DOL reverses course on ‘80/20’ limitations for tipped employees
On November 8, the Department of Labor (DOL) released four new opinion letters, providing insight into their views on compliance with federal labor laws. Read this blog post to learn more.
Last week, the DOL issued four new opinion letters providing both employers and employees further insight into the agency’s views regarding compliance with federal labor laws.
While the letters touch on a variety of issues, perhaps the most notable change involves the DOL’s about-face regarding the amount of “non-tipped” work an employee can perform while still receiving a lower “tip-credit” wage.
Essentially, this new guidance does away with the previous “80/20” rule regarding tipped employees. Under the 80/20 rule, businesses were barred from paying employees traditionally engaged in tip-based work, like servers and bartenders, a lower minimum wage and taking a tip credit for the other portion of the employee’s wage up to applicable state and federal minimum wage requirements when those employees’ side work, like napkin folding or making coffee, accounted for more than 20% of the employee’s time.
In recent years, there has been an explosion of litigation across the country over the 80/20 rule, questioning whether the tipped employee’s “side work” amounted to more than 20% of the employee’s duties and time. Likewise, in many of those same suits, plaintiffs would challenge individual tasks associated with their side work, attempting to claim that those tasks were not so closely related to their tipped duties, but rather rose to the level of a completely different or “dual job,” meaning that the employer should not be permitted to take the tip credit for hours worked performing those tasks.
What followed was case after case of lawyers, courts and employers quibbling over minutes spent folding napkins, wiping counters, slicing lemons, and painstakingly calculating and arguing as to whether those tasks added up to 20% and whether those tasks were not closely related enough to be included in the 20% calculation.
In these kinds of cases, we’d see arguments over circumstances like the server that moonlights as a “maintenance man” versus the server that changed the lightbulb or helped sweep underneath the tables.
The ultimate result: confusion, chaos and, frankly, a treasure trove for plaintiff’s attorneys who had another arrow in their quiver in which to seek additional purported wages for clients from employers that would find it difficult, if not impossible, to account for all minutes and tasks employees were performing in busy restaurants.
Following the DOL’s opinion letter, the landscape will change. Recognizing that the existing guidance and case law had created “some confusion,” the DOL expressly stated that they “do not intend to place a limitation on the amount of duties related to a tip-producing occupation that may be performed, so long as they are performed contemporaneously with direct customer-service duties...”
However, in attempting to provide additional clarity, the DOL may have instead opened up the proverbial Pandora ’s Box of uncertainty. In identifying the list of duties that the DOL would consider “core or supplemental,” the DOL refers to the Tasks section of the Details report in the Occupational Information Network (O*NET). It goes without saying that no document can provide an exhaustive list of tasks in today’s changing marketplace. While the DOL attempted to recognize the changing nature of today’s environment in a savings-type footnote, one does not have to look too far ahead to foreshadow the response from the plaintiff’s bar arguing over the related duties listed on O*NET.
While the DOL’s new position on the 80/20 rule will certainly come as a relief to many employers with tipped employees, employers should still be mindful in evaluating tipped employees’ job duties on a regular basis. Employees that are engaged in “dual jobs” are entitled to the full minimum wage, without the tip credit.
SOURCE: Kennedy, C. (15 November 2018) "DOL reverses course on ‘80/20’ limitations for tipped employees" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/dol-reverses-course-on-80-20-limitations-for-tipped-employees?brief=00000152-14a5-d1cc-a5fa-7cff48fe0001
This article originally appeared on the Foley & Lardner website. The information in this legal alert is for educational purposes only and should not be taken as specific legal advice.
Coping with stress: Workplace tips
Are you effectively coping with workplace stress? The workplace is a common source of stress. Read this blog post for tips on how to cope with stress.
The workplace is a likely source of stress, but you're not powerless to the effects of stress at work. Effectively coping with job stress can benefit both your professional and personal life. Here's help taking charge.
Identify your stress triggers
Your personality, experiences and other unique characteristics all influence the way you respond to and cope with stress. Situations and events that are distressing for your colleagues might not bother you in the least. Or you might be particularly sensitive to certain stressors that don't seem to bother other people.
To begin coping with stress at work, identify your stress triggers.
For a week or two, record the situations, events and people who cause you to have a negative physical, mental or emotional response. Include a brief description of each situation, answering questions such as:
- Where were you?
- Who was involved?
- What was your reaction?
- How did you feel?
Then evaluate your stress inventory. You might find obvious causes of stress, such as the threat of losing your job or obstacles with a particular project. You might also notice subtle but persistent causes of stress, such as a long commute or an uncomfortable workspace.
Tackle your stress triggers
Once you've identified your stress triggers, consider each situation or event and look for ways to resolve it.
Suppose, for instance, that you're behind at work because you leave early to pick up your son from school. You might check with other parents or neighbors about an after-school carpool. Or you might begin work earlier, shorten your lunch hour or take work home to catch up in the evening.
Often, the best way to cope with stress is to find a way to change the circumstances that are causing it.
Sharpen your time management skills
In addition to addressing specific stress triggers, it's often helpful to improve time management skills — especially if you tend to feel overwhelmed or under pressure at work. For example:
- Set realistic goals. Work with colleagues and leaders to set realistic expectations and deadlines. Set regular progress reviews and adjust your goals as needed.
- Make a priority list. Prepare a list of tasks and rank them in order of priority. Throughout the day, scan your master list and work on tasks in priority order.
- Protect your time. For an especially important or difficult project, block time to work on it without interruption. Also, break large projects into smaller steps.
Keep perspective
When your job is stressful, it can feel as if it's taking over your life. To maintain perspective:
- Get other points of view. Talk with trusted colleagues or friends about the issues you're facing at work. They might be able to provide insights or offer suggestions for coping. Sometimes simply talking about a stressor can be a relief.
