Play or Pay in 2015 — so many requirements, so little time
Originally posted August 6, 2014 by Dorothy Summers on https://ebn.benefitnews.com
2015 is getting close and the Employer Shared Responsibility Mandate (“Play or Pay”) under the Affordable Care Act (ACA) is almost here. So what does this mean for your organization? Play or Pay requires certain employers to offer affordable and adequate health insurance to full-time employees and their dependents, or they may be liable for a penalty for any month coverage is not offered.
Play or Pay goes into effect in the calendar year of 2015 for large employers only. However, mid-size employers aren’t entirely off the hook. They’ll have to report on insurance coverage even though they won’t be liable for penalties in 2015. By January 1, 2015, businesses with 100 or more full-time or full-time-equivalent employees must ensure they are offering health benefits to all of those working an average of 30 hours per week, or 130 hours per month. If an employer has a non-calendar year plan and can meet certain transitional rules, they can delay offering employee health benefits until the start date of their non-calendar year plan in 2015. Mid-sized employers will have to comply beginning in 2016.
Here are important questions that employers need to answer today:
- Do you know which category your business fits into?
- How do you classify who is a full-time employee?
- What do you need to do to comply with Play or Pay requirements?
Let’s take an in-depth look at each of these questions.
Which category do you fit into?
Whether you are a small, mid-sized, or large employer is determined by the number of full-time and full-time equivalent employees (FTEs). It sounds simple on the surface:
- Small employers have 1-49 full-time or FTE employees
- Mid-sized employers have 50-99 full-time or FTE employees
- Large employers have 100+ full-time or FTE employees
However, it’s important to remember that these numbers can be affected by several factors, including whether the employer is a part of a control group, seasonal employees and variable-hour employees. That brings us to our next question:
Who is a full-time employee?
The law defines a “full-time employee” for penalty purposes as an employee who, for any month, works an average of at least 30 hours per week, or 130 hours. This includes any of the following paid hours: vacation, holiday, sick time, paid layoff, jury duty, military duty and paid leave of absence under the Family and Medical Leave Act.
Employees who aren’t considered full-time include non W-2 leased workers, sole proprietors, partners in partnerships, real estate agents, and direct sellers.
Variable-hour employees—those who don’t work a set amount of hours each week—fall into a gray area. That is, they don’t need to be counted as full-time employees until and unless it becomes an established practice for them to work more than 30 hours per week.
To assist employers in determining whether variable hour workers will meet the definition of full-time employees (and therefore need to be offered health insurance), employers may use various “look back” and “look forward” periods. Here is a summary of terms used for measuring variable-hour employees:
- Measurement Period: A period from three to 12 months in which the employer would track hours to determine whether the employee worked an average of more than 30 hours per week.
- Stability Period: A period from six to 12 consecutive months in which the employer must provide health insurance coverage to employees who worked more than 30 hours per week in the Measurement Period. Note: must be at least six months and cannot be shorter than the Measurement Period.
- Administrative Period: A period not to exceed 90 days, which falls between the Measurement Period and Stability Period, and/or a short period after a new employee’s date of hire. Using this waiting period allows employers to analyze eligibility of full-time employees and provide enrollment information to enroll them in a plan before penalties could be assessed.
Does your plan meet the Play or Pay requirements?
To avoid penalties, you’ll need to make sure your plan meets certain requirements. First, coverage must be offered to full-time employees and their dependents. Under the ACA, dependents are defined as children under age 26. Spouses are not considered dependents.
3 questions to ask before moving to a private exchange
Originally posted July 24, 2014 by Andrew Bloom on https://ebn.benefitnews.com
As employers grapple with how best to deliver health insurance to their employees, the concept of private insurance exchange or marketplace is quickly gaining traction. In a private exchange model, rather than continuing to assume the responsibility for making healthcare decisions for plan participants (or managing the risk on their behalf), an employer transfers responsibility to employees. This transfer of power enables employees to make important decisions on behalf of their families. Employers have something to gain, too: predictable healthcare costs.
But there is more involved here than simply choosing a private insurance exchange over a traditional benefits delivery model. This is not a simple switch you flip. In fact, the move to a private exchange could be difficult for employees who generally are not accustomed to making benefits plan decisions for themselves, or who balk at the potential of an increased out-of-pocket burden. It’s incumbent upon employers to guide them through the transition to help them accept the idea that having more power and choice is a good trade-off to taking on more risk. To do this, the employer must introduce a defined contribution approach to the workforce and embrace concepts like premium transparency, fixed dollar contributions and multiple plan options.
