-pay-over-5m-to-resolve-overtime-child-labor-allegations/</link>
<comments>https://hr-trends.co.uk/california-poultry-processors-will-pay-over-5m-to-resolve-overtime-child-labor-allegations/#respond</comments>
<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Fri, 03 May 2024 21:17:36 +0000</pubDate>
<category><![CDATA[Legal]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/california-poultry-processors-will-pay-over-5m-to-resolve-overtime-child-labor-allegations/</guid>
<description><![CDATA[Dive Brief: A group of California poultry processors and distributors will pay more than $5 million to settle U.S. Department of Labor allegations that they violated the Fair Labor Standards Act in a range of ways, including denial of overtime pay, falsification of payroll records, illegal employment of children and retaliation against employees for cooperating […]
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]]></description>
<content:encoded><![CDATA[<div>
<h3>Dive Brief:</h3>
<ul>
<li>A group of California poultry processors and distributors will pay more than $5 million to settle U.S. Department of Labor allegations that they violated the Fair Labor Standards Act in a range of ways, including denial of overtime pay, falsification of payroll records, illegal employment of children and retaliation against employees for cooperating with federal investigators. </li>
<li>Under the terms of the consent decree, the owners and operators of the group will pay more than $4.8 million in back wages and damages to 476 workers; $221,919 for illegal employment of minors and for minimum wage and other overtime violations; $141,194 for retaliation; and $1,000,000 in disgorgement of profits associated with the child labor “hot goods.”</li>
<li>“When we find an employer has put a child’s well-being at risk in return for profit, the Department of Labor will use all available tools to seek to remove children from harm’s way and prevent future violations,” DOL Solicitor Seema Nanda said in an agency press release. “The court’s disgorgement remedy recognizes that no employer should profit off the shipment of contraband and the backs of children.”</li>
</ul>
<h3>Dive Insight:</h3>
In addition to securing a consent decree, DOL obtained a permanent injunction to stop the poultry processors and distributors involved — which operate as a single enterprise, according to the DOL — from shipping goods or delivering them for shipment.
The FLSA allows DOL to seek and obtain such an injunction under its “hot goods” provisions, through which the agency can prevent the interstate shipment of goods produced in violation of minimum wage, overtime or child labor law, according to a DOL fact sheet.
In court documents and in its news release, DOL detailed significant alleged thwarting of its investigation, which began in January. In a court order granting the agency’s request for a temporary restraining order, Judge Otis Wright II noted that the enterprise removed the “hot goods” from their facilities despite DOL’s objections, refused to disclose their location and provided “contradictory and incomplete explanations” of where they were.
Additionally, after the investigation began, DOL said, supervisors began retaliating against workers, “telling them ‘they put the noose around their own necks’ for talking to the department and calling them derogatory slurs,” among other actions. 
Among the enterprise’s child labor violations, DOL found they employed children as young as 14 to debone poultry using sharp knives. Employers are barred from allowing minors to do most jobs in meat production, including slaughtering, processing, rendering and packing.
The DOL has increasingly pursued enforcement of child labor laws in the past few years, securing more than $8 million in civil penalties for such violations in 2023, nearly twice the amount secured in 2022. 
In addition to violations involving hazardous equipment, the agency has also focused on employers scheduling teens to work during impermissible hours. For example, a Sonic Drive-In franchisee in Nevada paid more than $70,000 last May after a DOL investigation found 14- and 15-year-olds working before 7 a.m. and after 7 p.m. during the school year, after 9 p.m. in the summer, and more than the allowable number of hours on both school days and nonschool days.
</div>
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<title>Former Google workers file labor board complaint, say protest-related firings were illegal</title>
<link>https://hr-trends.co.uk/former-google-workers-file-labor-board-complaint-say-protest-related-firings-were-illegal/</link>
<comments>https://hr-trends.co.uk/former-google-workers-file-labor-board-complaint-say-protest-related-firings-were-illegal/#respond</comments>
<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Fri, 03 May 2024 19:13:18 +0000</pubDate>
<category><![CDATA[Legal]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/former-google-workers-file-labor-board-complaint-say-protest-related-firings-were-illegal/</guid>
<description><![CDATA[Dive Brief: A group of former Google employees, who were fired last month for protesting against the company’s $1.2 billion Project Nimbus contract with Israel, filed a National Labor Relations Board complaint against the company Monday, alleging that their terminations violated labor law. At least 28 Google employees were fired in April for participating in […]
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]]></description>
<content:encoded><![CDATA[<div>
<h3>Dive Brief:</h3>
<ul>
<li>A group of former Google employees, who were fired last month for protesting against the company’s $1.2 billion Project Nimbus contract with Israel, filed a National Labor Relations Board complaint against the company Monday, alleging that their terminations violated labor law.</li>
<li>At least 28 Google employees were fired in April for participating in protests against the tech giant which, along with Amazon, provides the Israeli government with cloud services — a contract protesters say is aiding Israel in its war on Gaza. On Tuesday, the Intercept reported that at least two of Israel’s leading state-weapons manufacturers are required to buy any needed cloud services from Google and Amazon.</li>
<li>The ex-employees argued that the company’s firings were retaliatory and violated their rights to advocate for better working conditions, Reuters reported Tuesday. A Google spokesperson said in an email to ESG Dive, HR Dive’s sister publication, that the former employees’ behavior was “completely unacceptable,” and the company is “confident” in its position and stands by its actions.</li>
</ul>
<h3>Dive Insight:</h3>
Nine Google workers were arrested across the tech giant’s offices in New York City and Sunnyvale, California, on April 16 for participating in sit-ins, organized under the No Tech For Apartheid campaign backed by Muslim- and Jewish-led Palestinian rights organizations MPower Change and Jewish Voice for Peace. The next day, Google fired dozens of workers, which a company spokesperson said it has since “carefully confirmed and reconfirmed” were “directly and definitively involved in disruption inside our buildings.”