- Take a break. Make the most of workday breaks. Even a few minutes of personal time during a busy workday can be refreshing. Similarly, take time off when you can, whether it's a two-week vacation or an occasional long weekend. Also try to take breaks from thinking about work, such as not checking your email at home in the evening or choosing times to turn off your cell phone at home.
- Have an outlet. To prevent burnout, set aside time for activities you enjoy — such as reading, socializing or pursuing a hobby.
- Take care of yourself. Be vigilant about taking care of your health. Include physical activity in your daily routine, get plenty of sleep and eat a healthy diet.
Know when to seek help
If none of these steps relieves your feelings of job stress or burnout, consult a mental health provider — either on your own or through an employee assistance program offered by your employer. Through counseling, you can learn effective ways to handle job stress.
SOURCE: The Mayo Clinic Staff (16 May 2016) "Coping with stress: Workplace tips" (Web Blog Post). Retrieved from https://www.mayoclinic.org/healthy-lifestyle/stress-management/in-depth/coping-with-stress/art-20048369
Changing the conversation on mental health
Canadian employer, Bell, has helped fund the National Standard for Psychological Health and Safety in efforts to provide voluntary guidelines, tools and resources for employers to utilize. Continue reading to learn more.
NEW ORLEANS — With no existing standard for how to deal with mental health issues from a workplace perspective, one Canadian employer aimed to tackle the stigma around discussing mental illness, using steps that U.S. employers can follow.
Bell, the telecom giant headquartered in Montreal, has helped change the landscape for mental health in Canada by creating a set of guidelines employers can use as they put in place policies that encourage conversations around mental health.
“When we first went on our journey to establish workplace best practices, we couldn’t find any established guidelines,” Monika Mielnik, senior consultant, human resources, workplace health at Bell, said last week at the Benefits Forum & Expo, hosted by Employee Benefit News and Employee Benefit Adviser.
So the company helped fund the National Standard for Psychological Health and Safety to provide a voluntary set of guidelines, tools and resources employers can use.
There are 13 psychological factors within the guide, ranging from workload management and organizational culture to engagement, recognition and reward, which Mielnik says is “low-hanging fruit” for employers looking for a place to start.
Mielnik offers five steps for employers looking to build a successful program that promotes psychological health in the workplace: Commitment and awareness, support services, mental health training, return to work and accommodation processes, and the ability to measure progress.
Before starting out, Mielnik added, “it’s important to engage individuals across the organization to establish successful mental health initiatives.” Getting executive support and sponsorship, a dedicated mental health leader, and cross-functional involvement are also key.
And while commitment is important, awareness is equally necessary, she added. Bell has three annual campaigns with events aimed at engaging and educating employees across the country to address stigma and create a supportive and inclusive environment: Bell Let’s Talk (January), Mental Health Week (May) and Mental Illness Awareness Week (October).
“Understanding there is stigma and taboo around mental health, we want to make sure our employees are educated and aware of the impact it can have on them, their spouses, and others,” she said.
Bell partnered with digital wellness platform LifeSpeak in 2013 to provide employees with around-the-clock access to tools and assistance programs. In addition, Bell created a dedicated intranet page to provide weekly articles and an on-demand video library.
Bell employees access LifeSpeak 97% of the calendar days, said panelist Danny Weill, VP of partnerships at LifeSpeak. “This has become part of their culture. I like how Bell walks the walk. They do all this amazing stuff in the community, and then they do this stuff in the workplace, which is ultimately good,” he said.
In addition to access, mental health training is a huge part of the culture at Bell.
All employees are required to complete the building blocks to positive mental health training – which includes six interactive modules to help improve and maintain their own mental health.
Further, workplace mental health leadership is mandatory for all leaders within the organization. “This training equips leaders with a better understanding of mental health and [helps them to] be better equipped to have a conversation with employees,” she said. “That has been very key for us.” More than 10,000 leaders have been trained to date.
Part of leadership training includes return-to-work processes, as well as accommodation programs, she noted.
Measuring progress within the organization is an important final component of her five-step plan.
“When we took on this cause in 2010, we did it to make a lasting and significant impact,” she said. Dollars and percentages linked to such things as long- and short-term disability rates, utilization of benefits, etc., can all be measured for success, she added.
Bell noted a positive impact over a two- to three-year period, including a 20% reduction in mental health-related short-term disability and a 50% reduction in relapse and reoccurrence rates.
“One key area, and something we did early, is to take a pulse and baseline check with what’s occurring right,” she said. “Look at your short-term claims or any metric results you have that can speak to the mental health area in your workplace.”
There is a misconception that you have to start big and re-create the wheel when it comes to mental health programs, Mielnik said. “Look at metrics and programs in place and either build off or enhance those programs, but that baseline will be a good place to start.”
SOURCE: Otto, N. (3 October 2018) "Changing the conversation on mental health" (Web Blog Post). Retrieved from: https://www.benefitnews.com/news/changing-the-conversation-on-mental-health?feed=00000152-18a4-d58e-ad5a-99fc032b0000
Do you have a strong foundation of best practices for your wellness program?
Nine out of 10 U.S. corporations offer some type of wellness initiative, according to a study by the International Foundation of Employee Benefit Plans. Read on to learn how you can improve involvement in your company's wellness program.
Wellness programs at the office are becoming increasingly popular, but not all of them are as successful as they could be. Here are three simple things you can do to improve involvement in your association’s wellness program.
The International Foundation of Employee Benefit Plan’s new study—A Closer Look: Workplace Wellness Trends—takes a deeper dive into data from one of its previously published studies, with an aim to “determine practices that lead to potential wellness success.”
To do so, IFEBP analyzed responses from 431 U.S. corporations and government entities, and what the foundation uncovered is that nine out of 10 of the respondents offer some type of wellness initiative.