When done properly, a private exchange will help you achieve the three C’s of benefits: consumerism, compliance and cost-containment.
In short, there’s a tremendous upside toward embracing this strategy, which is a reason why most employers are investigating the option of private exchanges. For virtually every organization, it is not a matter of “if” joining a private exchange is right; it is a matter of “when.”
The key to answering “when” a private insurance exchange is right for your organization starts with understanding where you are on the course. This will help you determine what tools and resources are necessary to help get you there.
Here are three simple questions to consider:
1. How do your employees enroll in benefits today?
2. Do you have a health/wellness and cost management strategy in place?
3. How active are your employees in your current benefits decision-making process?
Depending on the answers to these questions, you may need to:
- Alter your benefits philosophy and design benefits plans and programs to help you move further down the path on the engagement spectrum.
- Design an aggressive wellness and health management strategy. While a private exchange may provide short-term cost savings, it is not a silver bullet. You must continue to drive better behaviors to control costs associated with your program over the long term.
- Execute an ongoing communication strategy that educates employees to become smarter consumers of benefits and better prepared to accept the responsibility and risks associated with making healthcare decisions.
- Implement benefits administration technology that will allow you the flexibility of managing your current program as well as a private exchange, thus affording you the flexibility of a smooth transition.
- Leverage an experienced third party, regardless of implementing a private exchange, to manage the administrative complexities and ever-changing regulatory requirements surrounding your benefits program. This is critical to eliminating costly mistakes and ensuring regulatory compliance.
Before pushing off from the starting line, consider if your organization and employees are ready for such a significant shift in benefits delivery. Keep in mind that preparation for a private exchange is a bit like running a relay. Before the starting shot is fired, everyone in your organization must fully trained to make it around the track.
Employers have an opportunity to transform the delivery, management and overall outcome of their health and welfare programs for the better. A private insurance exchange will be a critical component of your benefits program, but only after you determine your readiness and strategy before taking the first step.
The 7 Most Destructive Phrases to Avoid at Work
Originally posted July 27, 2014 by David Van Rooy on https://www.inc.com
Sometimes leaders make statements that have an effect entirely opposite of what was intended. These phrases might be well intended, but the interpretation can be very damaging. Instead of leading to efficiency and productivity gains, these phrases can result in destructive consequences. Use the seven phrases below with great caution and be sure that people understand what you are trying to convey. Otherwise,instead of being helpful you are apt to find negative outcomes, including resentment, lowered creativity, reduced engagement, and higher turnover.
1. We already tried that: This is a statement borne out of something that did not work in the past. Maybe it was an idea that was ahead of its time, or maybe it wasn't executed properly. Regardless, it should not forever be used as an excuse not to try again. Particularly as the time gap widens, what once failed may now be a wild success.
2. That's not your job: Role clarity is essential, and none of us like it when someone needles into our area without asking. At the same time, this statement prevents people from stretching themselves to do more. It's important to encourage people to make the most of their ability, and allowing them to take on stretch assignments and projects outside their immediate area can advance this.
3. Whose job is on the lineif this doesn't work?: With any goal or project, there needs to be a person that is accountable for its success. But this can be done in a positive way. Statements like this or "Who gets fired if this doesn't work?" create an atmosphere of negativity and fear. This will prevent people from taking strategic risks that can set your business apart.
4. Don't reinvent the wheel: If the wheel was never "reinvented" Lamborghinis and Porsches would be driving on top of 4 wooden disks! Many market leading companies lost their edge--or even went bankrupt--when the failed to try to make their products better. Think Kodak, Blockbuster Video, AOL, etc. Other dangerous variations of this phrase are "If it ain't broke don't fix it" and "We've always done it that way."
5. That won't work: Don't just shut someone down. Ask the right questions to get at the heart of what they were trying to do or propose. Provide suggestions and engage in an interactive dialogue and you may soon find something that will work.
6. Just get it done. This is another phrase that leads to a culture of fear. As a result, people feel immense pressure to deliver, regardless of how it gets done. At its best, employees don't treat each other as well and corners get cut; at its worst, people begin to delve into practices that might be borderline unethical, or even illegal. Instead ask them what they need in order to get the job done.