“This is a very clear case of employees disrupting and occupying work spaces, and making other employees feel threatened and unsafe,” the spokesperson told ESG Dive.
Last month’s protests demanded the company pull out of its Nimbus contract, amid Israel’s retaliatory campaign in Gaza following an Oct. 7 Hamas terrorist attack in Israel that killed more than 1,200 citizens. The Gaza health ministry estimated Wednesday that Israel’s response campaign has killed more than 34,500 Palestinians in the seven months since, with upwards of 77,000 wounded. An estimated 1.7 million Palestinians have been displaced, and global organizations like the World Food Programme have warned that more than 1 million people “are suffering catastrophic levels of hunger,” Reuters reported Wednesday.
Zelda Montes, one of the nine arrested and subsequently fired Google employees, said in an emailed statement to ESG Dive that the company is attempting to scare employees by “illegally punishing and retaliating against those expressing dissent about Google’s profit and complicity” in the campaign.
“We must resist Google’s repression of worker organizing, and demand that Google be held responsible for their retaliatory actions against employees asking for ethical applications of their labor,” she said.
Through the NLRB complaint, the fired workers are seeking reinstatement and back pay in damages, along with affirmation from Google’s leadership that it will not retaliate against its workers for lawful collective protest, No Tech for Apartheid said in an emailed release to ESG Dive.
</div>
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<title>No longer mere ‘infatuation’: Generative AI interest now shapes talent strategy, employers say</title>
<link>https://hr-trends.co.uk/no-longer-mere-infatuation-generative-ai-interest-now-shapes-talent-strategy-employers-say/</link>
<comments>https://hr-trends.co.uk/no-longer-mere-infatuation-generative-ai-interest-now-shapes-talent-strategy-employers-say/#respond</comments>
<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Fri, 03 May 2024 15:02:04 +0000</pubDate>
<category><![CDATA[Talent]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/no-longer-mere-infatuation-generative-ai-interest-now-shapes-talent-strategy-employers-say/</guid>
<description><![CDATA[Many AI-savvy companies are moving past the Generative AI infatuation stage and beginning to make serious changes to turn workplace adoption into a reality, according to an April 29 report from Deloitte’s AI Institute. The report, based on a survey of nearly 2,000 director to C-suite leaders who are directly involved in piloting or implementing […]
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]]></description>
<content:encoded><![CDATA[<div>
Many AI-savvy companies are moving past the Generative AI infatuation stage and beginning to make serious changes to turn workplace adoption into a reality, according to an April 29 report from Deloitte’s AI Institute. 
The report, based on a survey of nearly 2,000 director to C-suite leaders who are directly involved in piloting or implementing AI at their organizations, found that three-quarters of leaders said they’re looking to change their talent strategies in the next two years due to generative AI, particularly with a focus on work processes and upskilling or reskilling employees.
“As we move from possibilities to practicalities in enterprise Generative AI adoption, scaling up and skilling up go hand in hand,” Deborshi Dutt, artificial intelligence strategic growth offering lead and principal at Deloitte Consulting LLP, said in a statement.
“Organizations are hiring new talent and training their workforce, with both technical and human-centered skills remaining valuable to successful deployment,” Dutt said. “To help stay competitive in an ever-evolving market, it is crucial for leaders to foster trust and remain focused on AI fluency when evolving their workforce to meet this moment of transformation.”
Only 37% of respondents said their organizations were slightly or not at all prepared to address talent concerns related to generative AI adoption. In addition, 39% said they plan to increase head count during the next 12 months due to generative AI initiatives.
Leaders pointed to efficiency and productivity as the most anticipated benefits of generative AI adoption, and although many are reporting benefits, most aren’t realizing the full extent so far. 
At the same time, lack of trust continues to be a top barrier to large-scale adoption. Although most leaders reported their organization’s trust in all forms of AI has increased since 2022, only 36% said they measure worker trust and engagement as part of their talent strategy. Beyond that, fewer than half said they’re focused on processes to build trust in generative AI. 
In a Pearl Meyer report, many company leaders said they’re shifting their organizational structure in response to AI adoption at work. They’re making significant AI talent investments, developing change management strategies and implementing employee communication plans.
Amid the shifting AI landscape, talent leaders said they face uncertainty in 2024 due to AI and work design changes, according to a Mercer report. About 40% of HR pros said they have “AI workflows” on their agenda and plan to prioritize ways to redesign work to incorporate AI and automation.
Although 82% of companies appear to be investing in AI, half aren’t sure about the business impact or implementation, according to an Orgvue report. Leaders cited barriers to AI adoption such as a lack of organizational expertise, employee skepticism and lagging regulations.