But the wellness initiatives they offer vary, ranging from fitness challenges and employee assistance programs, to healthy food and drink choices in the kitchen and opportunities for employees to do charity work.
Employers’ goals for even instituting wellness initiatives differ widely too. “There are a lot of different reasons why employers have wellness programs,” said Julie Stich, associate vice president of content at IFEBP. “You want your employees to be healthier, not only to keep healthcare costs down, but you want to increase their morale, increase their productivity and efficiency while they’re in the office, [and] you want to cut back on absenteeism …”
No matter the program or the goals associated with it, here are a few ingredients IFEBP has found are essential in creating a successful wellness program:
Leadership involvement.
“What we’ve seen repeated over and over in our analysis of our data was the involvement of leadership,” Stich said. And it’s important that the leaders of the organization support it publicly and communicate about it with their employees, encouraging staff, for example, to go get their flu shot during work hours or get up from their desks and take a walk. But leadership participation in the initiative is also important. “When you’ve got a fitness challenge going on, you actually [want to] see the CEO taking their walk around the building as well,” Stich said.
Communication.
Employers might first ask their employees what they’d like to see in a wellness program, whether a flu shot or a lunch-and-learn session on stress management and then use that feedback in crafting the organization’s wellness program. But, after an organization has launched an initiative, “it’s important to always be reminding employees about your wellness program and its activities,” Stich said.
Incentives.
Offering incentives is a great way to motivate employee involvement in an organization’s wellness initiative. One way to do this is to put the names of staff who are participating in the program into a raffle and then hold a gift card drawing.
Stick it’s important to keep in mind that the results of such a program won’t be revealed quickly. “You’re not going to see a positive or any kind of ROI in the first year,” she said. “If you roll out a new program or a new component of your program, it takes on average three to five years before you can really get a good sense of whether this is working or not and what impact it’s having.”
SOURCE: Smith, K. (20 March 2018) "Do you have a strong foundation of best practices for your wellness program?" (Web Blog Post). Retrieved from https://www.provanthealth.com/industry-trends/2018/3/26/are-you-succeeding-at-the-three-the-foundational-elements-of-a-successful-program
Original source: Associations Now | Emily Bratcher | How to Boost the Success of Your Workplace Wellness Program
Facebook Unveils New Career-Development Portal
Recently Facebook unveiled a new career-development portal that will provide accessible, relevant content to entry-level job seekers. Read this blog post to learn more.
Facebook is jumping into the learning market in a big way, announcing the launch of Learn with Facebook at its New York offices yesterday, a big step toward the social-networking giant’s recently stated goal of equipping 1 million business owners in the U.S. with digital skills by 2020.
Learn with Facebook is a career-development portal that offers introductory, free-of-charge courses in both hard and soft skills. It’s aimed at people hoping to re-enter the workforce after a period of absence as well as those wishing to acquire skills that will help them compete for entry-level jobs in the digital economy, says Fatima Saliu, Facebook’s head of policy marketing.
“We’re facing a major skills gap in this country, and Learn with Facebook is our attempt to address that,” she says. Learn with Facebook has already been launched in France and Germany, says Saliu, and will expand to other markets as well.
Learn with Facebook is a direct move into LinkedIn’s territory, although Facebook representatives denied yesterday that it was seeking to compete directly with the business-focused social network. LinkedIn has steadily built up its own learning offerings since it acquired Lynda.com in 2015 and rebranded it as LinkedIn Learning. Last week, Harvard Business Publishing announced a new partnership with LinkedIn that will allow customers of HBP to access its content directly via LinkedIn Learning’s platform.
The courses currently available on Learn with Facebook include tutorials on digital marketing as well as resume writing and job interviewing. Facebook is working with the Goodwill Community Foundation to develop course material and adapt it to the needs of local communities, says Saliu. “Our goal is to provide accessible, relevant content to entry-level job seekers,” she says.
Facebook is also enhancing its Jobs on Facebook services by allowing businesses to share their job postings on Facebook groups as well as on their own pages and newsfeeds. The company says more than 1 million people have found jobs via Facebook since it launched the service last year.
Facebook is also making updates to its Mentorship tool, which is designed to make it easier for members of Facebook groups to connect with others who have specific experience or expertise. Users will now be able to sign up to share information on what they’re offering or looking for, making it easier for other Group members to find and connect with them on their own rather than going through a Group administrator first, says Michelle Mederos, Facebook Mentorship product designer.
Facebook Groups have enabled people working in high-stress, low-prestige occupations such as certified nursing assistant obtain mentoring and support, says Seth Movsovitz, founder of a Facebook Group called CNAs Only.
Although LinkedIn currently remains the dominant social-media player in the jobs space, it’s clear that Facebook is determined to be a big player as well. For employers that are desperate to fill jobs in a tight labor market, more competition between the two can only be a good thing.
SOURCE: McIlvaine, A. (15 November 2018) "Facebook Unveils New Career-Development Portal" (Web Blog Post). Retrieved from https://hrexecutive.com/facebook-unveils-new-career-development-portal/
What Benefits and Perks Do Employees Actually Want?
What employee benefits does your organization offer? Today's benefit offerings have grown to include much more than just healthcare benefits. Read this blog post to learn what benefits and perks your employees want.
With open enrollment just around the corner for most companies, employee benefits are top of mind. Today’s offerings have grown to include more than just medical, dental, and vision coverage. Companies are now including perks like scheduling flexibility, tuition reimbursement, and even parental assistance as part of their overall package.
Let’s cut through the hype: what benefits and perks do employees actually care about? As someone who has administered his fair share of open enrollments, I’ve wondered the same thing. But over the years, I’ve learned that you sometimes just need to ask. By running benefits “pulse” surveys, HR teams can get the data and perspective they need to tailor their company’s offerings.