7. I already knew that. Sure you may have, but a "shut up" statement like this will make people feel little. They are subsequently less inclined to speak up next time they have an idea. Thank them for the suggestion, or better yet, give them credit for the idea.
Open enrollment checklist for employers
Originally posted July 23, 2014 by Alan Goforth on https://www.benefitspro.com
Wrestling with the implications of the Patient Protection and Affordable Care Act could make the upcoming open enrollment period one of the most challenging in memory. Mercer, a human resources and benefits company in New York City, encourages companies to approach the fall season with a plan.
Mercer’s proposed checklist includes:
- Consider offering a consumer-driven health plan. The momentum behind this type of plan continues to grow, with 39 percent of large of large employers offering one last year and 64 percent expected to do so within two years.
- Communicate early and often to the newly eligible. Mercer’s research indicates that one-third of employers still need to make changes to comply with the requirement to extend coverage to all employees working 30 or more hours per week. Start communicating right away with newly eligible employees about who is eligible, why they are eligible, how eligibility was determined, what this means and what they have to now consider. Information should also be delivered to those who still remain ineligible and the options these employees may have in the public exchange arena.
- Make voluntary benefits a big part of the message. Voluntary benefits can deliver significant value to employees and are an important element of a thoughtfully designed benefits program. They can also be used to overcome misperceptions and confusion around other benefit offerings. These offerings also can assist employees who remain ineligible for the employer-sponsored medical plan.
- Use open enrollment as an opportunity to reinforce wellness campaigns. This is particularly important if any perceived compliance penalties are going to be introduced next year, such as increased premiums for those who do not participate in health screenings.
- Deploy decision support and mobile technology to support the accountability theme. Participants are being asked like never before to take accountability for their health benefit decisions and cost outlays. For example, some employers are providing digital “wallet cards” for smart phones and other devices that contain benefit information and contacts needed at the point of service or anywhere else a participant needs this information and/or advice.
Education heightens employee satisfaction with benefits, employers
Originally posted July 23, 2014 By Melissa A. Winn on https://eba.benefitnews.com
Employees are increasingly dissatisfied with their benefits, and therefore dissatisfied with their employers.
This trend, according to new research released by Unum, highlights the correlation between employers’ benefit offerings and the ability to attract and retain top talent. What’s more, the survey found employees who receive education about their employee benefits tend to be more satisfied with their benefits — and ultimately their employers. Benefit advisers working with employers can stress the importance of benefits education on employee satisfaction and how that translates into better employee attraction and retention.
The survey results released Tuesday show employee satisfaction with their benefits continues to closely relate to satisfaction with their employer. More than three-quarters (77%) of those workers who rate their benefits package as “excellent” or “very good” also rate their employer as an excellent or very good place to work. By contrast, only 17% of employees who consider their benefits package to be fair or poor rate their workplace as excellent or very good.
Also, 79% of workers who rated the education around their benefits as excellent or very good also rated their employer as excellent or very good — compared with only 30% of those who said the education they received was fair or poor.
“This research underscores the value of an effective benefits education plan because when an employee understands their benefits, they tend to value them more and in turn may then value their employers more for providing access to them,” says Bill Dalicandro, vice president of the consumer solutions group at Unum.
The Unum research reiterates recent findings from the Aflac Workforces Report that small business employees are not only dissatisfied with their employer’s benefit offerings but also willing to take a pay cut to work for an employer offering better benefits.
Unum’s online survey of 1,521 working adults, conducted by Harris Poll, finds that only half (49%) of U.S. workers rate their employer as an excellent or very good place to work and less than half (47%) of employees who were offered benefits by their employer rated their benefits as excellent or very good. This is the lowest rating of benefits in six years of conducting the research.
The survey also shows employees do not feel they are getting the information they need about the benefits they’re being offered. Only 33% of employees who were asked to review benefits in the prior year rated the benefits education they received as excellent or very good – a drop from 2012 and a reversal to the upward trend in ratings since 2009. In addition, nearly three in 10 (28%) rated their benefits education as fair or poor.
“With health care reform and other changes in employee benefit plans, employees have so much information to digest right now,” explains Dalicandro. “Employers can play such a great role in helping their employees understand their options so they will feel comfortable making benefits decisions.”
Do or die: Make a plan and stick to it
Originally posted July 11, 2014 by Sandy Schussel on https://www.lifehealthpro.com. 
