January 22, 2016

Women in Sustainable Employment - Upcoming Training

 

Women interested in a new career path in energy or construction fields can be eligible for free training provided by a partnership of leading utility companies and the Rowan College at Burlington County Workforce Development Institute.
For the second time, the institute will present the Women in Sustainable Employment (WISE) program that provides women a week long, 32-hour training course in nontraditional employment opportunities available in energy and construction industries. The program introduces women to positions that include mechanic, laborer, plant operator, and meter reader.
The program is supported by a partnership among the college, Burlington County Workforce Development Board, PSEG, New Jersey American Water, South Jersey Gas, Atlantic City Electric and The Sisters in the Brotherhood - Northeast Regional Council of Carpenters.
The program will be held in the evenings and Saturdays at Rowan College at Burlington County beginning Saturday, Feb. 27.
Interested participants are encouraged to attend an orientation session. Orientation sessions will be offered Jan. 19, 20, 28, 30, Feb. 1, 6 and 12.
For more information on the (WISE) program. please visit The Center for Energy Workforce Development or Rowan College at Burlington County's WISE Program Page. To register for an orientation session, please contact Heather Johnson of the Rowan College at Burlington County Workforce Development Institute athejohnson@co.burlington.nj.us or 609-518-3900.

May 13, 2015

Philadelphia's Paid Sick Time "Law"



If you are an employee or employer in the city of Philadelphia, you undoubtedly know that today is the day that Philadelphia's newest ordinance (another word for pissing off employers) went into effect today. The Philadelphia Paid Sick Time law is one of many new ordinances that Mayor Nutter's administration has put into place to try and save face with the Philadelphia public and subsequently piss off and make the jobs harder of many employers who are already trying to do the right thing.

For the sake of education and because I like to try and make your life a little easier, I am breaking down the ordinance to it's smallest and easiest parts. If you are so inclined and have nothing better to do, you can read the full 42-page law here. Here is what you need to know to ensure that you are compliant with the new law:

EMPLOYEES COVERED
  • Work in the City of Philadelphia
  • Work at least 40 hours per YEAR (not week or month - so basically almost every Philadelphia employee is covered, except as stated below)
EMPLOYEES NOT COVERED
  • Independent Contractors
  • Seasonal Workers
  • Adjunct Professors
  • Employees hired for a term of less than 6 months
  • Interns
  • Pool Employees
  • Employees covered by a collective bargaining agreement (Unions)
  • State and federal employees
WHAT THE LAW SAYS
  • Employers with 10 or more employees MUST provide paid sick leave.
  • Employers with 9 or fewer employees must provide UNPAID sick leave.
    • Employees are eligible to earn 1 hour of sick time for every 40 hours they work, up to a maximum of 40 hours earned in a calendar year. 
      • For new employees, accrued sick time my be used after an employee has worked a minimum of 90 days
      • For current employees, accrual begins today (May 13, 2015)
    • Earned sick time can be used for the employee's own health needs, to care for a family member, or for leave due to domestic abuse or sexual assault
  • Employers must notify employees that they are entitled to sick time, the amount of sick time and the terms of its legal use. 
  • Employers that violate the ordinance will be subject to fines, penalties, and restitution. 
Most employers already offer some form of sick leave that is equivalent or better than what the Philadelphia Paid Sick Time Law calls for. Employers that have PTO in lieu of sick time will satisfy the requirements of this law as long as they meet the minimum paid time off days and change any policies they have to reflect that the employee can take the time off for their own health issue or that of a family member. 

In getting my clients up to par with the law, the major changes I have had to recommend are that they change the language to include paid sick time for their family members and to ensure they are communicating the new law via posting the notice is conspicuous places (by the time clock, on a bulletin board, in electronic format (email, intranet, etc), attached to paychecks, etc. Most of my clients either offer sick time of greater that 5 days a year or PTO that far exceeds 5 days a year. 

Employees shouldn't get too excited though. The state Senate recently passed legislation to repeal the bill. The Senate bill would make municipal paid sick leave illegal. The House is expected to pass the Senate's bill, although Governor Wolf could still veto it.  

Here's to anxiously waiting to see how the tide will turn with this one!

June 27, 2011

SHRM 11: Session Coverage Minus the Mini-Celebrity Cult Following



There is a lot of SHRM 2011 blog content to be found on the internet, this week and for weeks to come. Some will be great, some not so much. A lot will cover conference activities/events/impressions. Most will cover the popular sessions. What I plan to do is visit and blog about those sessions that don’t have a mini-celebrity cult following but are no less relevant.

Like the session I sat in this morning on Diversity and Inclusion. The session was presented by Jeanetta Darno, AVP Diversity and Inclusion with Nationwide Insurance (@Nationwide). Jeanetta spoke about Nationwide’s diversity and inclusion initiatives, what they’ve learned along the way, what they’ve added/modified/deleted and how they have tied their initiatives back to the overall organizational strategy, which for those of you that know me, know that I am all about typing departmental strategy back to organizational strategy. So that was a huge win for me.

Jeanetta gave us some insight into what diversity and inclusion mean for Nationwide. We are all familiar with the Nationwide jingle…”Nationwide is on your side!”, but back in the ‘70s their slogan was vastly different…The Man is on Your Side. Can you see and understand the need for Nationwide to have a focus on diversity and inclusion? Now, while Jeanetta did not initially integrate D&I into Nationwide, she has been pivotal on piloting its success. Here are some key points that she left for attendees:

Make the Diversity and Inclusion strategy transparent. HR needs to talk about what initiatives we are implementing and make sure the leaders and employees understand them. I mean, that just makes sense right? We can’t continue to create program and initiatives in a vacuum. HR has to ensure that we are bringing meaningful initiatives to the organization. How can we do that if we haven’t had upfront conversations about what is truly important?

Diversity and Inclusion should measure inside and outside impact. When implanting a D&I initiative companies need to conduct a SWOT analysis to determine what is happening on the external landscape as well as what is happening internal. Companies should conduct benchmarking and focus groups to gauge what is happening in the market, what other companies are doing and their successes and failures. Then, companies need to look internally to see where opportunities exist within the organization and what initiatives need to be implemented. Nationwide did this through an employee engagement study. They collected and analyzed the results and from this came their Areas of Focus – those key areas that were most important to their employees. It’s not enough to have a D&I strategy. The strategy must be important to those that matter…the leaders and employees. Therefore, it should be customized to the organization.

Link Diversity and Inclusion strategies to HR programs and policies and integrate Diversity and Inclusion initiatives into organizational strategies. D&I initiatives, once developed, need to weave through all organizational initiatives from recruiting and retention to training and strategic planning. Once the D&I initiatives have been determined, they should then be integrated into organizational strategy. In actuality, the integration should really take place prior to the linkage as linking to departmental initiatives may prove to be difficult if the organizational does not see the value and hasn’t integrated the initiative into their strategy. But, that’s why those up front conversations are so important, right? If you are having those discussions with your organizational leaders up front and being completely transparent, then the integration should have happened from the start.

Jeanetta provided a lot of insight into what we already know and should be doing. It was interesting hearing a case study on how one company tackled the diversity purple elephant and won.

Stay tuned for more lesser known session coverage!
 
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    Creative Commons LicenseMusings From The Careeranarchist by Rachel Salley, SPHR is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 United States License based on a work at www.careeranarchist.blogspot.com