It’s also important to research what’s happening in the marketplace and what your competitors are doing. When was the last time you spoke to your benefits broker? They’ll have the greatest visibility into what types of claims employees are filing and where you might have coverage gaps. Working closely with your broker is one of the easiest ways to ensure you’re meeting employees’ expectations and the job market’s standards.
While studies have shown that traditional medical, dental, and vision coverage are still employees’ top priority, here are some non-traditional offerings that your employees may be clamoring for:
- Parental assistance and leave: Companies are now enriching their policies with tools that assist new parents, including everything from post-birth specialist care to reimbursements for newborn necessities.
- Virtual medical care: One of the hottest trends is virtual medical care. Employees can have access to a doctor 24/7 via a laptop or smartphone, all in the comfort of their own home.
- Tuition reimbursement and assistance: Today, Americans owe over $1.3 trillion in student loans. That’s more than twice what they owed a decade ago. Needless to say, young employees are looking for companies that offer some type of student loan assistance.
- Mental health: Over 18 percent of adults in the United States experience some form of anxiety disorder. Given the growing national focus on mental health issues, it’s no surprise that workplaces are joining the conversation. Increasingly, businesses are offering workers better access to mental health therapists and coaches.
- Physical wellness: Two words: gym reimbursements. Sometimes the motivation to work out can be hard to muster, but when your gym membership is paid for by your employer, why not take full advantage? Healthier, more active employees could lead to lower medical insurance costs, too!
Those are just some of the unique benefits that you should consider offering employees. At the end of the day, I’ve learned that each workplace has different needs and wants. Be sure to regularly survey employees on their preferences and keep tabs on what peer companies are offering.
SOURCE: Cosme, J. (14 November 2018) "What Benefits and Perks Do Employees Actually Want?" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/what-benefits-and-perks-do-employees-actually-want
Employers Assess Risk Tolerance with Wellness Program Incentives
Do you offer wellness programs to your employees? Employers are now uncertain to what extent they can use incentives as part of a wellness program. Continue reading to learn more.
Employers designing 2019 wellness programs must decide what approach to take on program incentives without Equal Employment Opportunity Commission (EEOC) guidance on the Americans with Disabilities Act (ADA) and the Genetic Information Nondiscrimination Act (GINA).
The commission has a Notice of Proposed Rulemaking tentatively slated for January 2019. Last year, the U.S. District Court for the District of Columbia decided the commission's 2016 ADA and GINA wellness regulations were arbitrary and vacated them, effective Jan. 1, 2019.
Employers again are "in the uncomfortable position of not knowing with certainty whether and to what extent they can use incentives as part of a wellness program that involves medical examinations, disability-related inquiries and/or genetic information," wrote Lynne Wakefield and Emily Zimmer, attorneys with K&L Gates in Charlotte, N.C., in a joint statement.
The Society for Human Resource Management (SHRM) "has long advocated for proposals that will ensure consistency between the wellness rules that the EEOC has jurisdiction over, the ADA and GINA, with those provided under the ACA [Affordable Care Act]," said Nancy Hammer, SHRM vice president, regulatory affairs and judicial counsel. "While EEOC's 2016 rulemaking effort adopted the ACA's 30 percent incentive, it added new requirements that would have discouraged employers from providing wellness options for employees. We are hopeful that the EEOC is able to revisit the rules to ensure both consistency with existing rules and flexibility to encourage employers to adopt innovative programs to improve employee health and reduce costs."
ADA and GINA Requirements
Employers have long sought guidance over whether and when wellness program incentives—rewards or penalties for participating in biometric screenings and health risk assessments connected with the programs—comply with the ADA and GINA.
The ADA prohibits employers from conducting medical examinations and collecting employee medical history as part of an employee health program unless the employee's participation is voluntary, noted Ann Caresani, an attorney with Tucker Ellis in Cleveland and Columbus, Ohio.
GINA prohibits employers from requesting, requiring or purchasing genetic information from employees or their family members, unless the information is provided voluntarily.
The EEOC in 2000 asserted that for a wellness program to be voluntary, employers could not condition the receipt of incentives on the employee's disclosure of ADA- or GINA-protected information.
However, in 2016, the commission issued regulations providing that the use of a penalty or incentive of up to 30 percent of the cost of self-only coverage would not render involuntary a wellness program that seeks the disclosure of ADA-protected information. The regulations also permitted employers to offer incentives of up to 30 percent of the cost of self-only coverage for disclosure of information, in accordance with a wellness program, about the manifestation of a spouse's diseases or disorder, Caresani said.
Wakefield and Zimmer noted that the EEOC's 2016 wellness regulations applied to wellness programs that provided incentives tied to:
- Biometric screenings for employees and spouses.
- Disability-related inquiries directed at employees, which might include some questions on health risk assessments.
- Family medical history questions, such as risk-assessment questions that ask about the manifestation of disease or disorder in an employee's family member and/or such questions about the disease or disorder of an employee's spouse.
- Any other factors that involve genetic information.
Court Actions
The AARP challenged the 2016 rule, arguing that the 30 percent incentives were inconsistent with the voluntary requirements of the ADA and GINA. Employees who cannot afford to pay a 30 percent increase in premiums would be forced to disclose their protected information when they otherwise would choose not to do so, Caresani explained.
While the 30 percent cap was consistent with the Health Insurance Portability and Accountability Act (HIPAA) as amended by the ACA, the AARP said this was inappropriate, as HIPAA and the ADA have different purposes, noted Erin Sweeney, an attorney with Miller & Chevalier in Washington, D.C..
In addition, the change from prohibiting any penalty to permitting one of 30 percent was not supported by any data, according to the AARP.
In the summer of 2017, the U.S. District Court for the District of Columbia held that the EEOC's rule was arbitrary. The court sent the regulations back to the EEOC for further revisions.