My friend and colleague, Steve Chandler, author of Wealth Warrior: The Personal Prosperity Revolution, places professionals into two categories: “Doers” and “Feelers.”
Doers come to work having planned out what needs to be done, and no matter how they’re feeling, they do what needs to be done.
What Feelers do, on the other hand, depends on how they feel at any given moment. They take their emotional temperatures throughout the day, checking in on themselves and figuring out what they feel like doing. Their financial securities, outcomes and lives are dictated by the fluctuation of their feelings. Their feelings will change constantly, of course, so it’s hard for Feelers to follow anything through to a successful conclusion, no matter how passionate they may be.
As Chandler puts it, “The success of Feelers depends on everything that can change their feelings… biorhythms, gastric upset, too strong a cup of coffee, an annoying call from home, a rude waitress at lunch, a cold, or constipation. Those are the dictating forces—the commanders—of a Feeler’s life and of his or her success.”
A Doer, however, has a plan and a system for her success, and she works the plan no matter how she feels. She knows in advance how much time she will spend on the phone and in the field, what new clients she will cultivate and which existing relationships she will strengthen. Regardless of her mood, she looks at any project lacking completion and asks, “What do I need to do?”
A Feeler may have a plan, too, but will only follow it on “sunny” days—when things are going well and she’s in the right mood. She will tell herself she just can’t make those calls right now because she wouldn’t be very effective unless she was feeling good about making them.
As Chandler explains, each of us has a Doer and a Feeler within us. While many of us vacillate between the two types, some may be predisposed to being either a Doer or a Feeler, and over time, some may even unconsciously commit to one type or the other.
If you recognize yourself as a Feeler and you’re not having the success you want, consciously commit to becoming a Doer instead. Set a goal, create a plan to reach it and have a daily system that you follow—no matter which way the wind is blowing.
Sandy Schussel is a speaker, business trainer and coach who helps sales teams develop systems to win clients. He is the author of The High Diving Board and Become a Client Magnet. For more information, go to www.sandyschussel.com.
Benefit package critical for small businesses
Originally posted July 11, 2014 by Alan Goforth on https://www.benefitspro.com.
Small businesses are taking a cautious approach to hiring, compensation and employee benefits, according to the 2014 Aflac WorkForces Report for Small Businesses. The study of businesses with three to 99 employees also found that benefits are a key component to employee hiring, retention and satisfaction.
Although 63 percent of small-business employees are extremely or very satisfied with their job, many believe there is room for improvement when it comes to their benefits packages. Only 12 percent are extremely satisfied with their benefits, while only 14 percent believe their benefits package meets their current family needs extremely well.
These numbers are vital to employers, because 50 percent of small-company employees said they are likely to seek a new job in the next year. Of that number, 57 percent said they probably would accept a job with slightly lower pay but better benefits. On the other side of the coin, 47 percent said improving their benefits packages is one thing their employers could do to keep them in their job.
"Employees at a small business might be satisfied with their pay, enjoy their company environment, their colleagues and the work itself, but that doesn't mean better benefits offerings elsewhere won't entice them to leave," said Teresa White, executive vice president and chief operating officer of Aflac Columbus. "These findings should alert small-business decision-makers that robust benefits, including voluntary insurance, are an important way to keep employees engaged, productive and loyal."
The study found that 85 percent of small-business employees consider voluntary benefits to be part of a comprehensive benefits program. Six in 10 workers at small companies see a growing need for voluntary insurance benefits today, driven by:
- Rising medical costs (71 percent);
- Increasing price of medical coverage (63 percent);
- Increasing deductibles and copays (58 percent); and
- Reduced number of benefits and/or amount of coverage by their employers (29 percent).
Small-business leaders are well aware of employee concerns and the importance of benefits. Although 84 percent said they either maintained or grew sales and revenues in 2013, they are concerned about taking care of employees and continuing their benefits options. This may be one reason why they hired at a slower pace than medium or large companies last year.
Hobby Lobby ruling spilling over to corporate world
Originally posted July 10, 2014 by Alan Goforth on https://www.benefitspro.com.
Both proponents and opponents of the recent ruling by the U.S. Supreme Court in the Hobby Lobby contraception case agree on at least one thing: The case may be settled, but how it will play out in the workplace is far from certain.
The court ruled that the 1993 Religious Freedom Restoration Act prevents certain employers from being forced to pay for contraceptives they oppose for religious reasons. However, the definition of which types of corporations are excluded remains murky.
"Nobody really knows where it is going to go," said Richard Primus, professor of constitutional law at the University of Michigan. "I assume that many more businesses will seek exemptions, not just from the [Patient Protection and] Affordable Care Act, but from all sorts of things they want to be exempt from, and it will put courts in a difficult position of having to decide what is a compelling government interest."
About 50 lawsuits filed by corporations nationwide, which were put on hold during the Hobby Lobby appeal, must now be resolved or re-evaluated. "We don't know ... how the courts will apply that standard," Primus said.
The decision also has ramifications beyond the courtroom. Even closely held companies with sincere religious beliefs must carefully consider the potential marketplace ramifications of crafting health-care coverage according to religious beliefs.
"Many owners of companies don't want to distinguish the difference between what's good for them personally and what's good for their business," said John Stanton, professor of food marketing at Saint Joseph University in Philadelphia. "I believe that if a business owner believes something is the right thing to do — more power to them. That's his business. However, he's got to be ready for the negative repercussions."
Eden Foods of Clinton, Mich., a natural-foods manufacturer, has filed a lawsuit and is balancing religious beliefs and business concerns. Since Eden initially filed its lawsuit last year over mandates to cover birth control in PPACA, some customers have taken to social media to express disapproval and outrage, even threatening a social boycott. However, the corporation also has gained new customers who support its stance.
"It's very conceivable they could lose business," said Michael Layne, president of Marx Lane, a public relations firm in Farmington Hills, Mich. "And they could lose employees, too."
Experts agree that the myriad issues raised by the Hobby Lobby decision could take a while to play out. "I think there will be a rush of litigation in the next year or two," Primus said. "I think that the exemptions are likely to get broader before they are limited."
3 Tips for Practicing Mindfulness in a Multitasking Workplace
Originally posted by Sandy Smith on https://ehstoday.com
Employers such as Google, eBay, Intel and General Mills offer classes on it. So do Harvard Business School, Ross School of Business and Claremont Graduate University, among other campuses. Mindfulness is not just a social media buzzword or a corporate trend, but a proven method for success, according to neurologist Dr. Romie Mushtaq.
Mindfulness – being focused and fully present in the here and now – is good for individuals and good for a business’s bottom line, according to her.
How can people practice it in a workplace where multitasking is the norm, and concerns for future profits can add to workplace stress? (More than 80 percent of employees report being stressed at work.)
“Even if a company doesn’t make it part of the culture, employees and managers can substitute their multitasking habits with mindfulness in order to reduce stress and increase productivity,” says Mushtaq. “The result that you and your colleagues will notice is that you’re sharper, more efficient and more creative.”
Mushtaq, who is a mind-body medicine physician and neurologist at the Center for Natural and Integrative Medicine in Orlando, Fla., did her medical education and training at the Medical University of South Carolina, University of Pittsburgh Medical Center and University of Michigan, where she won numerous teaching and research awards. She says the physiological benefits of clearing away distractions and living in the moment have been documented in many scientific and medical studies.
“Practicing mindfulness, whether it’s simply taking deep breaths, or actually meditating or doing yoga, has been shown to alter the structure and function of the brain, which is what allows us to learn, acquire new abilities, and improve memory,” she says. “Advances in neuroimaging techniques have taught us how these mindfulness-based techniques affect neuroplasticity.”
Multitasking, on the other hand, depresses the brain’s memory and analytical functions, says Mushtaq, and it reduces blood flow to the part of the right temporal lobe, which contributes to creative thinking. In today’s marketplace, she adds, creativity is key for innovation, sustainability and leadership.
Mushtaq offers these tips for practicing mindfulness in a multitasking business:
Focus on a single task for an allotted amount of time. You might say, “For 15 minutes, I’m going to read through my emails, and then for one hour, I’m going to make my phone calls,” suggests Mushtaq.
If your job comes with constant interruptions that demand your attention, take several deep breaths and then prioritize them. Resist the urge to answer the phone every time it rings (unless it’s your boss). If someone asks you to drop what you’re doing to help with a problem, it’s OK to tell them, “I’ll be finished with what I’m doing in 10 minutes, then I’m all yours.”
When you get “stuck” in a task, change your physical environment to stimulate your senses. Sometimes we bounce from one task to another because we just don’t have the words to begin writing that strategic plan, or we’re staring at a problem and have no ideas for solutions.
