​Hello Roo friends and fans.

We learned good news today!  It was originally thought that employers would have to foot the bill for the new Emergency Paid Sick Leave (PSL) and Emergency Family Medical Leave Act provisions (EFMLA) and await reimbursement.  We learned today that employers will be allowed withhold normal payroll tax remittances to the IRS to cover the costs of the new paid time off requirements.

Scenarios:

• If you usually have to remit $10,000 in payroll taxes, and you incur $5,000 in PSL and EFMLA payments, you only need to remit $5,000 in payroll taxes.  
• If you usually have to remit $10,000 in payroll taxes and incur $12,000 in PSL and EFMLA payments, you do not need to remit payment at all, and can request expedited repayment from the IRS.

We will share more details about the mechanics of how this will work as they become available.
Also, here is a link to the new required posting relative to the new COVID-19 related paid time off requirements:

https://www.dol.gov/sites/dolgov/files/WHD/posters/FFCRA_Poster_WH1422_Non-Federal.pdf

Roo will be working hard to keep you apprised of this rapidly changing landscape, without flooding your inbox unnecessarily.

Many thanks, and stay healthy!

We are all reeling with new ways of working, public closures and social distancing. Even though you may feel like you are focused on Coronavirus 24/7, Roo wanted to make sure you are aware of new required paid time off requirements related to COVID-19 that were signed into law March 18th.  These new time off requirements are effective April 2, 2020. We will also briefly address filing for unemployment.
 
1. Emergency Paid Sick Leave

• Which employers does this apply to?  Employers with 500 or less employees  
• Who is eligible?  All employees, regardless of length of service

• How much time is available?
  • 80 hours for full time staff at regular pay rate
  • Prorated time off for part-time staff at regular pay rate. 

• What can it be used for?
  • To seek diagnosis or treatment for COVID-19
  • If you are quarantined due to COVID-19
  • To care for an immediate family member with COVID-19
  • To care for a child due to school or daycare closure
  • To comply with a recommended order from a public official or healthcare provider

• How is it paid for?
  • Employers will initially foot the bill for this expense
  • Employers will be able to claim a tax credit

• Other items of note
  • Emergency Sick Time is in addition to, not a replacement for, existing sick time or PTO banks.  Employers may not deduct from existing sick time or PTO banks before using Emergency Paid Sick Time
  • If you choose to grant emergency sick time before the April 2, 2020 effective date, each employee will still get an 80-hour allotment April 2nd.
  • Emergency paid seek leave is set to expire 12/31/2020
  • Emergency sick leave may not be carried over to a new year
  • “Soon” there will be a required workplace poster.  Roo will forward when it becomes available
  • Employers with 25 or fewer employees may request exemption if providing the leave would jeopardize the viability of the business.  Roo does not yet have details about how to apply for this exemption

 2. Emergency Family and Medical Leave Expansion Act (EFMLEA)
 
The FMLA has temporarily been expanded to include “public health emergency leave”, specifically related to COVID-19. 
 

“Normally”, FMLA  applies only to employers with 50 or more employees within a 75-mile radius.  The Emergency Family and Medical Leave Expansion Act (EFMLEA) applies to all employers with 500 employees or less for COVID-19 related absences. It is our understanding that “regular” FMLA still only applies to organizations with 50 + employees in a 75-mile radius.  If our understanding changes, we will let you know.

• Which employers does this apply to?  Employers with 500 or less employees

• Who is eligible? Employees with 30 days of service.  There is not a “minimum hours” requirement.

• How much time is available?
  • 12 weeks of emergency leave related to COVID-19
  • Weeks 1 -2 are unpaid time and employee would have the option to use sick time or PTO (pragmatically, the employee would use the Emergency Sick Leave mentioned above at regular pay rate)
  • Weeks 3 – 12 would be paid at 2/3 of the regular pay rate.  If the employee has a varying schedule, a 6-month look back period would be used to determine the average number of hours scheduled.