In December 2017, the court vacated the 2016 rule after the EEOC initially said that the new rule would not be ready until 2021.
Conservative to Aggressive Approaches
Wakefield and Zimmer observed that employers may take several different approaches as they design wellness programs for next year:
- No incentives (most conservative approach). These types of wellness programs can still include biometric screening and health risk assessments that employees and spouses are encouraged to complete, but no rewards or penalties would be provided in connection with their completion.
- Modest incentives (middle-ground approach). A modest incentive is likely significantly less than 30 percent of the cost of self-only coverage, given the court's finding that the EEOC did not provide adequate justification for an incentive level-up to 30 percent.
- Up to 30 percent incentives (more aggressive approach). Although the court did not rule that a 30 percent incentive level would definitely cause a wellness program to be considered involuntary, incentives at this level after 2018 likely will expose employers to lawsuits, they wrote.
Multiple-Point Program
One good way to demonstrate compliance, they noted, is a multiple-point program in which participants engage in different activities and earn an incentive by participating in enough activities apart from biometric screenings, risk assessments or providing their spouse's health information.
For example, an employer could let employees take health care literacy quizzes or offer a program that measures a worker's activity as opposed to fitness, Caresani noted. She said, "Programs that are participatory are probably less effective than outcome-based programs, but they are more popular with employees and are less likely to pose litigation risks."
SOURCE: Smith, A. (1 August 2018) "Employers Assess Risk Tolerance with Wellness Program Incentives" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/risk-tolerance-wellness-program-incentives.aspx
Stress in the Workplace
Your employees' stress levels can interfere with their productivity and performance. Extreme stress levels can also impact employees' health and affect their personal lives. Continue reading this blog post to learn more.
When is workplace stress too much?
If stress on the job is interfering with your work performance, health, or personal life, it’s time to take action. No matter what you do for a living, or how stressful your job is, there are plenty of things you can do to reduce your overall stress levels and regain a sense of control at work.
Common causes of workplace stress include:
- Fear of being laid off
- More overtime due to staff cutbacks
- Pressure to perform to meet rising expectations but with no increase in job satisfaction
- Pressure to work at optimum levels—all the time!
- Lack of control over how you do your work
Stress at work warning signs
When you feel overwhelmed at work, you lose confidence and may become angry, irritable, or withdrawn. Other signs and symptoms of excessive stress at work include:
- Feeling anxious, irritable, or depressed
- Apathy, loss of interest in work
- Problems sleeping
- Fatigue
- Trouble concentrating
- Muscle tension or headaches
- Stomach problems
- Social withdrawal
- Loss of sex drive
- Using alcohol or drugs to cope
Tip 1: Beat workplace stress by reaching out
Sometimes the best stress-reducer is simply sharing your stress with someone close to you. The act of talking it out and getting support and sympathy—especially face-to-face—can be a highly effective way of blowing off steam and regaining your sense of calm. The other person doesn’t have to “fix” your problems; they just need to be a good listener.
Turn to co-workers for support. Having a solid support system at work can help buffer you from the negative effects of job stress. Just remember to listen to them and offer support when they are in need as well. If you don't have a close friend at work, you can take steps to be more social with your coworkers. When you take a break, for example, instead of directing your attention to your smartphone, try engaging your colleagues.
Lean on your friends and family members. As well as increasing social contact at work, having a strong network of supportive friends and family members is extremely important to managing stress in all areas of your life. On the flip side, the lonelier and more isolated you are, the greater your vulnerability to stress.
Build new satisfying friendships. If you don't feel that you have anyone to turn to—at work or in your free time—it's never too late to build new friendships. Meet new people with common interests by taking a class or joining a club, or by volunteering your time. As well as being a great way to expand your social network, being helpful to others—especially those who are appreciative—delivers immense pleasure and can help to significantly reduce stress.
Tip 2: Support your health with exercise and nutrition
When you’re overly focused on work, it’s easy to neglect your physical health. But when you’re supporting your health with good nutrition and exercise, you’re stronger and more resilient to stress.
Taking care of yourself doesn’t require a total lifestyle overhaul. Even small things can lift your mood, increase your energy, and make you feel like you’re back in the driver’s seat.
Make time for regular exercise
Aerobic exercise—activity that raises your heart rate and makes you sweat—is a hugely effective way to lift your mood, increase energy, sharpen focus, and relax both the mind and body. Rhythmic movement—such as walking, running, dancing, drumming, etc.—is especially soothing for the nervous system. For maximum stress relief, try to get at least 30 minutes of activity on most days. If it’s easier to fit into your schedule, break up the activity into two or three shorter segments.
And when stress is mounting at work, try to take a quick break and move away from the stressful situation. Take a stroll outside the workplace if possible. Physical movement can help you regain your balance.
Make smart, stress-busting food choices
Your food choices can have a huge impact on how you feel during the work day. Eating small, frequent and healthy meals, for example, can help your body maintain an even level of blood sugar, keeping your energy and focus up, and avoiding mood swings. Low blood sugar, on the other hand, can make you feel anxious and irritable, while eating too much can make you lethargic.
Minimize sugar and refined carbs. When you’re stressed, you may crave sugary snacks, baked goods, or comfort foods such as pasta or French fries. But these "feel-good" foods quickly lead to a crash in mood and energy, making symptoms of stress worse not better.
Reduce your intake of foods that can adversely affect your mood, such as caffeine, trans fats, and foods with high levels of chemical preservatives or hormones.
Eat more Omega-3 fatty acids to give your mood a boost. The best sources are fatty fish (salmon, herring, mackerel, anchovies, sardines), seaweed, flaxseed, and walnuts.