“That’s the time to get up, take a walk outside and look at the flowers and the birds – change what you’re seeing,” Mushtaq says. “Or turn on some relaxing music that makes you feel happy.”
Offering your senses pleasant and different stimulation rewires your brain for relaxation, and reduces the effects of stress hormones, which helps to unfreeze your creativity center.
Delegate! We often have little control over the external stresses in our lives, particularly on the job. How can you not multitask when five people want five different things from you at the same time?
“Have compassion for yourself, and reach out for help,” advises Mushtaq. “If you can assign a task to somebody else who’s capable of handling it, do so. If you need to ask a colleague to help you out, ask!”
This will not only allow you to focus on the tasks that most need your attention, it will reduce your stress, she says. “And who knows? The colleague you’re asking for help may want to feel appreciated and part of your team!"
While it is possible to practice mindfulness in a hectic workplace, Mushtaq says she encourages business leaders to make it part of the company culture. Stress-related illnesses are the No. 1 cause of missed employee workdays.
“Offering mindfulness training and yoga classes or giving people time and a place to meditate is an excellent investment,” she says. “Your company’s performance will improve, you’ll see a reduction in stress-related illnesses and you’ll be a more successful businessperson.”
Politics in the Workplace: HR's Guide to the Election Season
Source: Hireology
Introduction
There’s no question that the closer we get to the election, the more difficult it becomes for a worker to distance themselves from politics. Whether they’re listening to the news on their way to work or standing in the office kitchen waiting for their leftovers to heat up, political talk seems to permeate upon every part of our day.
But should we really be talking politics at the office? What if an employee requests time off to go vote? Do you have to let them? Don’t worry, Hireology has you covered.
Hireology’s Do’s & Don’ts of Politics in the Workplace
What is proper etiquette when it comes to discussing politics in the office? We’re the experts, and as a rule of thumb, tread lightly; you don’t want to cause any tension amongst co-workers. By following these do’s and don’ts, your company and your company culture will resist the conflicts of election season.
Do:
Make sure employees are aware of any guidelines that prohibit bringing campaign materials into the office. If that includes restrictions on wearing political clothing, setting your desktop screen to a picture of your preferred candidate or sending out emails in support of a candidate, make sure they know that as well. Send out a reminder email about theses guidelines and recommend that all employees err on the side of caution when it comes to deciding what to bring to the office.
Do:
If political talk does arise, encourage everyone to play nice and not take any politically charged comments personally. It’s best to avoid conflict and think of the discussion (or debate) as just a conversation. By keeping political conversations friendly, the office culture will not suffer.
When conversations do turn heated, encourage employees to walk away. There’s nothing wrong with using a little white lie such as “I have to run an errand” or “I have to make a phone call” as long as it gets you out of a tense situation. But as Lynze Wardle Lenio shares in her blog post on the Daily Muse, agreeing to disagree is the best solution. By doing so, no one walks away with hard (or hurt) feelings.
Do:
Allow your employees to leave the office to vote on Election Day. Not only is it a common courtesy, in many places it’s the law to give employees paid time off in order to vote. Business Management Daily has a list of voting laws by state. If you’re unsure of the law in your state, check the list at the following link just to be safe. https://hr.blr.com/state-comparison-charts/Does-My-State-have-Voting-Laws-Map
Don’t:
Even if you’re not at work, it’s still important to think before you speak. Don’t rant on Facebook about why you hate candidate X if you’re Facebook friends with your co-workers. Chances are good that not everyone feels the same as you, and you don’t want anyone walking up to you the next day calling you out for your political beliefs.
Don’t:
Discussing any heated issues at the office, even with co-workers who have the same views, is a bad idea and should be avoided at all costs. You don’t want others overhearing your conversation and then complaining to HR (unless you are HR, then things get messy...). Views on heated topics typically stem from religious or moral beliefs and bringing up such topics can easily strike a nerve with people. Plus, you can get into serious legal trouble if someone feels that they were attacked for their religious beliefs.
Don’t:
It can be hard be avoid discussing politics in the workplace, but it’s imperative to refrain from bringing up politics in an interview. Not only can it hurt the candidate experience; but if that candidate takes to the Internet to share their horror story of your political talk during the interview, it could cause major damage to your company image.
Discussing Politics in the Office
The Wall Street Journal found that employers typically take one of three approaches to dealing with political discus- sions in the office: Ignoring, discouraging or embracing. The approach you implement within the company should be based on the best interest of the entire team, not just a handful of director-level employees.