</div>
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<title>Georgia retirement community to shell out $78,000 for age, disability discrimination</title>
<link>https://hr-trends.co.uk/georgia-retirement-community-to-shell-out-78000-for-age-disability-discrimination/</link>
<comments>https://hr-trends.co.uk/georgia-retirement-community-to-shell-out-78000-for-age-disability-discrimination/#respond</comments>
<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Thu, 02 May 2024 22:23:41 +0000</pubDate>
<category><![CDATA[Legal]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/georgia-retirement-community-to-shell-out-78000-for-age-disability-discrimination/</guid>
<description><![CDATA[Dive Brief: A Columbus, Georgia-based retirement community must pay a former worker $78,000 in monetary relief after a general manager repeatedly asked how long she planned to continue to work and sought to remove her from her role after a brief hospitalization, according to court documents. Although the receptionist expressed her desire to continue working […]
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]]></description>
<content:encoded><![CDATA[<div>
<h3>Dive Brief:</h3>
<ul>
<li>A Columbus, Georgia-based retirement community must pay a former worker $78,000 in monetary relief after a general manager repeatedly asked how long she planned to continue to work and sought to remove her from her role after a brief hospitalization, according to court documents.</li>
<li>Although the receptionist expressed her desire to continue working and had never previously raised substantial performance concerns as a receptionist, the general manager told her that Covenant Woods had lost confidence in her ability to work, citing her recent hospitalization. Management did not follow Covenant Woods’ performance improvement procedures and the new receptionist was a substantially younger replacement.</li>
<li>The U.S. Equal Opportunity Commission sued Covenant Woods in February 2024, alleging age and disability discrimination; the conduct of the retirement community’s leadership had violated the Age Discrimination in Employment Act and the Americans with Disabilities Act respectively. Marcus G. Keegan, regional attorney for the EEOC’s Atlanta District Office, stated the commission is “pleased” that, via “this early resolution,” the worker will be compensated and that Covenant Woods will be taking necessary steps to “ensure that it meets its obligations under the ADEA and the ADA going forward.”</li>
</ul>
<h3>Dive Insight:</h3>
Along with paying the fired employee monetary relief, Covenant Woods must stand up an anti-discrimination training program within 90 days of this consent decree being issued. The training must happen annually thereafter and 15 business days before the training starts, Covenant Woods must submit a program agenda to the EEOC via email. 
Originally, the EEOC brought the suit against Covenant Woods because management allegedly pestered the worker with questions about her career plans and whether she would retire. The barrage of questions happened from at least 2017 until 2022, when she was hospitalized.
When she returned to work later that month, according to court documents, she found a newly hired, 30-years-younger employee performing her receptionist duties. The complainant was called into a meeting shortly after, where the general manager and office manager allegedly asked questions, once more, about how long she planned to keep working, if she needed to keep working and whether she wanted to travel instead.
Per court documents, the general manager then told the employee that they had “lost confidence” in her job-performing abilities and that her hospitalization had exacerbated such worries.
Instead of adhering to Covenant Woods’ associate handbook, which outlines the disciplinary steps for poor job performance (verbal warning, two written warnings, suspension, termination), the general manager went straight to moving the complainant from her receptionist role. They offered what the court said was “an unspecified role in an unspecified department” once a week on Sundays or an unpaid “volunteer ambassador position.” The general manager pushed these two options, additionally declining the worker’s request for 30 more days to improve her performance.
At the time, in a statement sent to HR Dive, BrightSpace CFO Brian Hendricks said that the retirement living community had not violated said worker’s rights.
“Employers have a responsibility to evaluate an employee’s performance without regard to age, if the employee is 40 and over, and without regard to an actual or perceived disability,” Keegan said of the settlement.
</div>
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<title>Back to Basics: What is a hostile work environment?</title>
<link>https://hr-trends.co.uk/back-to-basics-what-is-a-hostile-work-environment/</link>
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<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Thu, 02 May 2024 21:29:21 +0000</pubDate>
<category><![CDATA[HR Management]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/back-to-basics-what-is-a-hostile-work-environment/</guid>
<description><![CDATA[Editor’s note: The Back to Basics column serves as an accessible way to understand employment law. If you’re new to HR (or just need a little refresher), follow along as the HR Dive team speaks with legal experts, peruses federal guidance and lays out the basics of federal employment law. Feel free to send tips, […]
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]]></description>
<content:encoded><![CDATA[<div>
<div class="editor-note">
Editor’s note: The Back to Basics column serves as an accessible way to understand employment law. If you’re new to HR (or just need a little refresher), follow along as the HR Dive team speaks with legal experts, peruses federal guidance and lays out the basics of federal employment law. Feel free to send tips, questions and feedback to [email protected].
</div>
A Black maintenance worker alleged he’d been addressed with a racial slur as a “term of endearment” and had grease poured on his car.
A Black parts mechanic alleged his supervisors denied him overtime because of his race.
A Hispanic employee allegedly was scolded by his supervisor for not knowing Spanish.
In all of these cases, courts ruled the allegations did not amount to a hostile work environment argument. 
Larry Weisberg, a partner and owner at Weisberg Cummings, a law firm that represents employees and employers, recently explained to HR Dive what exactly constitutes a hostile work environment under the law.
For starters, hostile work environment claims can be made under three federal laws: Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act and the Age Discrimination in Employment Act. 
The U.S. Equal Employment Opportunity Commission defines a work environment as hostile when harassment occurs that is “severe or pervasive enough” that a reasonable person would consider it hostile. “Petty slights, annoyances, and isolated incidents (unless extremely serious) will not rise to the level of illegality,” EEOC said.