Avoid nicotine. Smoking when you're feeling stressed may seem calming, but nicotine is a powerful stimulant, leading to higher, not lower, levels of anxiety.
Drink alcohol in moderation. Alcohol may seem like it’s temporarily reducing your worries, but too much can cause anxiety as it wears off and adversely affect your mood.
Tip 3: Don't skimp on sleep
You may feel like you just don’t have the time get a full night’s sleep. But skimping on sleep interferes with your daytime productivity, creativity, problem-solving skills, and ability to focus. The better rested you are, the better equipped you’ll be to tackle your job responsibilities and cope with workplace stress.
Improve the quality of your sleep by making healthy changes to your daytime and nightly routines. For example, go to bed and get up at the same time every day, even on weekends, be smart about what you eat and drink during the day, and make adjustments to your sleep environment. Aim for 8 hours a night—the amount of sleep most adults need to operate at their best.
Turn off screens one hour before bedtime. The light emitted from TV, tablets, smartphones, and computers suppresses your body's production of melatonin and can severely disrupt your sleep.
Avoid stimulating activity and stressful situations before bedtime such as catching up on work. Instead, focus on quiet, soothing activities, such as reading or listening to soft music, while keeping lights low.
Stress and shift work
Working night, early morning, or rotating shifts can impact your sleep quality, which in turn can affect productivity and performance and leave you more vulnerable to stress.
- Adjust your sleep-wake cycle by exposing yourself to bright light when you wake up at night, using bright lamps or daylight-simulation bulbs in your workplace, and then wearing dark glasses on your journey home to block out sunlight and encourage sleepiness.
- Limit the number of night or irregular shifts you work in a row to prevent sleep deprivation mounting up.
- Avoid frequently rotating shifts so you can maintain the same sleep schedule.
- Eliminate noise and light from your bedroom during the day. Use blackout curtains or a sleep mask, turn off the phone, and use earplugs or a soothing sound machine to block out daytime noise.
Tip 4: Prioritize and organize
When job and workplace stress threatens to overwhelm you, there are simple, practical steps you can take to regain control.
Time management tips for reducing job stress
Create a balanced schedule. All work and no play is a recipe for burnout. Try to find a balance between work and family life, social activities and solitary pursuits, daily responsibilities and downtime.
Leave earlier in the morning. Even 10-15 minutes can make the difference between frantically rushing and having time to ease into your day. If you're always running late, set your clocks and watches fast to give yourself extra time and decrease your stress levels.
Plan regular breaks. Make sure to take short breaks throughout the day to take a walk, chat to a friendly face, or practice a relaxation technique. Also try to get away from your desk or workstation for lunch. It will help you relax and recharge and be more, not less, productive.
Establish healthy boundaries. Many of us feel pressured to be available 24 hours a day or obliged to keep checking our smartphones for work-related messages and updates. But it’s important to maintain periods where you’re not working or thinking about work. That may mean not checking emails or taking work calls at home in the evening or at weekends.
Don't over-commit yourself. Avoid scheduling things back-to-back or trying to fit too much into one day. If you've got too much on your plate, distinguish between the "shoulds" and the "musts." Drop tasks that aren't truly necessary to the bottom of the list or eliminate them entirely.
Task management tips for reducing job stress
Prioritize tasks. Tackle high-priority tasks first. If you have something particularly unpleasant to do, get it over with early. The rest of your day will be more pleasant as a result.
Break projects into small steps. If a large project seems overwhelming, focus on one manageable step at a time, rather than taking on everything at once.
Delegate responsibility. You don’t have to do it all yourself. Let go of the desire to control every little step. You’ll be letting go of unnecessary stress in the process.
Be willing to compromise. Sometimes, if you can both bend a little at work, you’ll be able to find a happy middle ground that reduces the stress levels for everyone.
Tip 5: Break bad habits that contribute to workplace stress
Many of us make job stress worse with negative thoughts and behavior. If you can turn around these self-defeating habits, you’ll find employer-imposed stress easier to handle.
Resist perfectionism. When you set unrealistic goals for yourself, you’re setting yourself up to fall short. Aim to do your best, no one can ask for more than that.
Flip your negative thinking. If you focus on the downside of every situation and interaction, you'll find yourself drained of energy and motivation. Try to think positively about your work, avoid negative-thinking co-workers, and pat yourself on the back about small accomplishments, even if no one else does.
Don’t try to control the uncontrollable. Many things at work are beyond our control—particularly the behavior of other people. Rather than stressing out over them, focus on the things you can control such as the way you choose to react to problems.
Look for humor in the situation. When used appropriately, humor is a great way to relieve stress in the workplace. When you or those around you start taking things too seriously, find a way to lighten the mood by sharing a joke or funny story.
Clean up your act. If your desk or workspace is a mess, file and throw away the clutter; just knowing where everything is can save time and cut stress.
Be proactive about your job and your workplace duties
When we feel uncertain, helpless, or out of control, our stress levels are the highest. Here are some things you can do to regain a sense of control over your job and career.
Talk to your employer about workplace stressors. Healthy and happy employees are more productive, so your employer has an incentive to tackle workplace stress whenever possible. Rather than rattle off a list of complaints, let your employer know about specific conditions that are impacting your work performance.
Clarify your job description. Ask your supervisor for an updated description of your job duties and responsibilities. You may then be able to point out that some of the things you are expected to do are not part of your job description and gain a little leverage by showing that you've been putting in work over and above the parameters of your job.
Request a transfer. If your workplace is large enough, you might be able to escape a toxic environment by transferring to another department.
Ask for new duties. If you've been doing the exact same work for a long time, ask to try something new: a different grade level, a different sales territory, a different machine.
Take time off. If burnout seems inevitable, take a complete break from work. Go on vacation, use up your sick days, ask for a temporary leave-of-absence—anything to remove yourself from the situation. Use the time away to recharge your batteries and take perspective.