• What can it be used for?
  • To seek diagnosis or treatment for COVID-19
  • If you are quarantined due to COVID-19
  • To care for a family member with COVID-19.  The definition of family members includes  parent/parent-in-law, spouse/partner, next of kin, child under 18, domestic partner’s child under 18, grandparent or grandchild.  It also includes pregnant women, senior citizens, and disabled individuals an employee needs to care for.
  • To care for a child due to school or daycare closure
  • To comply with a recommended order from a public official or healthcare provider

• How is it paid for?
  • Employers will initially foot the bill for this expense
  • Employers will be able to claim a tax credit on a quarterly basis

• Other items of note
  • Normal FMLA medical certification requirements can be relaxed – if you have a note from a doctor, this should be sufficient to verify the need for leave
  • Employees are not guaranteed reinstatement if they work for an organization with 25 or fewer employees
  • Emergency Family and Medical Leave Expansion (EFMLEA) paid seek leave is set to expire 12/31/2020
  • Employers with 25 or fewer employees may request exemption if providing the leave would jeopardize the viability of the business.  Roo does not yet have details about how to apply for this exemption

 3. Modifications to Unemployment Insurance
 If YOU have been permanently, or temporarily laid off, or if your hours have been significantly reduced, you may apply for unemployment benefits.  The 5-day waiting period has been eliminated, so you may receive benefits immediately. If eligible, you may receive up to 50% of your normal wage, to a maximum of $740 / week.  https://www.uimn.org/applicants/needtoknow/news-updates/covid-19.jsp
 
There is also good news for SMALL BUSINESS OWNERS - you may also apply for unemployment, and the five-week limitation has been removed. Any layoffs due to coronavirus will not be charged to the employer UI account.    https://www.uimn.org/applicants/affectsbenefits/ownership/index.jsp
 
For the SELF-EMPLOYED , it is possible, but unlikely, that you can claim unemployment benefits.  Your chances are better if you opted into the unemployment insurance pool. 
https://www.uimn.org/applicants/affectsbenefits/self-employment/index.jsp
 
Please do reach out by phone (763-228-8496) or email (kelly@roosolutions.net) if we can help.

As we wind down 2019 with friends and family, it is also time to look ahead to 2020.  Roo is here to help you get a jump start on your HR initiatives with simple, sustainable solutions.  So what’s on your HR Wish List? 
 
Give us a shout if we can help…….and be sure to read to the bottom for some important compliance reminders.
 
HR Wish List
 
Training and Development 
□  Supervisory Training:  Stepping into Leadership
□  #metoo and you – preventing workplace harassment
□  Project Management
□  Link to other Roo Solutions workshops
 
Capacity Building / HR Infrastructure
□  “HR in a Box” – for the small employer with no HR systems in place
□  Update job descriptions
□  Creation of interview guides for commonly staffed positions
□  Onboarding program development
□  Recruiting assistance
 
Culture
□ Employee Surveys
□ Climate Assessments
□ Making organizational values actionable
□ Workplace Investigations
 
Risk Mitigation
□  HR Audit
□  Employee Handbook update
□  Supervisory Handbook
 
Compliance – Must Do’s!
□ 1/1/20 New minimum wage in MN.  Download your new required poster here
□ Provide MN-required wage statement to new employees, and notify employees when there is a     change to their employment status (promotion, raise, etc.)
□  Ensure employees are classified correctly as exempt or nonexempt under the 1/1/20 new FLSA regulations.  The new salary threshold is $35,568.  The duties test in unchanged
□ Minneapolis employers.  You must provide all employees  with the MN wage statement.  In addition, Minneapolis requires the employer to state how SST is accrued and how a “year” is measured.  SST used and accrued must also be listed on each pay stub.
 

Happy (almost) New Year!

During the course of my career I have had the benefit of working for some great organizations.  Organizations that took the time to identify their core values, embed them into all HR systems, and hire/fire/promote according them. For those working in the nonprofit sector it is easy understand and actively promote the mission and values of your organization.  For those in the for profit world, or at an individual level in any industry, it can become a little trickier to understand how these values impact our daily work.  For values to have meaning we must make them actionable.   

If your organization hasn't identified core values, here is a way to derive them. 

1. Consider your best employees.  What common characteristics do they all possess?
2. Consider the employees that “didn’t fit” your organization.  Was there a values mismatch?
3. What are the “hero stories” in your organization?  What gets celebrated is what is reinforced.
4. Review the lists.  Differentiate “permission to play values” from core values.