The key is that the harassment has to be because the worker is part of a protected class, such as race, age or sex, Weisberg said. And that harassment must be both objectively and subjectively hostile, he said. 
<h3 class="standard-heading">Where challenges arise</h3>
For an employee to prove a hostile work environment exists, the employer has to know about the behavior and be given an opportunity to address it, Weisberg said.
“Until the employer is aware of it, they aren’t going to be held liable for that conduct,” he said. 
That gets tricky because workers are often afraid to say anything and risk retaliation, he said. Because even though retaliation for making a good-faith report is illegal, that doesn’t mean it won’t happen, Weisberg explained. 
“In real life, if they fire you and you’re without a job, that’s a tough situation,” he said. “You might have another claim, but you’re without a job in the meantime.” 
Sometimes, workers can get away with not reporting the behavior if it’s clear an employer had to know about it or it happened in front of a manager, he said. But employers also can deny knowing about the behavior, especially if there’s not a report in writing. Then, it becomes a “he said, she said” situation, Weisberg said. 
“The burden of proof is always on the employee,” he said. 
Employers aiming to root out and prevent hostile work environments should focus on both employee and manager training, as well as creating a culture where employees feel safe to raise concerns, according to EEOC — and an accessible and widely publicized reporting mechanism can help employers address any incidents that do occur.
</div>
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<title>The HR Dive Outlook on 2022</title>
<link>https://hr-trends.co.uk/the-hr-dive-outlook-on-2022/</link>
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<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Thu, 02 May 2024 20:41:04 +0000</pubDate>
<category><![CDATA[Learning]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/the-hr-dive-outlook-on-2022/</guid>
<description><![CDATA[By: Ryan Golden • Published Jan. 13, 2022 The second year of a pandemic may be challenging for everyone – but it’s not all bad for those in the compensation and benefits field, sources who spoke to HR Dive insist. With worker attrition at historic highs, pay has become the centerpiece of the recruiting conversation; […]
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<content:encoded><![CDATA[<div>

By: Ryan Golden
 • Published Jan. 13, 2022
The second year of a pandemic may be challenging for everyone – but it’s not all bad for those in the compensation and benefits field, sources who spoke to HR Dive insist.
With worker attrition at historic highs, pay has become the centerpiece of the recruiting conversation; 68% of HR leaders in a recent Grant Thorton report said they increased the number of employees eligible to receive a cash bonus in 2021. Large organizations — particularly those employing large numbers of frontline workers — have expanded non-salary employee benefits offerings in lockstep with their competitors.
“It’s a great time to be a total rewards professional,” said David Giesman, vice president of global total rewards at fashion retailer Designer Brands, Inc. “Your entire playbook is open to consider doing things differently. It’s an opportunity to be creative.”
Whether the currents of late 2021 continue for much longer, the focus in some ways remains the same for those in charge of benefits. HR teams still will need to provide offerings that meet workers’ personalized needs and integrate those offerings directly into overall talent strategy.
<h3 class="standard-heading">The Great Resignation’s reign</h3>
It has not been easy for employers to find skilled talent, and in some ways, it may be even harder to keep existing talent.
The U.S. workforce recorded a quit rate of 3% in November 2021, tying September’s record for a series high dating back to December 2000, according to U.S. Bureau of Labor Statistics data. The agency found attrition to be particularly high in the accommodation and food services; healthcare and social assistance; and transportation, warehousing and utilities sectors.
Labor market pressures should continue for these types of frontline workforces, said Lauren Mason, principal and senior consultant for the career business of HR consulting firm Mercer. The ongoing surge of the omicron variant indicates that the situation is likely to worsen, she continued.
That has caused employers to up their compensation budgets, but many increases have still been tight, Mason said, compared to the labor market. One priority for compensation professionals is to ensure investments are targeted to positions where the organization is seeing the greatest pressure and turnover, she added. That translates to higher hourly pay for frontline workers as well as larger bonuses for professional and salaried workers going into this year.
Increasing wages, moreover, will not satisfy everyone. “When you look at total rewards and you look at the elements that have the biggest impact on recruiting […] it becomes a different list of things that are the most tangible and in-the-pocket for people,” said Giesman, noting that time off and similar perks can be a particular draw for new talent. “For retention, those things may be at the bottom of the list.”
Giesman said Designer Brands Inc. has instead sought to appeal to current employees by increasing eligibility for bonuses and experimenting with other perks, such as paying for one year of employees’ health insurance premiums after they log one year of service. HR teams should hold managers accountable in this area by, for example, ensuring that people have opportunities for self-development on the job, including earning a promotion.
“We do talent reviews so that management and above is focused on assessing that potential,” Giesman said. “It’s so much easier to promote.”
<h3 class="standard-heading">Keeping an eye on deferred care</h3>
Toward the end of 2020, observers identified deferred care as a potentially problematic trend. With care centers closed or otherwise hampered by COVID-19, workers went without some forms of preventive and elective healthcare, particularly during the pandemic’s early months.
This is still true in 2022. Mercer’s recent national survey of employer-sponsored health plans noted a larger-than-normal increase in health costs of 6.3% during 2021, and deferred care is likely to be the largest driver of increasing costs, said Kate Brown, leader of the firm’s Center for Health Innovation.
Delaying preventative care can lead to higher treatment costs down the road in the event that diseases are not detected early on, Brown said, although other factors may also contribute to rising costs overall. She added employers are “cautiously optimistic,” projecting healthcare cost increases that are more in line with average years.
As with talent availability, however, the omicron variant — and other potential variants — present their own level of uncertainty, Brown said.
<h3 class="standard-heading">Hearts at home</h3>
Video chats interrupted by children home from school. Caregiving duties increasingly intertwined in employees’ daily workflows. Scenarios such as these have spurred employee benefits professionals to seek ways to support employees as they, in turn, support their loved ones.
Giesman highlighted a few of Designer Brands’ efforts in this area. The company introduced a free employee subscription to Sitter City, a service that allows workers to find coverage for child care as well as elder care and pet care. “We quickly put that into place in 2020, paid for it and made it free to employees,” Giesman said.
At the same time the company engaged its affinity groups to focus on important topics such as diversity, equity, inclusion and sustainability while also seeking to make certain benefits options more inclusive. For example, Designer Brands’ changed its bereavement policy, which had once limited employees to taking off time for “immediate family members,” to encompass a broader group of relationships.
Mason said employers may need to determine whether they should make other structural changes to existing benefits programs in order to stay ahead of pandemic-driven disruption. Changing guidelines from the Centers for Disease Control and Prevention might be a reason to reassess how the organization structures its paid leave program, for example. And if employees have dependents such as children who get sick and need to quarantine, that may call for additional scheduling flexibility.
Different occupation groups may have separate benefits preferences, Giesman noted. Corporate workers at Designer Brands, he said, tend to value remote work highly, whereas those working in stores and distribution centers placed a premium on time off, scheduling consistency and getting desired hours.
<h3 class="standard-heading">Mental health’s continued evolution</h3>
What had long been a popular topic for HR professionals became an urgent discussion amid the pandemic. Research continues to find evidence that employee benefits programs prioritized mental health in the past year. One recent poll of 151 business leaders by consulting firm West Monroe Partners found 44% of respondents said their companies were addressing mental health, but could be doing more.
The report’s findings are indicative of the fast evolution mental health has experienced in the workplace context over the last couple of years, according to Eric Freshour, director at West Monroe Partners. But among the report’s findings, “the biggest thing I saw was really the variety in what people are offering,” he said in an interview.
Popular strategies cited by respondents included additional time off and personal days; flexible schedules; engagement and well-being surveys; and employee assistance programs and employee resource groups. But leaders in the survey also pointed to solutions that could help moving forward, such as technology that could help reduce workloads and fill staffing gaps, or scheduling “no meeting” days and company-wide mental health days, among others.
Smaller gestures, such as discouraging staff from sending emails after hours and instead encouraging them to prioritize scheduling work time and personal time in such a way that they can accomplish day-to-day tasks, whether work-related or not, can also have an impact, Mason said.
Freshour said he is skeptical about the ability of organizations to maintain their mental health programs and initiatives moving forward, as some of these efforts were created in response to the stressors caused by the pandemic. “My hope, though, is that what was borne out of necessity is now generally becoming part of the fabric of the organization,” he continued.
<h3 class="standard-heading">Questions about momentum remain</h3>
Similarly, Freshour added that though it may seem challenging to continue making investments in well-being over the long term, such strategies are not necessarily high cost drivers. Even for something as simple as giving an employee an extra day off or providing access to a wellness session, “there a lot there in terms of the ROI of investing in that,” he said. “There are other factors or benefits that can be considered that aren’t quite additional in terms of cost.”
Organizations are also getting smarter about how they elicit employee feedback on benefits, Freshour continued, and he recommended that employers use focus groups and surveys. “What I’ve always explained is that people really, truly do want to have their voice and opinions heard. You just have to demonstrate that you’re taking those mechanisms and putting them into action.”
Total rewards professionals have the opportunity to help employers meet the challenges of the Great Resignation, but in order to do so, they will need to stay attuned to well-being metrics, Mason said; “Monitor those issues around what’s happening and propose investments right now while the market is strong on those particular issues.”
Even if the winds in the labor market do shift, employee benefits professionals can work to demonstrate how their efforts impact productivity, quality and other business metrics, Freshour said. “This might be one of the logical things on the chopping block for some, but I think it’s kind of important to broaden the perspective on ROI around these types of things.”
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Article top image credit: Kondoros Eva Katalin via Getty Images 
 
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<title>Vegas contractor, Elon Musk’s Boring Co. among ‘Dirty Dozen’ list</title>
<link>https://hr-trends.co.uk/vegas-contractor-elon-musks-boring-co-among-dirty-dozen-list/</link>
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<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Thu, 02 May 2024 20:19:43 +0000</pubDate>
<category><![CDATA[Legal]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/vegas-contractor-elon-musks-boring-co-among-dirty-dozen-list/</guid>
<description><![CDATA[Dive Brief: Elon Musk’s tunneling company and a Vegas iron reinforcing contractor are among the 2024 “Dirty Dozen” employers called out last week by the National Council for Occupational Safety and Health for allegedly being unsafe and reckless. National COSH selected SpaceX and The Boring Co., both owned by Musk, for one slot, citing workers […]
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<content:encoded><![CDATA[<div>
<h3 class="standard-heading">Dive Brief:</h3>
<ul>
<li>Elon Musk’s tunneling company and a Vegas iron reinforcing contractor are among the 2024 “Dirty Dozen” employers called out last week by the National Council for Occupational Safety and Health for allegedly being unsafe and reckless.</li>
<li>National COSH selected SpaceX and The Boring Co., both owned by Musk, for one slot, citing workers who suffered crushed limbs, amputations, chemical burns and a preventable death. In addition, Black Iron Reinforcing, owned by XL Concrete, earned a spot for a worker death from electrocution, a partial finger amputation, 29 OSHA violations in a decade and allegedly denying election results after workers voted to join a union.</li>
<li>The organization releases the Dirty Dozen as part of observance of Workers’ Memorial Week, April 21 through April 28. The list is selected by the National COSH team using nominations from local COSH groups, worker centers, unions and nationwide advocates. </li>
</ul>
<h3 class="standard-heading">Dive Insight:</h3>
Somerville, Massachusetts-based National COSH is a worker safety advocacy group, made up of 26 labor organizations. The council sometimes cites several years of a company’s history, which it annotates in its report, to justify each selection in its Dirty Dozen list.