Look for satisfaction and meaning in your work
Feeling bored or unsatisfied with what you do for large parts of the day can cause high levels of stress and take a serious toll on your physical and mental health. But for many of us, having a dream job that we find meaningful and rewarding is just that: a dream. Even if you’re not in a position to change careers to something that you love and are passionate about—and most of us aren’t—you can still find purpose and joy in a job that you don’t love.
Even in some mundane jobs, you can often focus on how what you do helps others, for example, or provides a much-needed product or service. Focus on aspects of the job that you do enjoy—even if it’s just chatting with your coworkers at lunch. Changing your attitude towards your job can also help you regain a sense of purpose and control.
How managers or employers can reduce stress at work
Having your employees suffering from work-related stress can result in lower productivity, lost workdays, and a higher turnover of staff. As a manager, supervisor, or employer, though, there are things you can do to lower workplace stress. The first step is to act as a positive role model. If you can remain calm in stressful situations, it’s much easier for your employees to follow suit.
Consult your employees.Talk to them about the specific factors that make their jobs stressful. Some things, such as failing equipment, understaffing, or a lack of supervisor feedback may be relatively straightforward to address. Sharing information with employees can also reduce uncertainty about their jobs and futures.
Communicate with your employees one-on-one. Listening attentively face-to-face will make an employee feel heard and understood—and help to lower their stress and yours—even if you’re unable to change the situation.
Deal with workplace conflicts in a positive way. Respect the dignity of each employee; establish a zero-tolerance policy for harassment.
Give workers opportunities to participate in decisions that affect their jobs. Get employee input on work rules, for example. If they're involved in the process, they'll be more committed.
Avoid unrealistic deadlines. Make sure the workload is suitable to your employees' abilities and resources.
Clarify your expectations. Clearly define employees' roles, responsibilities, and goals. Make management actions fair and consistent with organizational values.
Offer rewards and incentives. Praise good work performance verbally and organization-wide. Schedule potentially stressful periods followed by periods of fewer tight deadlines. Provide opportunities for social interaction among employees.
SOURCE: Segal, J., Ph.D.; Smith, M., M.A.; Robinson, L.; Segal, R., M.A. (September 2018) "Stress in the Workplace" (Web Blog Post). Retrieved from https://www.helpguide.org/articles/stress/stress-in-the-workplace.htm
Helping employers start the conversation around suicide prevention
The Center for Disease Control and Prevention reported that in 2016 suicide was the tenth-leading cause of death in the U.S. Continue reading to learn how employers can start the conversation around suicide prevention.
Suicide was the tenth-leading cause of death in the United States in 2016, claiming the lives of nearly 45,000 people, according to the Centers for Disease Control and Prevention. Given recent media coverage of the high-profile suicides of Kate Spade and Anthony Bourdain, employers should be more aware of how these events have a heightened impact on people’s mental health and well-being in the workplace.
Research has shown that the likelihood of suicide in vulnerable individuals increases immediately after publicity of these types of events. This phenomenon is known as suicide contagion or the increase in suicidal behavior following media exposure. While suicide prevention is not an easy conversation to have with clients, it’s an important one. Now is the perfect time to start the conversation with your clients on how they can play a crucial role in creating awareness and supporting employees who may be experiencing suicidal thoughts.
Here’s how benefit advisers and employers can navigate the conversation:
Discuss warning signs
Sharing information about common warning signs of symptomatic behavior can give your clients a greater understanding of how they can help employees get the support they need. Often, typical warning signs can be seen in declining work performance, poor hygiene, sudden weight changes, mood swings and depression.
While discussing these common symptoms, help break down the misconception that behavioral health also can be a sign of suicidal behavior. Explain that more than half of people who die of suicide did not have a known mental health condition. Often, individuals considering suicide cite other issues, including fear that they are a burden to others, stress about finances or struggles to afford or secure a place to live. Discuss these instances with your client so they are aware of other factors that could be contributing to their employee’s situation.
Discussing these symptoms can help ensure your clients have a better understanding of how to play a role in supporting and assisting at-risk employees.
Remove the stigma of behavioral health issues
While it’s true that not all suicides are related to a behavioral health condition, the stigma surrounding these conditions still exists and can prevent many individuals from approaching their employer or seeking assistance. By talking with your clients about this stigma, you can help remove the labels and negative connotations surrounding mental health conditions in the workplace.
Share with your clients the ways in which they can develop proactive open lines of communication around behavioral health conditions. For example, explain how they can reach out to employees to build awareness of the services they offer to those struggling. By incorporating educational campaigns that promote awareness of resources, your clients can help ensure employees get the assistance they need. In doing so, your clients can foster a workplace culture of acceptance and support.
Promote available resources
As you create awareness among your clients about the role they can play in removing the stigma, it’s also important their at-risk employees are aware of the resources available to them. Regardless of what their employees may be struggling with, suicidal thoughts or another behavioral health condition, it’s important for your clients to promote resources available through their employee benefits plan. For example, you can highlight how EAPs typically provide numerous free counseling sessions.
Clients also can work with their disability carrier to address employees’ behavioral health issues. Most disability carriers can assist with integrating existing benefit offerings with other resources to help ensure clients are providing their employees with robust treatment options. Additionally, disability carriers can recommend creative solutions and accommodations to meet employees’ unique conditions and support them staying at work or returning to work sooner.
The heightened attention around suicide prevention presents you with the opportunity to discuss the importance of suicide awareness in the workplace. In doing so, your clients can better support those who may be at risk and play a crucial role in creating an inclusive and supportive environment for their workforce.
SOURCE: Jolivet, D. (24 September 2018) "Helping employers start the conversation around suicide prevention" (Web Blog Post). Retrieved from: https://www.benefitnews.com/opinion/helping-clients-start-the-conversation-about-suicide?feed=00000152-18a4-d58e-ad5a-99fc032b0000
3 trends and 4 survival tips for managing millennials in 2019
Millennials: America's most diverse and overly stereotyped generation. Whether you like or dislike millennials, it's hard to avoid the fact that they are going to be the prime engine of the workplace for years to come. Continue reading to learn more.
anyone knows more about millennials than an actual millennial, it’s Brian Weed, CEO of Avenica. Founded in 1998, Avenica’s personnel services are focused exclusively on recent college graduates and the companies who are looking for such talent.
“Our goal is to place recent college graduates on the right career-track, finding entry-level positions for them at companies offering strong professional growth,” Weed says.
Millennials have been given “kind of a bad rap” by being overly stereotyped and studied. “Millennials are America’s most diverse generation. They hold more college degrees than any other generation, and they’ve experienced economic and political turmoil. They’re savvy, educated, skeptical, and on top of it all, they’re idealists. All of this has led to vast changes in the ways today’s workforce views business, engages with their organizations and leaders and makes decisions about their careers,” he says. And yet, just as with any generation, one must be cautious about assuming one profile fits all.
However one feels about this generation, there’s the fact that millennials are going to be the prime engine of the workplace for years to come. “The truth is that companies have to adapt to them, not the other way around,” he says.
Given the company’s focus and its tenure of service, BenefitsPRO asked Weed to identify three top millennial worker trends for 2019. Here’s his list:
1. Shifting motivations
Salary and culture continue to rank high on the list for attracting millennial and Gen Z candidates, but the following factors are increasingly important:
Flexibility: They expect more control over where and when they can work, with the ability (enough PTO and work-life balance) to travel and have other life experiences.
Mission driven: They are more in touch with the environment, society, and the future of both. They feel they are not only representative of their organization, but their organization also represent who they are as individuals and want to be a part of organizations that share similar views. They look for leaders who will make decisions that will better the world, not just their organizations, and solve the problems of the world through their work.
Development and training opportunities: Because millennials have seen such dramatic shifts in the economy, they seek to have more control over the future of their careers. Not only to “recession proof” but also to “future proof” their careers by constantly learning and developing.
2. Declining levels of loyalty and increased job hopping
These phenomena, well-known to employers or millennials, are largely due to:
Shifting motivations (outlined above): The key to managing this group is understanding the shifting motivations and finding ways to meet those needs/wants will help organizations attract and retain top talent.
Higher value placed on experiences, constantly wanting to try and learn new things: Managers need to give these employees opportunities to grow and develop in their roles is essential, but also opportunities to explore different fields and disciplines is also key. Keeping the work and the environment interesting and diverse will keep millennial employees engaged for longer.
Less patience, with a desire for frequent indicators of career progress (higher pay and/or promotions): Job hopping often allows the quickest opportunity to make more money and climb the career ladder. As a result, organizations are building in a quicker cadence for promotions and pay raises.
3. An increasing lack of basic professional skills/awareness
Many of these talented young people lack essential knowledge about what to wear, how to act and how to/engage in an office setting. Here’s how to respond:
Managers need to be ready to guide these new workforce entries into the professional skills areas. They often don’t have a network of older (parents/relatives) professionals around them to set an example and advise on what “professionalism” looks like and means. And colleges often don’t provide education in professionalism in an office setting: aside from business schools, many colleges don’t prepare students—especially those in the liberal arts—on meeting etiquette, business apps and technology, and other everyday professional practices.
Corporate onboarding of new entry-level employees often excludes the “basics” (meeting protocols, MS Office skills, etc.). While companies typically have some type of job-specific training programs, they often assume these basic office skills are there and aren’t able to see a candidate’s potential when lack of professional skills/awareness is present. This can create a barrier for highly qualified but more “green” candidates, especially first-generation graduates. Effective companies will develop training, coaching, and mentorship programs can help once on the job.
Weed’s 4 survival tips to managers of millennials
1. Create clear and fast-moving career tracks.
- Create distinct career tracks with clear direction on how to advance to each level.
- Restructure promotion and incentive programs that give smaller, more incremental promotions and salary raises, giving more consistent positive reinforcement and closer goals that make it more enticing to stay.
- Create professional development opportunities that help them advance in those career tracks and build other skills they need and want.
- Create ways young employees can explore other career tracks without leaving the company. Millennials and Gen Z’s have a higher propensity for changing their minds and/or wanting different experiences, so consider ways that enable employees to make lateral moves, or create rotational programs that allow inexperienced professionals to get experience in a variety of business capacities and are then more prepared to choose a track.
2. Alongside competitive compensation packages that include 401k matching programs and comprehensive insurance offerings, provide benefits that allow them to have a sense of flexibility when it comes to how they work.
- Working remotely, flex schedules/hours
- Floating holidays–especially beneficial as the workforce becomes more and more diverse
- Restructure PTO that gives employees more autonomy and responsibility for their work
- Tuition reimbursement programs to increase retention and build leaders internally
3. Create a strong company culture: company culture is one of the strongest recruiting and retention tools. Go beyond the flashy tactics of having an on-site game room and fun company outings and bring more focus to the company’s mission. Create and live/work by a set of core values that represents your company’s mission. People will be more engaged and move beyond just being their role or position when they feel connected to the mission.
4. Challenge without overworking. Boredom and stress are equally common as factors for driving millennials out of a workplace. Allow involvement in bigger, higher-level projects and discussions to provide meaningful learning opportunities, and create goals that stretch their capabilities but are attainable.
SOURCE: Cook, D. "3 trends and 4 survival tips for managing millennials in 2019" (Web Blog Post). Retrieved from https://www.benefitspro.com/2018/11/13/3-trends-and-4-survival-tips-for-managing-millenni/