• “Permission to play” values are global attributes such as honesty, integrity, fairness, etc. that are required in most workplaces
• “Core values” are unique to your organization.  They are the values you will stand up for no matter what, even if your organization suffers in the short term.  They are what make you different and unique from others.

Help employees understand how their everyday actions and behaviors should align with organizational values.  Employees must understand this alignment to really live and breathe it.

1.  Clearly identify the core value (remember, core values are different than “permission to play” values)
2. Write down every day behaviors that exemplify that value
3. Create a question someone can ask themselves each day to determine whether they have or have not lived that value on a particular day. 

Here is an example:
Organizational Value:  Entrepreneurship
Behavioral Statements:

• Be fearless
• Run it like you own it
• Create your own opportunities

Congruent question:  Did I take the right risks today?
Here is another example:
Organizational Value:  Service above self
Behavioral statements:

• Place client needs above your own
• Make decisions in the context of the whole
• Always offer to help

Congruent question:  Did my actions today serve me, the mission or both?
 
This is neither a quick or easy process.  It cannot be delegated to a project team.  It takes focused attention and many hours for the leadership team to get it right, but it is worth the effort.  Be sure to validate your thoughts with key employees before rolling this out to the entire organization.

Reinforce organizational values through HR systems.
As mentioned above, if something is really a core value, the organization is will to make sacrifices to live up to that value.  That includes the people we have working in our organizations.  How can you embed core values into everyday behaviors?

1. When recruiting, make sure job postings clearly identify what is important to your organization.  This allows those who don’t fit to opt out early.
2. Interview for culture fit as well as aptitude.  Note:  Culture fit is not an excuse to hire people just like you!  If your organization values diversity and inclusion, make sure every interview asks a couple of behaviorally based questions about this area.  Ask they candidate how he / she will contribute to this value if hired.
3. Onboarding.  Share the hero stories.  Give examples of how these values play out in everyday work.  Incorporate the results of the exercise above
4. Incorporate values into job descriptions and performance evaluation criteria.  Make “how you do the job” as important as getting the results.
5. Make sure your leaders are passionate about, and demonstrate, the core values in their behavior.  It is difficult and disingenuous to hold employees to a behavioral standard senior leadership is not held accountable to.  

 
For more on organizational values read Patrick Lencioni’s “The Advantage”,  Gino Wickman’s “Traction”, or give Roo a call.  We’d love to work with you.

​As Roo gears up for the Minnesota Council of Nonprofits Annual Conference in Rochester October 24 - 25, I was reminded of the opportunity I had to engage with participants across the region during an e-learning event offered earlier this year  (thank you for inviting me to participate!).  There was great engagement surrounding the topic of how your HR practices can help or hinder your success as an organization at every stage in the employment life cycle.

​Despite the snowy view outside my window, spring is here. This is a great time for your  employees and supervisory to fine tune their work skills.  3 of Roo’s training programs are highlighted below. Reach out to Roo if you want to talk about these programs or other needs.
Stepping into Leadership
During this 8-week series of 90-minute sessions you supervisors will learn, share, and practice key supervisory skills in a supportive environment that reflect your company values.  Timing between sessions allows for your supervisors to practice the skills developed and debrief at the next session. For clients outside of the Twin Cities, topics can be covered in two half-day or one full day session.  Topics include;

• Managers vs. Leaders
• Accountability
• Recruiting
• Delegation
• Time and Meeting Management
• Performance Management
• Coaching and Feedback
• Communicating with Business Decision Makers

 
#metoo and you
If you have not conducted harassment prevention and workplace expectations training within the past two years, the time is now!  Admittedly, most harassment prevention trainings are quite boring and focus on “thou shalt nots”.  This is an effective CYA approach, but today’s environment provides the context for much richer dialogue in your organization. Part history lesson and part current events, this interactive training will engage your staff in relevant discussions regarding healthy workplace behaviors.
Real World Diversity, Equity and Inclusion
Diversity, Equity and Inclusion is all the rage, but how does this actually show up in your organization?  We will enhance awareness of our own identities and biases, dig deeper into the privilege that isn’t visible, and provide tools to help staff build their confidence with cross-cultural communications.  