For example, XL Concrete, based in Las Vegas, settled an OSHA citation for a $3,500 payment in November 2019 for a worker who was electrocuted and killed in March 2019. In September 2022, a majority of workers voted to join a labor union, but its subsidiary Black Iron Reinforcing, also based in Las Vegas, allegedly delayed the recognition process.
Finally, in testimony secured by National COSH, Victor Lopez, the International Iron Workers union representative, claimed a worker lost his finger on the job in September 2023 and Black Iron Reinforcing hid it, alleging that was a cycle of behavior for the company.
Black Iron Reinforcing declined to comment on the report and XL Concrete did not respond to Construction Dive’s request for comment.
Meanwhile, a Reuters report uncovered that Musk’s rocket company SpaceX had hundreds of unreported injuries, and National COSH alleged the billionaire values speed over worker safety and health. At the same time, The Boring Co., Musk’s tunneling firm, faces $112,504 in citations across eight fines from OSHA, which it is contesting.
The Boring Co. and SpaceX did not respond to Construction Dive’s request for comment.
In addition to highlighting alleged bad actors, National COSH’s report highlighted other nationwide ills for the workforce, such as how increasing temperatures take their toll on employees.
Other companies selected in the Dirty Dozen for 2024 were:
<ul>
<li>The Alabama Department of Corrections.</li>
<li>Ascension, a St. Louis, Missouri-based healthcare firm.</li>
<li>Costa Farms, a Miami-based plant farming company.</li>
<li>Florence Hardwoods, a Florence, Wisconsin, sawmill.</li>
<li>Mar-Jac Poultry, a Jasper, Alabama, poultry processor, and Onin Staffing, a Birmingham, Alabama, temp agency.</li>
<li>Tyson Foods, the Springdale, Arkansas-based food company.</li>
<li>Uber and Lyft, the San Francisco-based ride share companies.</li>
<li>Valor Security and Investigations, based in New York City.</li>
<li>Waffle House, the Norcross, Georgia-headquartered restaurant chain.</li>
<li>Walmart, the Bentonville, Arkansas-based retail giant.</li>
</ul></div>
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<title>Why ‘nontraditional’ benefits are on the rise and how HR can make them work</title>
<link>https://hr-trends.co.uk/why-nontraditional-benefits-are-on-the-rise-and-how-hr-can-make-them-work/</link>
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<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Thu, 02 May 2024 17:09:20 +0000</pubDate>
<category><![CDATA[Benefits]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/why-nontraditional-benefits-are-on-the-rise-and-how-hr-can-make-them-work/</guid>
<description><![CDATA[With engagement on the downswing even as the end of 2024’s first half nears, nontraditional employee benefits emerged as an area of opportunity for employers, HR Dive’s 2024 Identity of HR survey found. The most popular of these options, remote and hybrid work programs, were cited by more than half of the 490 respondents as […]
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<content:encoded><![CDATA[<div>
With engagement on the downswing even as the end of 2024’s first half nears, nontraditional employee benefits emerged as an area of opportunity for employers, HR Dive’s 2024 Identity of HR survey found.
The most popular of these options, remote and hybrid work programs, were cited by more than half of the 490 respondents as part of their talent strategies last year. That finding comes amid a seeming normalization of hybrid work for jobs that can be done at least partly remotely. According to Gallup data, 54% of full-time U.S. remote-capable jobs were hybrid jobs in February 2024.
Other programs addressing areas such as mental health, educational attainment and commuting also saw an uptake alongside traditional, core benefits like health insurance, retirement plans and bonuses.
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<h4 class="ed-chart__title">Flexibility, mental health topped employers’ non-traditional benefit strategies</h4>
Percentage of HR professionals who said each was part of their 2023 talent strategy
<iframe aria-label="Bar Chart" data-external="1" frameborder="0" height="134" id="datawrapper-chart-3vMFY" scrolling="no" src="https://datawrapper.dwcdn.net/3vMFY/1/" style="width: 0; min-width: 100% !important; border: none;" title="Identity of HR 2024 - Fringe benefits"></iframe></div>
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The push for nontraditional benefits may speak, in part, to employers’ need to address employee well-being, which has stagnated globally, said Diana Scott, leader of The Conference Board’s U.S. human capital center. An April report from the organization found that 62% of U.S. workers said their well-being is the same or worse than it was six months ago — a warning sign given 84% said they saw employers as at least partially responsible for their well-being.
<h3 class="standard-heading">Flexibility: The most valuable benefit?</h3>
As The Conference Board dove deeper into the factors that influence well-being, it found that support for flexibility at work is one of “the most useful among a wide array of options,” Scott said. That’s because it can help employees feel in control of their work and personal lives while improving retention.
For office-based work specifically, hybrid work has become “the way it has to be if you want to optimize effectiveness and enjoyment of work,” said Debbie Lovich, managing director and senior partner at Boston Consulting Group. “I almost view it as not a benefit,” she continued. “It’s almost like it’s just the right thing to do.”
Data from WFH Research showed that, between December 2023 and March 2024, hybrid work was the most common work arrangement for employees who could work from home. Only 35% of such employees were working fully on-site.
But even for those whose jobs demand that they be on-site, employers have options, Lovich said, such as flexible shift scheduling. Other forms of flexibility include sabbaticals and mental health time off, Scott said.
These offerings require implementation efforts from all corners of an organization rather than the compensation and benefits department alone, according to Sander Domaszewicz, senior principal and national practice leader for consumerism at Mercer. To encourage flexibility, organizations have to spend time “getting into how the work is done” and ensuring managers create the right work environment, he said.
Employers have several considerations to make to ensure managers are prepared to lead dispersed teams, from choosing communication platforms to setting norms around in-office time and deciding how and when teams collaborate. “Very often, when employees are comfortable with hybrid options, it’s because leaders are comfortable managing hybrid teams,” Scott said.
<h3 class="standard-heading">Addressing budgetary concerns</h3>
Modern employee benefits strategy aims to find offerings that are highly valued by employees, said Domaszewicz, which is why employers have taken a chance on more niche perks like on-site electric vehicle charging and college coaching benefits for dependents.
Sometimes, the financial return on investment of a given benefit is not always as clear as the cultural return on investment, he added. But employers also do not necessarily need to spend big in order to add benefits employees find meaningful.
“You can offer the benefit in a voluntary way, as a partially paid program or raffle it away,” Domaszewicz said. “You don’t necessarily have to buy everything on paper in order to offer a benefit.”
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<h3 class="standard-heading">Feedback leads to better benefits</h3>
To that end, employers could approach benefits program design differently by leaning into the idea of treating employees like customers, said Lovich. “When [employers] serve customers, they do deep discovery to understand their needs,” she said. “Yet, when it comes to employees, we treat them all the same.”
Sophisticated organizations take time to better understand employee needs across diverse segments, tailoring benefits offerings in turn. Whether an employer has a large LGBTQ+ population, a large caregiver population or other demographic group, it may require different forms of individual benefits to develop a better program.
Lovich gave the example of one manufacturing industry client with a largely immigrant workforce that struggled to tailor its health benefits. For this population, in which employees were often caregivers for cousins and other extended family members, Lovich said the client adopted a “household health benefits” model.
HR should keep constant communication with employees about benefits to ensure they feel valued and supported, Verlinda DiMarino, VP and head of benefits at Liberty Mutual, said in an email. Liberty makes use of surveys, benchmarking tools and data to understand what resources are most meaningful, she added.
“Our evaluation may indicate that a benefit is redundant or ineffective, and we will streamline that program to reinvest in new offerings,” DiMarino said. “This allows employees to feel like their insight matters and that we’re meeting their direct needs.”
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Communication also ensures awareness of helpful offerings, and employers should confirm that managers are exposed to benefits early on, Domaszewicz said. Managers can be “champions” for specific benefits that they have found personally helpful, he added, which could help their teams understand the value of those benefits and feel comfortable using them.
At the end of the day, HR cannot bear all of the responsibility for ensuring that benefits, traditional or nontraditional, deliver expected value, according to Lovich. Executives, managers, vendor partners, employee-led groups and other stakeholders all play a part.
“Satisfying employees shouldn’t all be on HR’s shoulders,” she said.
</div>
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<title>White House AI hiring push draws ‘unprecedented’ interest</title>
<link>https://hr-trends.co.uk/white-house-ai-hiring-push-draws-unprecedented-interest/</link>
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<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Thu, 02 May 2024 16:44:24 +0000</pubDate>
<category><![CDATA[Talent]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/white-house-ai-hiring-push-draws-unprecedented-interest/</guid>
<description><![CDATA[Dive Brief: The U.S. federal government’s hiring push aimed at AI pros has drawn ‘unprecedented’ levels of interest, with thousands applying for roles across agencies, according to a Monday report directed to the President. The AI and Tech Talent Task Force leading the efforts said in the month after the Biden Administration’s AI-focused executive order, the […]
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<content:encoded><![CDATA[<div>
<h3>Dive Brief:</h3>
<ul>
<li>The U.S. federal government’s hiring push aimed at AI pros has drawn ‘unprecedented’ levels of interest, with thousands applying for roles across agencies, according to a Monday report directed to the President.</li>
<li>The AI and Tech Talent Task Force leading the efforts said in the month after the Biden Administration’s AI-focused executive order, the tech talent programs saw an average increase of 288% in AI job applications compared to previous periods. </li>
<li>Agencies hired more than 150 individuals in AI and AI-enabled roles since the October rollout of the executive order to the end of March, with 15 agencies hiring at least one AI professional. Through the end of 2025, agencies plan to hire more than 500 additional AI workers. </li>
</ul>
<h3>Dive Insight:</h3>
The U.S. government’s AI hiring efforts are navigating an already tight supply of specialized talent. It’s a puzzle enterprise leaders are also trying to solve.
But bridging the skills gap still requires a holistic approach. 
The U.S. Office of Personnel Management plans to review executive core qualifications for government leadership roles to incorporate data and AI literacy into its fabric, according to the report. 
“Ensuring the Federal Government uses AI in a safe and trustworthy manner requires not only dedicated AI talent, but also a workforce that understands how to responsibly use AI to best achieve their goals,” the AI and Tech Talent Task Force said in its report to the President. 
Currently, around 50% of federal employees do not believe their organization has the right staff to build, manage or procure AI, according to a pulse survey conducted by the task force. Around half of those surveyed in the government said there wasn’t a clear process for requesting the necessary resources. 
As part of the AI upskilling plan, the federal government’s workforce will gain access to training sessions that cover general know-how, leadership, procurement, technical knowledge and hiring. Several agencies also established a pilot program to train 500 new researchers by 2025. 
The pressure to increase AI capacity spans industries. 
More than two-thirds of tech leaders are investing in AI engineers, data scientists and cybersecurity experts, according to an EY pulse poll conducted in March.
“One thing is certain: companies are reshaping their workforce to be more AI savvy,” Vamsi Duvvuri, EY technology, media and telecommunications AI leader, said in the report. “With this transition, we can anticipate a continuous cycle of strategic workforce realignment, characterized by simultaneous layoffs and hiring, and not necessarily in equal volumes.”
AI’s impact on tech hiring needs continues to unfold as more companies enter into experimentation stages and assess the technology’s impact on workflows. Shopify said it is evaluating the effects of AI as an add-on to certain job roles and its impact on headcount in March.
</div>
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<title>Hiring tactics like ‘bait and switch,’ and ‘love bombing’ drive skilled talent away, report finds</title>
<link>https://hr-trends.co.uk/hiring-tactics-like-bait-and-switch-and-love-bombing-drive-skilled-talent-away-report-finds/</link>
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<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Thu, 02 May 2024 14:27:22 +0000</pubDate>
<category><![CDATA[Talent]]></category>
<guid isPermaLink="false">https://hr-trends.co.uk/hiring-tactics-like-bait-and-switch-and-love-bombing-drive-skilled-talent-away-report-finds/</guid>
<description><![CDATA[Dive Brief: Companies struggling to recruit top talent may want take a closer look at their hiring practices, which could be driving skilled candidates away, according to a May 2 report from hiring platform Greenhouse. In a survey of 1,200 job seekers, more than half of respondents (53%) said they experienced “bait and switch” tactics, […]
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<content:encoded><![CDATA[<div>
<h3>Dive Brief:</h3>
<ul>
<li>Companies struggling to recruit top talent may want take a closer look at their hiring practices, which could be driving skilled candidates away, according to a May 2 report from hiring platform Greenhouse.</li>
<li>In a survey of 1,200 job seekers, more than half of respondents (53%) said they experienced “bait and switch” tactics, where the advertised responsibilities differed significantly once they started the role. Similarly, 53% experienced “love bombing,” where they were excessively praised and flattered only to be lowballed with a salary that didn’t match their qualifications, skills and experience, the report found.</li>
<li>“For applicants, the hiring process is the first glimpse into the company culture,” Carin Van Vuuren, the platform’s chief marketing officer, said in a media release. “How companies treat candidates is a crucial factor; most candidates want to work with a company that values their time, communicates frequently, and is transparent.”</li>
</ul>
<h3>Dive Insight:</h3>
Greenhouse’s latest report highlights what research has consistently shown: During the hiring process, job seekers are interviewing potential employers as much as hiring managers are interviewing them.
Candidates interpret how they’re treated during the hiring process as a sign of the company’s culture, Van Vurren explained in the release. Drawn-out interviews, misleading job descriptions and ghosting candidates are basic and costly mistakes that cause candidates to feel mistreated and look unfavorably on the company’s culture, Greenhouse CEO and co-founder Daniel Chait added.
This, in turn, damages a company’s ability to hire and retain top talent and “ultimately affects their bottom line and future growth,” Chait said.
One vital preventative step is to ensure interviewers are properly trained, the platform has previously noted.
For example, proper training can keep interviewers from asking questions that indicate bias, Greenhouse pointed out. In this survey, 54% of candidates said they have faced discriminatory questions, such as those related to age, race or gender — a 20% jump from last year, the findings revealed.
Referring to the company “as a family” is another red flag, indicating to interviewees that the company culture lacks boundaries between work and home, according to findings by HR content provider People Managing People.
To avoid these and other red flags, including unrealistic expectations, hiring managers should create clear and jargon-free job descriptions and be transparent about financial compensation and why the job is open, People Managing People recommended.
Also, technology and automated processes can help keep candidates in the loop, although hiring managers should remember that the human touch matters, especially where talent is in short supply, experts have said.
Hiring teams may also want to address the tediousness and length of the application process — two major turn-offs for prospective employees, a 2023 report from talent cloud company iCIMS found. Some jobs can stay vacant for three months or longer, and good candidates aren’t going to wait, Josh Bersin, CEO of his namesake firm, noted last year.
Beyond losing skilled candidates, poor talent acquisition practices can hurt a company’s business, iCIMS has found. More than half of workers in a survey said they’re less likely to patronize a brand after a bad application or interview process, iCIMS reported.
</div>
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