Ignoring
Are there just a handful of employees who make it their life’s goal to sway others into believing their values and beliefs are superior? Perhaps it would be best to simply ignore them anytime politics are brought up.
Discovery
Do you have a relatively confrontational team who are so set in their ways that they refuse to accept any beliefs or ideas other than their own? Send out a friendly reminder that talking politics should be done outside of working hours (and even then it’s iffy).
Embracing
What if you have an office full of open-minded people who enjoy working alongside each other? Make like Boston-based clothing company Karmaloop and embrace it! A friendly discussion never hurt anyone; plus, it’s a great way to nurture company culture!
By looking at the team as a whole, you can make the best decision as to whether or not any guidelines need to be put in place. Just remember to not let your own political beliefs get in the way when setting guidelines about political talk in the office.
Illegal Interview Questions - The “Election Season” Edition
Everyone knows not to talk about the “Big Three” at work (money, politics, and religion) but what about when the only thing the media are talking about 24/7 is politics? Does that make it OK inside a job interview? Maybe it’s just an accident and it slips out, or maybe hiring managers around the country are taking advan- tage of the political season by casually inquiring about a job candidate’s views during an interview.
Either way, it’s totally illegal and unethical. Need to check yourself? Here are the most common sneaky political and totally illegal interview questions asked in an job interview:
1. “So, are you voting next week?”
Ahh... a sneaky starting question that usually leads to a heated political discussion. What a way to con your candidates into blurting out something they will instantly regret so you can mentally ding* them on the spot. It’s definitely not OK to move them on to the next interviewing phase if their views reflect your own. (Just because they support a certain candidate doesn’t mean they are going to make a great Sales Manager.)
*ding or dinging is a word used by Hireologists to describe the action of turning down a candidate or physically pressing the thumbs down button in Hireology to take an unqualified candidate out of the running.
2. “Are you involved in any political organizations?”
Ooh tricky one! The candidate could think that you want to hear their involvement and participation in extra curricular activities and give you the full run down of their campaign work. But really, you just want to hear what political party they represent so you can choose to hire them or not. To avoid a potential lawsuit or the candidate making a stink on social media, don’t ask anything about political affiliations.
3. “How do you feel about Obamacare?”
This is one of the hottest issues of the election. It’s also a much debated and heated topic in health care. If you are hiring for a health care position, the candidate might not find this question sketchy and give you their full honest answer. Don’t be an unethical hiring manager and avoid any election issues in interviews.
4. “Will your religious beliefs affect your vote?”
Ouch. This is a double “Big Three” fail. There is no possible way this question can turn out to be legal and it’s down-right wrong for you to ask. Avoid any questions relating to religion in a job interview, no matter what.
5. “Who do you think won the debate last night?”
This question is pretty innocent. The candidate doesn’t have to choose a side and they can be pretty unbiased here. However this kind of small talk question usually leads to a full blown discussion where a candidate can reveal their political side. Not something you want to dive into. Avoid any questions about debates, they get people way too heated.
Talking politics in interviews is just a lawsuit waiting to happen. Don’t risk your job or your company trying to figure out if your candidate wants to, “Believe in America” or move “Forward.” Instead, focus on what traits will make them the right person for the job, even after November 6. As Tammy Gooler Loeb, a career and executive coach in the Boston area said in The Ladder’s blog, “when it comes to your personal politics, it’s best to save that for the voting booth.”We couldn’t agree more.
Does Your State Have Voting Leave Laws?
It’s a well-known fact that federal law protects citizens’ right to vote; however, there is no federal law that mandates employers give employees a specific amount of time off to do so. Many states have taken care of this and instated their own laws. Some states require employees to give reasonable notice of absence to the employer. Also, many state laws require employees to use their available time outside of work hours to cast their votes if there is sufficient time before or after work to get to local polls.
Does your state have time off for voting laws? Find out if you get time off at https://hr.blr.com/state-comparison-charts/Does-My-State-have-Voting-Laws-Map/
Conclusion
Keeping a calm office during the election is going to be hard work but don’t let that affect the culture and environment you have worked hard to create. Speaking of politics and elections, keep this quote by President John F. Kennedy in mind throughout the election:
“I am certain that after the dust of centuries has passed over our cities, we, too, will be remembered not for victories or defeats in battle or in politics, but for our contribution to the human spirit.”
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