Does the hashtag #METOO inspire hope, curiosity or concern for your organization?
It is hard to believe it has only been one year since the Harvey Weinstein allegations began the avalanche of investigations into sexual harassment across multiple industries.  While we often think of sexual harassment as a Mad Men-era issue, harassment of all kinds is unfortunately alive and well.
If you have not conducted harassment prevention and workplace civility training within the past two years, the time is now!  Admittedly, most harassment prevention trainings are quite boring and focus on “thou shalt nots”.  This is an effective CYA approach, but today’s environment provides the context for much richer dialogue in your organization.
Below are a few suggestions to liven up your training, and to engage your staff in robust conversation.

1. Tell a story.  History is ripe with compelling stories of brave souls standing up to discrimination and harassment.  Fred Korematsu, Harvey Milk, Anita Hill and many, many more.  Your workforce will appreciate the history lesson, and you can use these examples of perseverance in the face of great odds. 
2. Use current examples.  Discuss current events, including allegations of discrimination and harassment across multiple industries.  Explore the factors that created cultures that tolerated this behavior.  Utilize YouTube videos and other media coverage (be sure not so slide too far to the right or left with your choice of media outlets).
3. Promote bystander intervention.  Today’s worker is much more empowered than employees in the past.  Whether you attribute this power to the war for talent, social media, or corporate responsibility, it is clear that any individual can make a difference.  Stepping in when you observe inappropriate behavior should be encouraged in your workplace.  This is also referred to as being an “upstander”
4. Policy review.  Yes, you do need to review company policies against harassment and discrimination in the workplace.  Make sure your policies provide multiple avenues for reporting harassment and clearly prohibit any If and when you decide to create an internship program, make sure it benefits both the intern and your organization.

Feel free to reach out to Roo if you would like assistance updating your policies and conducting employee and manager training.

An HBR article this morning talked about the price of overly prescriptive HR policies.  It reminded me of  blog I wrote a couple of years ago - enjoy.

Originally published May, 2014
The Rules
I just finished reading Rework by the founders of 37signals.  The real voice and practical advice was refreshing.  The swear words were attention grabbing and real. I didn't agree with everything they wrote but I clearly understood their positions   If only "Employee Handbooks" could be so simple.  Handbooks are not suggestions; they are the "rules of the road". People need to follow them, managers need to enforce them and HR needs to get rid of the ones that don't make sense.  The contents should be clear, concise and worth writing down. 
 
If I were to write a handbook for real people with real expectations, it might go something like this:
 
EEO Policy:  We try to hire and promote the best people for what we need today and think we will need tomorrow.  We hope you are one of these people.  If you know where to find more of them please tell us.  They don't have to think like us, look like us, or talk like us.  They do need to believe in "us".
 
Harassment policy:  Don't treat people badly, meaning worse, because of something they cannot or should not change about themselves.  Don't make threats or promises for favors.  Attack issues, not people.  Don't be "that guy or gal" nobody else wants to work with or you won't be working here.
 
Social media policy:  Be smart, not a smart aleck.  Whatever you post on social media is public forever.  It affects you it affects "us" and maybe others.  Have the facts and have permission to publish them.  Keep confidential information confidential.
 
Problem resolution:  if you are worried, concerned or confused about something at work, do something about it. Speak up.  We don't know what you are thinking.  If we don't know about a problem we can't fix it. 
 
Somehow I don't think the attorneys will let this version fly, but I like it.

​Would this phrase instill fear or excitement in the typical intern at your company?
Will her hopes and dreams be slashed and cut to pieces like in the horror movie because she was relegated to ordering cupcakes and taking notes at department meetings?

Or, might she leave her internship experience with confidence, new skills and a realistic understanding of her growth needs, because her supervisor cared enough to establish goals, meet regularly regarding progress and provide a final evaluation?
Too often, internships end up with the intern endlessly following others to meetings, doing data entry and generally wondering what the heck they should be working on.  Not a lot of actual learning takes place.
​
A well designed internship program, can be a tremendous learning opportunity for the intern and create a solid reputation for your organization with educational institutions, but it takes intention, commitment and nurturing on the part of your organization and individual mentors.

Legal Consideration
When considering starting an internship program, think about a few of the legal requirements: