2026 Federal Government Cannabis Reclassification – Employer Considerations & Additional State Information

The reclassification of cannabis from a Schedule I to a Schedule III drug will not legalize recreational use or immediately change most workplace drug policies, but it introduces key considerations for employers, particularly regarding medical accommodations, drug testing, and federal compliance. 

Key Impacts for Employers

  • No Immediate Legalization or Mandate to Change Policies: Rescheduling does not equate to full federal legalization of marijuana; it remains a controlled substance. Employers are generally not required to change their existing drug testing or zero-tolerance policies, especially in safety-sensitive industries.
  • Americans with Disabilities Act (ADA) and Accommodations: Because Schedule III drugs have a federally recognized medical use, medical cannabis may potentially qualify as a “reasonable accommodation” under the ADA in some circumstances. This will likely be a complex legal area, requiring employers to evaluate HR policies to manage potential disability claims.
  • Safety-Sensitive Positions: The Department of Transportation (DOT) has stated that rescheduling will not affect its mandatory drug testing rules. Employees in safety-sensitive positions (e.g., truck drivers, pilots, heavy machinery operators) will continue to be subject to federal testing requirements and zero-tolerance rules for THC.
  • State Law Conflicts: The federal change will reduce the conflict between federal and state medical cannabis laws. However, employers must still navigate a complex and evolving patchwork of state and local laws, many of which restrict or prohibit drug testing for marijuana, particularly for off-duty use in non-safety-sensitive roles.
  • Focus on Impairment: Without a reliable, federally recognized test for current marijuana impairment (unlike alcohol), zero-tolerance policies may persist. Employers are advised to train supervisors on recognizing impairment and addressing it properly.
  • Confidentiality: Information related to an employee’s medical cannabis use must be treated as confidential health information, requiring extra safeguards.
  • Cannabis Businesses: Companies within the state-legal cannabis industry will see significant financial relief as they will no longer be subject to the IRS Section 280E tax code, which previously barred them from deducting normal business expenses. This also means better access to banking services and increased opportunities for research. 
     

Over the past decade we have seen significant changes throughout the country at the local and state level related to medicinal and recreational marijuana, with the majority of states legalizing some form of THC or cannabis. Marijuana is still illegal at the federal level, which governs in the Department of Transportation rules and regulations for many positions across the country. With the president recently pardoning federal marijuana-related misdemeanors, HR professionals need to ensure we embrace not only the changes laws and regulations, but the changing attitudes towards recreational and medicinal marijuana use.

New York State Recreational Marijuana Q&A PDF

States with Potential 2026 Marijuana Proposals

The status of these initiatives is subject to change as signature gathering and legal reviews are ongoing. 

Active Legalization Efforts

  • Florida: The “Smart & Safe Florida” campaign is pushing a constitutional amendment to legalize adult-use marijuana for individuals 21 and older. The proposal would allow adults to possess up to 2 ounces of cannabis flower and prohibits public smoking and youth-focused marketing. The campaign has gathered enough signatures to trigger a State Supreme Court review and needs over 880,000 total valid signatures by February 2026 to make the ballot.
  • Idaho: Two citizen initiatives may appear on the ballot:
    • One initiative would create a legal system for medical marijuana for qualifying conditions.
    • A second initiative aims to decriminalize the possession and use of marijuana for all purposes for people aged 21 and older.
  • Nebraska: An initiative is in progress to establish a right to the recreational use of marijuana for individuals 21 years of age or older.
  • Oklahoma: A campaign is underway to put “State Question 837” on the ballot, which would legalize recreational marijuana, allow home cultivation of up to six plants, and create a licensed retail market.
  • Wisconsin: The governor has indicated that if Democrats take control of the legislature, they can “finally” legalize marijuana through the legislative process. 

Efforts to Restrict or Repeal Laws

  • Idaho: The Idaho Legislature has already placed a measure on the ballot (HJR 4) that would amend the state constitution to give only the Legislature the authority to legalize marijuana, narcotics, or other psychoactive substances, effectively removing the power of citizen-initiated measures.
  • Massachusetts: A proposed initiative seeks to repeal the majority of a 2016 initiative that legalized recreational marijuana sales, making retail sales illegal while still allowing possession of up to one ounce.
  • Maine: Anti-drug activists are also pursuing a ballot initiative to repeal the state’s legal cannabis market. 

By State

  • Medicinal Use & ADA:    Medical marijuana is legalized in the majority of the states throughout the country. Medical providers can and do prescribe marijuana for medicinal use. We should fully understand reasonable accommodation, essential functions, and additional considerations under the American with Disabilities Act, along with other local and state laws and regulations. 
  • Drug Testing: Certain states and cities have now banned preemployment drug testing for THC for many positions in the state or locale. Ensure you have a clear understanding of any evolving laws and regulations. Also consider DOT regulations, at times you might have separate drug testing policies for DOT and non-DOT employees in the same organizations. Expectations and policies should be communicated. 
  • Criminal Background Checks:  Laws and regulations continue to evolve on criminal background checks, related to prior charges for marijuana related crimes. This includes second chance legislation. There are a variety of laws and regulations across the country defining the dos and don’ts of criminal background checks. Research and outsourcing will ensure proactive approaches to criminal background checking.    
  • Policies & Procedures: With evolving legislation, make it a priority to updates any policies and procedures in relation to drug-free workplaces, preemployment testing, reasonable suspicion, post-accident testing, etc. Regardless of the laws and regulations, there should be  zero-tolerance policy in place any employee being under the influence or any drug or alcohol in the workplace. Implementing an Employee Assistance Program (EAP) is recommended for organizations large and small. Train supervisors on enforcing the policy and procedures and communicate any changes throughout the organization.” (Burr SHRM Article)

The Americans with Disabilities Act until recently, ruled against reasonable accommodation in relation to medicinal marijuana use.  Employer-Friendly decisions include Washburn v. Columbia Forest Products, Inc., Roe v. Teletch Customer Care Mgmt., Johnson vs. Columbia Falls Aluminum Co., and Ross v. RagingWire Telecommunications, Inc.  Three out of the four rulings for employers happened in pro-marijuana states: California, Oregon and Washington.  However, along comes Barbuto vs. Advantage Sales and Marketing, LLC; “the Massachusetts high court addressed whether an employer must accommodate medical cannabis use, since state law permits medical marijuana use and prohibits disability discrimination…The court held that an exception to the employer’s drug policy to permit offsite marijuana use may be a reasonable accommodation where the employee’s physician determines that marijuana is the most effective treatment for the employee’s disability and that any alternative medication permitted by the employer’s drug policy would be less effective.” https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-updates/pages/must-employers-accommodate-medical-marijuana.aspx

https://www.jdsupra.com/legalnews/third-circuit-rules-that-employees-2174704/

“Schedule I: Schedule I drugs, substances, or chemicals are defined as drugs with no currently accepted medical use and a high potential for abuse. Some examples of Schedule I drugs are: heroin, lysergic acid diethylamide (LSD), marijuana (cannabis), 3 methylenedioxymethamphetamine (ecstasy), methaqualone, and peyote”  “Despite marijuana’s Schedule I status, former President Barack Obama’s administration issued a memo in 2013 stating that federal prosecutors wouldn’t target adults who were growing or using marijuana in accordance with state laws. Instead, the federal government focused its efforts on preventing marijuana sales to minors and stopping drug cartels.  Although President Donald Trump’s administration rescinded the Obama-era memo, there hasn’t been a ramp up in enforcement, and states continue to approve marijuana use.” https://www.dea.gov/drug-scheduling

On August 29, 2023, the U.S. Department of Health and Human Services (“HHS”) recommended to the Drug Enforcement Administration (“DEA”) that marijuana be reclassified from a Schedule I controlled substance to a Schedule III controlled substance. Reclassification in this manner, should the DEA choose to follow this recommendation, could have profound implications on the marijuana industry, medical research, tax and banking, and criminal enforcement.

December 2024 YouTube DEA Marijuana Hearings

See attached DEA PDF

Medicinal Marijuana & Workers Compensation

On March 17, 2023, the Commonwealth Court of Pennsylvania issued a decision regarding employee use of medical marijuana in the workers’ compensation context.  The decision in Fegley v. Firestone Tire & Rubber (Workers’ Comp. Appeal Bd.) addresses an issue of first impression.  The court held that an employer’s failure to reimburse an employee’s out-of-pocket costs for medical marijuana to treat his work-related injury was a violation of the Pennsylvania Workers’ Compensation Act (“WC Act”).  The decision is significant for Pennsylvania employers.  Given this decision, Pennsylvania employers could be subject to penalties under the WC Act if they do not reimburse employees for medical marijuana use—even though marijuana is illegal under federal law and cannot be prescribed by any doctors.

CASE BACKGROUND

The employee in the underlying case sustained a work-related injury to his back.  After decades of taking prescribed opiates and narcotics, the employee began using medical marijuana at the recommendation of his doctor.  His pain level improved through use of marijuana, to the point that he was able to wean himself off of the prescription drugs.  An entity responsible for evaluating the appropriateness of treatment for work-related injuries under the state workers’ compensation system found that the employee’s medical marijuana use was reasonable and necessary.  However, the employer refused to reimburse the employee for the cost of his medical marijuana treatment.

The employee filed a claim seeking penalties for the employer’s alleged violation of the WC Act by failing to pay for the cost of his medical marijuana use.  The employer prevailed at the agency level on the grounds that the Pennsylvania Medical Marijuana Act (“MMA”) says that coverage is not required for medical marijuana and requiring an employer to fund marijuana use would violate federal law and did not violate the WC Act.  The employee then appealed to the Commonwealth Court of Pennsylvania.

DECISION ON APPEAL

In a 5-2 decision, the Commonwealth Court of Pennsylvania disagreed with the agency ruling below, and thus reversed and remanded.  In reaching its decision, the Court analyzed the contours of, and the relationship between, the WC Act, the MMA, and related federal law. 

Starting with the basics, the Court observed that the WC Act requires reimbursement to employees for reasonable and necessary medical expenses resulting from work-related injuries.  The Court also observed that the MMA deems marijuana to be a legitimate therapy for treatment of medical issues under proper circumstances.  And the MMA seeks to protect individuals who use medical marijuana by stating that medical marijuana patients shall not be “denied any right or privilege, . . . solely for lawful use of medical marijuana . . .” 

The MMA, however, also has a section entitled “Conflict”, which provides that “[n]othing in [the MMA] shall be construed to require an insurer or a health plan, whether paid for by Commonwealth funds or private funds, to provide coverage for medical marijuana.”  This did not end the Court’s inquiry.  The Court found that the absence of the word “reimbursement” in this Conflict provision is significant.  While a well-reasoned dissenting opinion described “coverage” and “reimbursement” as “two sides of the same coin”, the majority disagreed.  The Court held that “coverage” and “reimbursement” have materially distinct definitions.  The Court reasoned that the MMA does not require coverage for medical marijuana, but there is no language in the MMA precluding a WC carrier from reimbursing a claimant for medical expenses that are reasonable and necessary to treat a work-related injury.  In the Court’s view, employers must therefore reimburse employees for medical marijuana treatment that is reasonable and necessary for work-related injuries.  This conclusion, the Court noted, is consistent with the WC Act’s reimbursement requirement, along with the MMA’s endorsement of medical marijuana and corresponding prohibition against the denial of rights or privileges based solely on medical marijuana use.

The Court also addressed the relationship between state and federal law.  The MMA contains a provision stating that [n]othing in [the MMA] shall require an employer to commit any act that would put the employer or any person in violation of federal law.”  Under federal law, it is unlawful for “any person knowingly or intentionally – [] to manufacture, distribute, or dispense, or possess with intent to manufacture, distribute, or dispense, a controlled substance[.]” 21 U.S.C. § 841(a).  The Court did not find this to be a persuasive reason for reaching a different decision because reimbursement is not the same as manufacturing, distribution, or dispensing of marijuana.  Thus, reimbursement is not illegal.

In her dissent, Judge Christine Fizzano Cannon discussed the interplay between state and federal law.  She wrote that “[a]lthough the MMA legalizes the use of medical marijuana in Pennsylvania, a provider still cannot legally dispense medical marijuana under federal law” because it is illegal.  She reasoned that an illegal treatment cannot be reasonable or necessary under the WC Act and, in turn, an employer should not be responsible for reimbursement.

KEY TAKEAWAYS

This decision—unless it is overturned or superseded—has immediate impact on employers in Pennsylvania.  Indeed, they are now required to reimburse employees for medical marijuana treatment for work-related injuries under the WC Act.  Failure to do so could result in penalties.

This holding is consistent with holdings in New Mexico, New Jersey, New Hampshire, New York and Connecticut.  However, it is contrary to holdings in Massachusetts, Maine, and Minnesota.  (https://www.jdsupra.com/legalnews/pennsylvania-court-holds-that-it-is-2936018/

Drug Free Workplace Act

The most important piece of legislation regulating federal contractors and grantees is the Drug-free Workplace Act of 1988 (PDF | 204 KB). Under the act, a drug-free workplace policy is required for:

  • Any organization that receives a federal contract of $100,000 or more
  • Any organization receiving a federal grant of any size

At a minimum, such organizations must:

  • Prepare and distribute a formal drug-free workplace policy statement. This statement should clearly prohibit the manufacture, use, and distribution of controlled substances in the workplace and spell out the specific consequences of violating this policy.
  • Establish a drug-free awareness program. This program should inform employees of the dangers of workplace substance use; review the requirements of the organization’s drug-free workplace policy; and offer information about any counseling, rehabilitation, or employee assistance programs (EAPs) that may be available.
  • Ensure that all employees working on the federal contract understand their personal reporting obligations. Under the terms of the Drug-Free Workplace Act, an employee must notify the employer within five calendar days if he or she is convicted of a criminal drug violation.
  • Notify the federal contracting agency of any covered violation. Under the terms of the Drug-free Workplace Act, the employer has 10 days to report that a covered employee has been convicted of criminal drug violation.
  • Take direct action against an employee convicted of a workplace drug violation. This action may involve imposing a penalty or requiring the offender to participate in an appropriate rehabilitation or counseling program.
  • Maintain an ongoing good faith effort to meet all the requirements of the Drug-free Workplace Act throughout the life of the contract. Covered organizations must demonstrate their intentions and actions toward maintaining a drug-free workplace. Their failure to comply with terms of the Drug-Free Workplace Act may result in a variety of penalties, including suspension or termination of their grants/contracts and being prohibited from applying for future government funding.

OSH Act

Duty to provide employees with a workplace “free from recognized hazards that are causing or are likely to cause death or serious physical harm”

Substance abuse is such a hazard.

DOT “Medical Marijuana” Notice

DOT Office of Drug and Alcohol Policy and Compliance Notice

Recently, the Department of Justice (DOJ) issued guidelines for Federal prosecutors in states that have enacted laws authorizing the use of “medical marijuana.” http://www.justice.gov/opa/documents/medical-marijuana.pdf

We have had several inquiries about whether the DOJ advice to Federal prosecutors regarding pursuing criminal cases will have an impact upon the Department of Transportation’s longstanding regulation about the use of marijuana by safety‐sensitive transportation employees – pilots, school bus drivers, truck drivers, train engineers, subway operators, aircraft maintenance personnel, transit fire‐armed security personnel, ship captains, and pipeline emergency response personnel, among others.

We want to make it perfectly clear that the DOJ guidelines will have no bearing on the Department of Transportation’s regulated drug testing program. We will not change our regulated drug testing program based upon these guidelines to Federal prosecutors.

The Department of Transportation’s Drug and Alcohol Testing Regulation – 49 CFR Part 40, at 40.151(e) – does not authorize “medical marijuana” under a state law to be a valid medical explanation for a transportation employee’s positive drug test result.

That section states:

§ 40.151 What are MROs prohibited from doing as part of the verification process?
As an MRO, you are prohibited from doing the following as part of the verification process:
(e) You must not verify a test negative based on information that a physician recommended that the employee use a drug listed in Schedule I of the Controlled Substances Act. (e.g., under a state law that purports to authorize such recommendations, such as the “medical marijuana” laws that some states have adopted.)

Therefore, Medical Review Officers will not verify a drug test as negative based upon information that a physician recommended that the employee use “medical marijuana.” Please note that marijuana remains a drug listed in Schedule I of the Controlled Substances Act. It remains unacceptable for any safety‐sensitive employee subject to drug testing under the Department of Transportation’s drug testing regulations to use marijuana.

We want to assure the traveling public that our transportation system is the safest it can possibly be.

Jim L. Swart
Director
Office of the Secretary of Transportation
Office of Drug and Alcohol
Policy and Compliance
Department of Transportation
October 22, 2009

https://www.transportation.gov/odapc/medical-marijuana-notice

“Implications of Legalization of Recreational Marijuana

Despite three states—Arkansas, North Dakota and South Dakota—rejecting in 2022 the legalization of adult recreational marijuana use, three other states—Maryland, Missouri and Rhode Island—legalized such use.

“I think the legalization of marijuana is inevitable nationwide; it’s just a matter of how and when,” said Dillon McGuire, an attorney with Pashman Stein Walder Hayden in Holmdel, N.J.

Recreational marijuana is now legal in 21 states plus the District of Columbia.

Therapeutic Psychedelics

In the U.S., the use of certain psychedelics in a facilitated, supervised setting is lawful in Colorado and Oregon, noted Lauren Carboni, an attorney with Foley & Lardner in Denver, and John Litchfield, an attorney with Foley & Lardner in Chicago.

In November 2020, Oregon became the first state to regulate therapeutic psilocybin sessions for adults 21 and older in licensed, clinical settings.

Psilocybin is the psychoactive compound found in what is referred to as magic mushrooms, explained Christine Lamb, an attorney with Fortis Law Partners in Denver.

The state begins accepting applications for licensure of facilities to administer its regulated psilocybin services program on Jan. 2, 2023.

In November 2022, Colorado voters approved a similar measure. By Sept. 30, 2024, the Colorado Department of Regulatory Agencies must adopt implementation rules.” (SHRM)

Additional Resources:

https://www.shrm.org/resourcesandtools/pages/marijuana.aspx

Other Considerations:

  • Policy & Procedure Revisions
  • Review State & Local Legislation
  • Drug Free Workplace Act Considerations
  • Employee Assistance Program
  • DBL & FMLA 
  • ADA
  • Reasonable Suspicion Training for Supervisors
  • Communicate with the Workforce
  • DOT Regulations
  • Policy Signature

Frequently Asked Questions:

Question: Is there a federal requirement for businesses to put up a Drug-Free Workplace poster?

Answer:

No. There is no such federal requirement. Some businesses that receive contracts or grants from the federal government use posters to help fulfill some of the educational requirements under the Drug-Free Workplace Act of 1988.

https://www.jdsupra.com/legalnews/high-stakes-and-political-blazes-top-10-1961805/

Basis for Reasonable- Suspicion Testing

We, the following managers/supervisors/employees and representative or designee, concur with the need for reasonable-suspicion testing in accordance with Organization X current policy for the following employee:

        Name: ___________________________________    

        Work Area: _______________________________

        Location: _________________________________

We observed and/or been informed of the following: (Circle all that apply)

Unusual Physical Sign(s):Slurred SpeechStaggered gaitImbalanceBloodshot EyesConfusionDisorientationLack of LucidityOdor of AlcoholOther: ________________Unusual Behaviors(s):Sudden unexplained changes in behaviorsMood swingsEmotional/violent outburstsThreatsFrequent tardiness or absenteeismUnexplained whereaboutsA record of avoidable accidentsOther: ________________
Complaint(s) From:Customer or VendorVisitorEmployeeImmediate Supervisor or ManagerOther Credible Witness: _____________________What is the nature of the complaint and the dates/times of occurrence, if known: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Additional Comments: _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Verifying Witnesses
 Name: __________________________________ Title: ___________________________________ Signature: _______________________________ Date: ___________________    Time: _________ AM/PM
 Name: __________________________________ Title: ___________________________________ Signature: _______________________________ Date: ___________________    Time: _________ AM/PM

https://www.jdsupra.com/legalnews/a-cautionary-tale-regarding-the-1520506/

Daylight Saving Time FLSA Questions to Consider


The clocks will be set back one hour at 2 a.m. on Sunday, November 2, 2025, causing confusion and challenges for employers with nonexempt employees who were working during the time the clocks turned forward.  How do we pay employees during this time?  What is our legal obligation related to hours worked and paid?

On November 2, 2025, Daylight Saving Time ends in the U.S. and clocks will “fall back” one hour at 2 a.m. local time, which is a requirement under the Fair Labor Standards Act (FLSA) for employers to pay employees for all hours worked. This means employees working an overnight shift that includes this change will work one hour longer than usual and must be compensated for that extra hour, with potential overtime implications if the extra hour puts them over 40 hours for the week. 

Daylight Saving Time Change

  • Date and time: Clocks will be set back one hour at 2 a.m. local time on Sunday, November 2, 2025.
  • Effect: This will result in one additional hour being worked for those on overnight shifts, and an earlier sunrise. 

FLSA and Payroll Considerations

  • Guaranteed hours: Under the FLSA, employees must be paid for all hours they actually work.
  • Overnight shifts: Employees on overnight shifts that cross the time change will work an extra hour. This hour must be paid.
  • Overtime pay: If the extra hour pushes an employee’s total hours for the week over 40, they must be paid overtime for that hour as well.
  • Employer responsibility: Employers must ensure their payroll systems accurately account for this change and that employees are compensated correctly. 

The AI Answer

What Employers Should Do for Daylight Saving Time in November 2025


Employer Considerations:

  1. Adjust Work Schedules:
    • Since clocks fall back one hour at 2 a.m. on November 2, employees working overnight shifts that span this time will effectively work an extra hour.
    • Employers should decide how to handle this extra hour—whether to pay for it, treat it as overtime, or adjust schedules accordingly.
  2. Communicate Clearly:
    • Notify employees ahead of time about the time change and how it affects their work hours.
    • Remind employees to set their clocks back before going to bed on Saturday, November 1, 2025, to avoid confusion.
  3. Update Systems and Devices:
    • Many digital devices update automatically, but analog clocks, ovens, and some machinery may need manual adjustment.
    • Employers should ensure all timekeeping systems, security systems, and scheduling software reflect the time change accurately.
  4. Consider Safety and Productivity:
    • The time change can affect sleep patterns and alertness. Employers might want to be mindful of potential impacts on employee safety and productivity immediately following the time change 
  5. Review Policies:
    • Check company policies regarding pay and hours worked during DST changes to ensure compliance with labor laws and fairness.

Below are three wage and hour answers, for daylight saving time change(s):
Pay and Hours Worked:  Employers are required to pay employees for all hours worked.  Nonexempt employees working last night at 2:00 a.m. must be paid one additional hour of pay, unless the start/end times of their shifts are adjusted in anticipation of the time change.  In essence, such an employee will have worked the hour from 1:00 a.m. to 2:00 a.m. twice.”[i]

Overtime:  The one additional hour must be considered into the overtime compensation/calculation for the entire week.  If the nonexempt employee is scheduled for 40-hours this week, the additional hour would put the employee at 41-hours, one hour of overtime, at least time and one-half the normal hourly rate. 

Overtime Rate: “In addition, employers must take this additional hour of work into account when computing the employee’s regular rate of pay for purposes of calculating the employee’s overtime rate.”[ii]

Additionally, ensure that your payroll systems fall back during the time change on Sunday.  I have seen issues with timekeeping and payroll systems not resetting for the one-hour time change, which will cause additional issues when processing payroll. 

Previously, employment law experts told HR Dive that managers should be mindful of giving employees proper break times if shifts encompass daylight saving transitions. So, for example, if supervisors typically rely on computers to automate break times, this would be an instance where manual timekeeping is encouraged.
Additionally, HR should look into whether there are any wage and hour provisions in their workers’ collective bargaining agreement that addresses the daylight-saving time change.

Employers should ensure that they are following any provisions in a collective bargaining agreement that addresses wage and hour provisions for time change. Ultimately, the employment attorney who spoke to HR Dive reaffirmed the DOL’s guidance: Timekeeping is about “staying true” to the hours worked.

Another compliance consideration is workplace safety: A 2018 National Safety Council study found that post-daylight saving transition fatigue leads to an annual uptick in accidents, due to “circadian misalignment” or talent fighting to stay awake.” (HR Dive)

FLSA Hours Worked Advisor
Daylight Saving Time
Most states participate in daylight saving time. Those employees working the graveyard shift when Daylight Saving Time begins work one hour less because the clocks are set ahead one hour. Those employees working the graveyard shift when Daylight Saving Time ends work an extra hour because the clocks are set back one hour at 2:00 a.m.

For example:
The scheduled shift starts at 11:00 p.m. and ends at 7:30 a.m. The next day, your employee works an eight- hour shift and receives a 30-minute lunch break.

  • On Sunday Daylight Saving Time starts at 2:00 a.m., the employee does not work the hours from 2:00 a.m. to 3:00 a.m. because at 2:00 a.m. all of the clocks are turned forward to 3:00 a.m. Thus, on this day the employee only worked 7 hours, even though the schedule was for 8 hours.
  • On the Sunday that Daylight Saving Time ends at 2:00 a.m., the employee works the hour from 1:00 a.m. to 2:00 a.m. twice because at 2:00 a.m. all of the clocks are turned back to 1:00 a.m. Thus, on this day the employee worked 9 hours, even though the schedule only reflected 8 hours.

The FLSA requires that employees must be credited with all of the hours actually worked. Therefore, if the employee is in a work situation similar to that described in the above example, he or she worked 7 hours on the day that Daylight Saving Time begins and 9 hours on the day that Daylight Saving Time ends. This assumes, of course, that the employee actually worked the scheduled shift as in our example.

https://webapps.dol.gov/elaws/whd/flsa/hoursworked/screener11.asp

“Unanticipated challenges”

That extra hour of work can present several unanticipated challenges, in addition to an unpaid hour:

  • Breaks. In states requiring that employees take breaks at a certain point in their shifts, workers may not automatically get that time, says Caroline Brown, of counsel at Fisher Phillips. “For that day, back off of relying on the time keeping computer so much,” Brown suggests, and figure out the time manually.
  • Overtime. If that additional hour puts an employee at more than 40 hours during that workweek, the Fair Labor Standards Act requires the employee be paid overtime. Employees who fall under the “8 and 80” system — or in states that require daily overtime — may be eligible for overtime for that day.
  • Collective Bargaining Agreements. Employers should ensure that they are following any provisions in a collective bargaining agreement that addresses wage and hour provisions for time change.

Making Adjustments
Although appropriate tracking for the seasonal time change is frequently forgotten, it can be easily remedied, says Green.

The best approach is to go back to basics, Brown suggests. “There is a tendency for employers to focus on days and shifts when it comes to wage and hour requirements, when it’s really about staying true to the time of how many hours someone did the work.”

Whether timekeeping is manual or automatic, grab a pen and paper if necessary, and figure out the actual hours for that day, Brown says; “Give that payroll a glance to make sure everything lines up.” The same goes when spring rolls around: an employee working 11 p.m. to 7 a.m. when we turn the clocks forward must be paid for only seven hours of work.

It’s worth noting that not all states and regions observe Daylight Saving Time, but if yours is one that does, be prepared so you — and your employees — can avoid any unpleasant wage and hour surprises.” (HR Dive)

States That Deviate from the Daylight Saving Standard
Note that Arizona (with the exception of the Navajo Nation) and Hawaii do not observe daylight saving time. Not to be outdone, Florida and Nevada have passed bills that would ensure that daylight saving time is observed year-round. Though their respective state legislatures approved these bills, and their governors signed them, they are still awaiting federal approval. And, of course, there’s California, which just a few days after the end of daylight-saving time will vote on a proposition to move the state to year-round daylight-saving time as well. Even if that proposition passes, it will require congressional approval for the change to become permanent.” (JDSUPRA)

Additional Considerations

  1. Ensure timeclocks adjusted.
  2. Camera’s need to align with timeclock.
  3. The payroll smartphone app time alignment
  4. Computer system time updates
  5. Communication on pay and policies.
  6. Smart phones, computers, etc.

Additional Legislative Information:

Introduced in House (01/03/2025)
Sunshine Protection Act of 2025
This bill makes daylight saving time the new, permanent standard time.
States with areas exempt from daylight saving time may choose the standard time for those areas.

https://www.congress.gov/bill/119th-congress/house-bill/139

Eighteen states have enacted legislation or passed resolutions to provide for year-round daylight-saving time if Congress were to allow such a change. Will that eventually happen? Only time will tell.

Daylight-saving State Legislation Link


[i] https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/daylight-saving-time-wage-hour-problems.aspx
 

[ii] https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/daylight-saving-time-wage-hour-problems.aspx

6 Definitions for Drug and Alcohol Testing Policies and the Evolution of Marijuana in the Workplace

As we see the evolution of local and state laws on medicinal and recreational marijuana, we need to ensure our drug and alcohol testing policies are up-to-date and legal.  A nationwide policy on drug and alcohol testing will not suffice, as states continue to change legislation.  We also need to ensure the Americans with Disability Act language is included in the policy and we enforce consistently.

Below are six definitions to consider in the drug and alcohol testing policy:

  1. Employee Assistance Program: If your organization offers employee assistance, we should carve out language regarding the assistance that is provided to the workforce, with location, contact person and phone number.  The EAP information should be communicated regularly and through multiple channels of communication.
  2. Preemployment Testing: This is common language to include in a drug testing policy or offer letter. “Applicants being considered for hire must pass a drug test before beginning work or receiving an offer of employment. Refusal to submit to testing will result in disqualification of further employment consideration.”[i]
  3. Reasonable Suspicion Testing: Often included in policies throughout many of our workplaces. “Employees are subject to testing based on (but not limited to) observations by at least two members of management of apparent workplace use, possession or impairment. HR, the plant manager or the director of operations should be consulted before sending an employee for testing. Management must use the Reasonable Suspicion Observation Checklist to document specific observations and behaviors that create a reasonable suspicion that an employee is under the influence of illegal drugs or alcohol. Examples include:
  4. Odors (smell of alcohol, body odor or urine).
  5. Movements (unsteady, fidgety, dizzy).
  6. Eyes (dilated, constricted or watery eyes, or involuntary eye movements).
  7. Face (flushed, sweating, confused or blank look).
  8. Speech (slurred, slow, distracted mid-thought, inability to verbalize thoughts).
  9. Emotions (argumentative, agitated, irritable, drowsy).
  10. Actions (yawning, twitching).
  11. Inactions (sleeping, unconscious, no reaction to questions).”[ii]

This is not an all-inclusive list and should be tailored to the needs of your organization.

  • Post-Accident Testing: If your employees are operating equipment or driving workplace vehicles, this is language that should be included in your organization’s policy.  In some organizations post-accident testing is common after any accident in the workplace, it does not have to be an industrial organization.  Determine with your insurance agency and workers compensation company which post-accident testing should be in the policy.
  • Random Drug Testing: In the past we have used external organizations to draw a percentage of names monthly for drug, alcohol and drug and alcohol testing.  You can also program Excel spreadsheets to randomly choose people for random testing, based on employee numbers.  This should be done consistently monthly, semimonthly, semiannually or annually.  The policy should be communicated to employees.
  • Return to Work Testing: Remember the ADA in this situation and state regulations prior to implementing return to work testing.  I have used this process in past organizations when someone has admitted to testing positive prior to a random drug test.  We utilized a 12-month random drug testing last chance agreement.

Every organization will have differing requirements for drug and alcohol testing.  If your organization is DOT regulated, ensure you are following state and federal DOT requirements. The rules are complex and have changed recently.  Ensure your organization defines what happens if an employee does test positive for drugs, alcohol or both.  Consider adding language in regarding selling or purchasing drugs on company property.  Review the policy annually, communicate any changes to the workforce, publish the policy and obtain signatures from all employees.  If an employee is on a last chance agreement, review the policy again and obtain a signature.  In some circumstances preemployment drug and alcohol testing can lower workers compensation rates, I have seen this with manufacturing companies.  Confirm with your comp provider to see if this is an option. 


[i] SHRM Draft Policy

[ii] SHRM Draft Policy

Key Aspects of Workplace Drug and Alcohol Testing

  • Purpose: These tests are part of broader drug-free workplace programs aimed at preventing accidents, reducing absenteeism, and maintaining overall workplace safety and productivity. Testing can deter substance misuse and help identify employees who may need assistance or disciplinary action 
  • Types of Tests: Various biological specimens can be tested, including urine, blood, saliva (oral fluid), hair, and sweat. Urine testing is the most common for drugs, while breath-alcohol tests are typical for alcohol detection. Each method varies in invasiveness, detection window, and substances detected 
  • When Testing Occurs: Testing may be conducted at different times, such as pre-employment screening, random testing, post-accident, reasonable suspicion, post-treatment, or as part of annual physical. The timing and frequency depend on company policy, industry regulations, and legal requirements 
  • Legal and Regulatory Framework: Workplace drug and alcohol testing programs must comply with applicable local, state, and federal laws. For example, the U.S. Department of Transportation (DOT) has specific regulations (49 CFR Part 40) governing testing in federally regulated transportation industries. Additionally, laws like the Americans with Disabilities Act (ADA) impose restrictions on when and how alcohol testing can be conducted to protect employee rights  
  • Test Result Handling: Tests are typically conducted by certified laboratories, and results are reviewed by Medical Review Officers (MROs), who interpret findings considering medical history and other relevant information. Positive results may lead to referrals for treatment, rehabilitation, or disciplinary measures 

Marijuana in the Workplace Evolving Legislation

“Over the past decade we have seen significant changes throughout the country at the local and state level related to medicinal and recreational marijuana, with the majority of states legalizing some form of THC or cannabis. Marijuana is still illegal at the federal level, which governs the Department of Transportation rules and regulations for many positions across the country. With the president recently pardoning federal marijuana-related misdemeanors, HR professionals need to ensure we embrace not only the changes laws and regulations, but the changing attitudes towards recreational and medicinal marijuana use.

New York State Recreational Marijuana Q&A PDF

  • Medicinal Use & ADA:    Medical marijuana is legalized in the majority of the states throughout the country. Medical providers can and do prescribe marijuana for medicinal use. We should fully understand reasonable accommodation, essential functions, and additional considerations under the American with Disabilities Act, along with other local and state laws and regulations.
  • Drug Testing: Certain states and cities have now banned preemployment drug testing for THC for many positions in the state or locale. Ensure you have a clear understanding of any evolving laws and regulations. Also consider DOT regulations, at times you might have separate drug testing policies for DOT and non-DOT employees in the same organizations. Expectations and policies should be communicated.
  • Criminal Background Checks:  Laws and regulations continue to evolve on criminal background checks related to prior charges for marijuana related crimes. This includes second-class legislation. There are a variety of laws and regulations across the country defining the dos and don’ts of criminal background checks. Research and outsourcing will ensure proactive approaches to criminal background checking.   
  • Policies & Procedures: With evolving legislation, make it a priority to update any policies and procedures in relation to drug-free workplaces, preemployment testing, reasonable suspicion, post-accident testing, etc. Regardless of the laws and regulations, there should be  zero-tolerance policy in place of any employee being under the influence or any drug or alcohol in the workplace. Implementing an Employee Assistance Program (EAP) is recommended for organizations that are large and small. Train supervisors on enforcing the policy and procedures and communicate any changes throughout the organization.” (Burr SHRM Article)

The Americans with Disabilities Act until recently, ruled against reasonable accommodation in relation to medicinal marijuana use.  Employer-Friendly decisions include Washburn v. Columbia Forest Products, Inc., Roe v. Teletch Customer Care Mgmt., Johnson vs. Columbia Falls Aluminum Co., and Ross v. RagingWire Telecommunications, Inc.  Three out of the four rulings for employers happened in pro-marijuana states: California, Oregon and Washington.  However, along comes Barbuto vs. Advantage Sales and Marketing, LLC; “the Massachusetts high court addressed whether an employer must accommodate medical cannabis use, since state law permits medical marijuana use and prohibits disability discrimination…The court held that an exception to the employer’s drug policy to permit offsite marijuana use may be a reasonable accommodation where the employee’s physician determines that marijuana is the most effective treatment for the employee’s disability and that any alternative medication permitted by the employer’s drug policy would be less effective.” https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-updates/pages/must-employers-accommodate-medical-marijuana.aspx

AI Answer State Laws: A Patchwork of Regulations

The legal status of marijuana varies significantly from state to state, creating a complex and often confusing landscape. States generally fall into one of four categories:

1. Recreational Use Legal

In states with recreational marijuana laws, adults (typically 21 and older) can legally purchase, possess, and use marijuana for non-medical purposes. These states typically have a regulated market with licensed dispensaries, cultivation facilities, and testing labs. Sales are subject to state and local taxes. Specific regulations vary but often include limits on the amount of marijuana that can be purchased or possessed at one time, as well as restrictions on where marijuana can be consumed (e.g., prohibiting public consumption).

Examples of states with recreational marijuana laws include:

  • Colorado: Was one of the first states to legalize recreational marijuana.
  • Washington: Also legalized recreational marijuana early on.
  • Oregon: Known for its relatively liberal marijuana laws.
  • California: Has a large and established recreational market.
  • Alaska: Allows for limited personal cultivation.
  • Nevada: Benefits from tourism driving marijuana sales.
  • Maine: Has a regulated recreational market.
  • Massachusetts: Another East Coast state with recreational legalization.
  • Michigan: A Midwestern state with recreational marijuana.
  • Vermont: Allows personal cultivation and possession.
  • Illinois: The first state to legalize recreational marijuana through legislation.
  • Arizona: Recently legalized recreational marijuana.
  • Montana: Has a developing recreational market.
  • New Jersey: Another recent addition to the recreational legalization list.
  • New Mexico: Has legalized recreational marijuana.
  • New York: Has legalized recreational marijuana.
  • Connecticut: Has legalized recreational marijuana.
  • Rhode Island: Has legalized recreational marijuana.
  • Maryland: Has legalized recreational marijuana.
  • Delaware: Has legalized recreational marijuana.
  • Missouri: Has legalized recreational marijuana.
  • Ohio: Has legalized recreational marijuana.

2. Legal Medical Use

States with medical marijuana laws allow patients with qualifying medical conditions to access marijuana with a doctor’s recommendation. These states typically have a registry program where patients can obtain a medical marijuana card, allowing them to purchase marijuana from licensed dispensaries or, in some cases, cultivate their own. Qualifying conditions vary by state but often include chronic pain, cancer, epilepsy, and multiple sclerosis.

Many states have medical marijuana programs, including:

  • Arkansas
  • Florida
  • Louisiana
  • Minnesota
  • New Hampshire
  • North Dakota
  • Oklahoma
  • Pennsylvania
  • South Dakota
  • Utah
  • West Virginia

3. Decriminalization

Decriminalization means that possession of small amounts of marijuana is treated as a minor offense, similar to a traffic ticket, rather than a criminal offense. Penalties typically involve a small fine, and there is no risk of jail time. Decriminalization does not legalize the sale or cultivation of marijuana.

Some states that have decriminalized marijuana include:

  • Nebraska
  • North Carolina
  • Ohio

4. Prohibition

In states with prohibition, marijuana remains illegal for both recreational and medical purposes. Possession, use, sale, and cultivation of marijuana are all subject to criminal penalties, which can range from fines to imprisonment.

Currently, only a few states maintain complete prohibition:

  • Idaho
  • Kansas
  • Wyoming

“Schedule I: Schedule I drugs, substances, or chemicals are defined as drugs with no currently accepted medical use and a high potential for abuse. Some examples of Schedule I drugs are: heroin, lysergic acid diethylamide (LSD), marijuana (cannabis), 3 methylenedioxymethamphetamine (ecstasy), methaqualone, and peyote”  “Despite marijuana’s Schedule I status, former President Barack Obama’s administration issued a memo in 2013 stating that federal prosecutors wouldn’t target adults who were growing or using marijuana in accordance with state laws. Instead, the federal government focused its efforts on preventing marijuana sales to minors and stopping drug cartels.  Although President Donald Trump’s administration rescinded the Obama-era memo, there hasn’t been a ramp up in enforcement, and states continue to approve marijuana use.” https://www.dea.gov/drug-scheduling

Drug Free Workplace Act

The most important piece of legislation regulating federal contractors and grantees is the Drug-free Workplace Act of 1988 (PDF | 204 KB). Under the act, a drug-free workplace policy is required for:

  • An organization that receives a federal contract of $100,000 or more
  • Any organization receiving a federal grant of any size

At a minimum, such organizations must:

  • Prepare and distribute a formal drug-free workplace policy statement. This statement should clearly prohibit the manufacture, use, and distribution of controlled substances in the workplace and spell out the specific consequences of violating this policy.
  • Establish a drug-free awareness program. This program should inform employees of the dangers of workplace substance use; review the requirements of the organization’s drug-free workplace policy; and offer information about any counseling, rehabilitation, or employee assistance programs (EAPs) that may be available.
  • Ensure that all employees working on the federal contract understand their personal reporting obligations. Under the terms of the Drug-Free Workplace Act, an employee must notify the employer within five calendar days if he or she is convicted of a criminal drug violation.
  • Notify the federal contracting agency of any covered violation. Under the terms of the Drug-free Workplace Act, the employer has 10 days to report that a covered employee has been convicted of criminal drug violation.
  • Take direct action against an employee convicted of a workplace drug violation. This action may involve imposing a penalty or requiring the offender to participate in an appropriate rehabilitation or counseling program.
  • Maintain an ongoing good faith effort to meet all the requirements of the Drug-free Workplace Act throughout the life of the contract. Covered organizations must demonstrate their intentions and actions toward maintaining a drug-free workplace. Their failure to comply with the terms of the Drug-Free Workplace Act may result in a variety of penalties, including suspension or termination of their grants/contracts and being prohibited from applying for future government funding.

OSH Act

Duty to provide employees with a workplace “free from recognized hazards that are causing or are likely to cause death or serious physical harm”

Substance abuse is such a hazard.

DOT “Medical Marijuana” Notice

DOT Office of Drug and Alcohol Policy and Compliance Notice

Recently, the Department of Justice (DOJ) issued guidelines for Federal prosecutors in states that have enacted laws authorizing the use of “medical marijuana.” http://www.justice.gov/opa/documents/medical-marijuana.pdf

We have had several inquiries about whether the DOJ advice to Federal prosecutors regarding pursuing criminal cases will have an impact upon the Department of Transportation’s longstanding regulation about the use of marijuana by safety‐sensitive transportation employees – pilots, school bus drivers, truck drivers, train engineers, subway operators, aircraft maintenance personnel, transit fire‐armed security personnel, ship captains, and pipeline emergency response personnel, among others.

We want to make it perfectly clear that the DOJ guidelines will have no bearing on the Department of Transportation’s regulated drug testing program. We will not change our regulated drug testing program based upon these guidelines to Federal prosecutors.

The Department of Transportation’s Drug and Alcohol Testing Regulation – 49 CFR Part 40, at 40.151(e) – does not authorize “medical marijuana” under a state law to be a valid medical explanation for a transportation employee’s positive drug test result.

That section states:

§ 40.151 What are MROs prohibited from doing as part of the verification process?
As an MRO, you are prohibited from doing the following as part of the verification process:
(e) You must not verify a test negative based on information that a physician recommended that the employee use a drug listed in Schedule I of the Controlled Substances Act. (e.g., under a state law that purports to authorize such recommendations, such as the “medical marijuana” laws that some states have adopted.)

Therefore, Medical Review Officers will not verify a drug test as negative based upon information that a physician recommended that the employee use “medical marijuana.” Please note that marijuana remains a drug listed in Schedule I of the Controlled Substances Act. It remains unacceptable for any safety‐sensitive employee subject to drug testing under the Department of Transportation’s drug testing regulations to use marijuana.

We want to assure the traveling public that our transportation system is the safest it can possibly be.

Jim L. Swart
Director
Office of the Secretary of Transportation
Office of Drug and Alcohol
Policy and Compliance
Department of Transportation
October 22, 2009

“Implications of Legalization of Recreational Marijuana

Despite three states—Arkansas, North Dakota and South Dakota—rejecting in 2022 the legalization of adult recreational marijuana use, three other states—Maryland, Missouri and Rhode Island—legalized such use.

“I think the legalization of marijuana is inevitable nationwide; it’s just a matter of how and when,” said Dillon McGuire, an attorney with Pashman Stein Walder Hayden in Holmdel, N.J.

Recreational marijuana is now legal in 21 states plus the District of Columbia.

Therapeutic Psychedelics

In the U.S., the use of certain psychedelics in a facilitated, supervised setting is lawful in Colorado and Oregon, noted Lauren Carboni, an attorney with Foley & Lardner in Denver, and John Litchfield, an attorney with Foley & Lardner in Chicago.

In November 2020, Oregon became the first state to regulate therapeutic psilocybin sessions for adults 21 and older in licensed, clinical settings.

Psilocybin is the psychoactive compound found in what is referred to as magic mushrooms, explained Christine Lamb, an attorney with Fortis Law Partners in Denver.

The state begins accepting applications for licensure of facilities to administer its regulated psilocybin services program on Jan. 2, 2023.

In November 2022, Colorado voters approved a similar measure. By Sept. 30, 2024, the Colorado Department of Regulatory Agencies must adopt implementation rules.” (SHRM)

Additional Resources:

https://www.shrm.org/resourcesandtools/pages/marijuana.aspx

Other Considerations:

  • Policy & Procedure Revisions
  • Review State & Local Legislation
  • Drug Free Workplace Act Considerations
  • Employee Assistance Program
  • DBL & FMLA
  • ADA
  • Reasonable Suspicion Training for Supervisors
  • Communicating with the Workforce
  • DOT Regulations
  • Policy Signature

2025 Signs, Symptoms and 6 Recommendations to Counter Workplace Burnout and NYC Changes to Prenatal Leave July 2025

A Few Signs of Burnout

Common indicators of burnout include:

  • Decreased performance and productivity
  • Increased absenteeism
  • Emotional outbursts or negative interactions
  • Cynicism or detachment from work 

As we all know and understand, workplace burnout can be a significant issue in any of our organizations and throughout the workforce.  How do we help solve this common problem? What opportunities can we offer to employees to reduce workplace burnout? Lead by example and set the tone at the top of the organization to counter workplace burnout, while ensuring employee commitment and engagement.

My 6 recommendations on countering workplace burnout:

  1. Prioritize Your Health:  This is a challenge for all of us, with long workdays and challenging work schedules (electronic responses late night).  Look for opportunities to reduce stress and recognize when it is time to turn it off.  Eat healthy, exercise regularly (I work out at 5am most mornings, it is a great way to start the day), get a full night’s sleep (turn the TV off and other technology early) and meditate or find alternatives to reduce stress.  Developing disciplined and healthy habits will help you develop a routine; health should be a priority for all of us; I learned this the hard way.
  2. Compassion:  We all have different workstyles and how we personally handle stress and burnout.  Recognize your own signs when work and life are too much, know that it is okay to take a break and rejuvenate for a few days. Know when employees in the organization are burning out and ask them to take a break.  Burnout isn’t a personal failure, its simply time for a break.  Make the break a priority.
  1. Set the Tone at the Top:  Some of you have seen emails from me at 3am (or earlier), this is an area where I need to heed my own advice.  Set a good example as leaders in the organization and know when a break is needed and when to turn off the technology.  Encourage employees to take downtime and focus on life, not work.
  2. The Why:  Have a true understanding of the reasons your organization or you personally are having workplace burnout. Is there anything we need to change as an organization?  Is there anything I need to change?  Can we do 4-day work weeks in the summer? Ask for feedback from the workforce and actively listen.  Make the necessary changes to avoid burnout within yourself and your workforce.
  3. Vacation & PTO Days:  We have vacation and PTO days as a benefit in most organizations for a reason.  Use the days granted by the organization and understand the value of using vacation and PTO days.  Encourage subordinates to use these days as well and enforce the no technology usage on vacation policy.  It is necessary to unplug, I still have not learned this.
  4. Learn to Unplug:  I will call myself a hypocrite with this recommendation. I have not learned how to unplug as of yet, but I am working on it! Technology controls the way we communicate and how we run our organizations.  We have the ability to have instant access to information and need it to make effective and sound decisions.  Turning off the technology is not a bad thing; it provides the break we all need.  Learn how to unplug, even if it is only checking messages once a day on vacation (let’s see how well I am following my own advice).  I was in Yellowstone National Park, so cellphone service was sporadic at best, which helped me turn off the technology for a while.

These are a just a few thoughts I have had as I reflect back on a busy first half of 2025 and recognize areas I need to personally improve on work-life balance, while learning to unplug.  We all work differently, find the balance between life and work that is effective for you and your organizations.  Taking a break is not failing, it is recognizing your mind, body and spirit need to do something different or do nothing at all for a few days.  Enjoy the summer.

Strategies to Address and Prevent Burnout

  1. Foster a Culture of Wellbeing:
    1. Make employee wellbeing a core part of organizational culture, not just an HR initiative.
    1. Encourage work-life balance by promoting reasonable hours, flexible schedules, and the use of vacation time 
  2. Equip Managers to Support Employees:
    1. Train managers to set clear expectations, provide regular feedback, and remove barriers to success.
    1. Encourage open communication and regular check-ins to identify stressors early 
  3. Promote Mental Health Awareness:
    1. Offer mental health resources, such as confidential counseling or workshops on stress management.
    1. Normalize discussions about mental health to reduce stigma 
  4. Recognize and Reward Employees:
    1. Provide rewards that show appreciation for employees as individuals, not just for their performance. This could include gift cards, extra time off, or public recognition 
  5. Improve Workload Management:
    1. Use tools to optimize scheduling and ensure adequate staffing levels.
    1. Avoid last-minute changes that create unnecessary stress 
  6. Leverage Technology for Insights:
    1. Tools like Deloitte’s “Vitals” dashboard can help monitor employee workloads and identify early signs of burnout. Such systems enable proactive interventions 
  7. Create a Positive Work Environment:
    1. Encourage collaboration, fairness, and respect among team members.
    1. Adjust environmental factors like noise levels, lighting, and seating arrangements to enhance comfort  (You.com)

NYC ESSTA Rules Incorporating Prenatal Leave

The New York City Department of Consumer and Worker Protection issued amended rules on May 30, 2025, formally incorporating the state prenatal leave requirement into ESSTA. Changes and obligations related to prenatal leave, which are effective July 2, 2025, include:

Policy Requirements

The obligation to promulgate and distribute a policy related to ESSTA is expanded to require that such policy address paid prenatal leave entitlements. Under the rules, employers must distribute their written safe and sick time and paid prenatal leave policies to employees personally upon hire and within 14 days of the effective date of any policy changes and upon an employee’s request.

In essence, all NYC employers have an obligation to modify their current policy and reissue the revised policy to current employees.

Employee Notice of Rights, Posting

The Department also issued an updated Notice of Employee Rights that includes paid prenatal leave. The updated notice must be provided to new hires and to current employees when rights change (which is the case here), and employers must maintain a record of receipt by the employee. The notice also must be posted.

All NYC employers have an obligation to modify the notice required for new hires and reissue the notice to current employees.

Paystub Requirement

For each pay period in which an employee uses prenatal leave, the following information must be clearly documented on pay stubs or other documentation provided to the employee, such as a pay statement:

  • The amount of paid prenatal leave used during the pay period; and
  • Total balance of remaining paid prenatal leave available for use in the 52-week period.

Takeaways

  • Changes to NYC’s paid prenatal leave requirement take effect 07.02.25.
  • They incorporate and enhance NYS prenatal leave protections that went into effect at the beginning of this year.
  • NYC employers should understand their obligations and implement the changes to policies, notices, and recordkeeping.

Related links


NYS Paid Prenatal Leave Rights

Since Jan. 1, 2025, all private-sector employers in New York have been required to provide up to 20 hours of paid prenatal leave in a 52-week period to eligible employees, regardless of company size. The 52-week leave period starts on the first day the prenatal leave is used.

The prenatal leave entitlement is in addition to the statutory sick leave entitlement and other paid time off benefits provided by company policy or applicable law, and it applies only to employees receiving prenatal healthcare services, such as medical exams, fertility treatments, and end-of-pregnancy appointments. Spouses, partners, or support persons are not eligible to use prenatal leave.

Employers cannot force employees to use other leave first or demand medical records or confidential health information to approve prenatal leave requests. (See NYS Paid Prenatal Leave: Employers Must Manage a New Entitlement in the New Year.) (Jackson Lewis)

2025 Trends in Employment Liability Protection Insurance (The AI Answer) & 4 Need to Knows of Employment Practice Liability Insurance (EPLI)- What is it EPLI?

Employment Practices Liability Insurance (EPLI) is evolving rapidly in 2025, driven by technological advancements, regulatory changes, and shifting workplace dynamics. Below are the key trends shaping the EPLI landscape this year:

1. Increased Focus on Artificial Intelligence (AI) in Hiring

The use of AI in hiring processes is a double-edged sword. While AI can streamline recruitment, it also introduces risks of bias and discrimination. For example:

  • The Equal Employment Opportunity Commission (EEOC) settled its first AI-related discrimination case in 2023, where an employer’s AI system rejected older applicants, resulting in a $365,000 settlement 
  • States like New York and Colorado have enacted laws requiring employers to audit AI tools for bias, and federal frameworks like the Department of Labor’s AI & Inclusive Hiring Framework are guiding employers on mitigating algorithmic discrimination risks 

In 2025, businesses using AI must implement safeguards, such as regular bias audits and human oversight, to avoid litigation and EPL claims 

2. Stricter Workplace Harassment Regulations

The EEOC’s updated workplace harassment guidance, effective since April 2024, has expanded protections for employees. Key updates include:

  • Broader definitions of sexual harassment to include LGBTQI+ workers and pregnancy-related conditions.
  • Recognition of online harassment in remote work environments, such as inappropriate comments during video meetings or offensive imagery visible in virtual settings 
  • Clarifications on balancing religious expression with protections for other employees 

These changes mean employers must update their anti-harassment policies and training programs to remain compliant and reduce EPL risks 

3. Pay Transparency and Wage Equity

Pay transparency laws are gaining momentum, requiring employers to disclose salary ranges in job postings and provide wage data to employees. This trend aims to address pay inequality and promote fairness:

  • Colorado pioneered pay transparency laws in 2019, and many states have followed suit, with more legislation expected in 2025 
  • The EEOC has included equal pay initiatives in its Strategic Enforcement Plan for 2024-28, signaling heightened scrutiny on wage practices 

Employers must ensure compliance with these laws to avoid claims related to wage discrimination and inequity 

4. Rising EPL Claims and Settlements

Recent high-profile settlements highlight the growing financial risks of EPL claims:

  • Mastercard settled a $26 million lawsuit in January 2025 over allegations of systemic underpayment of women and minorities 
  • Social inflation is driving higher court awards, making EPLI coverage more critical for businesses of all sizes 

Employers should review their EPLI policies to ensure adequate coverage for emerging risks, including retaliation claims and wage-and-hour disputes 

5. Regulatory and Legislative Changes

New laws and executive orders are reshaping the EPLI landscape:

  • The Pregnant Workers Fairness Act (PWFA) and expanded protections for contractors and vendors are increasing employer liability 
  • Restrictions on Diversity, Equity, and Inclusion (DEI) programs within federal agencies and contractors are creating compliance challenges 

Employers must stay informed about these changes and work with legal counsel to navigate the evolving regulatory environment 

Conclusion

In 2025, employment liability protection insurance is more critical than ever as businesses face new risks from AI, stricter harassment laws, pay transparency requirements, and rising claims. Employers should:

  • Conduct regular audits of workplace policies and AI tools.
  • Update anti-harassment and pay equity practices.
  • Secure robust EPLI coverage to mitigate financial and reputational risks.

By staying proactive, businesses can navigate these challenges and foster a compliant, equitable workplace. (You.com)

Burr’s- 4 Need to Knows of Employment Practice Liability Insurance (EPLI)- What is it EPLI?

There are a variety of insurance policies and coverage on the market today for organizations, worker’s compensation, business, employee’s, vehicles, etc.  You can insure just about anything (within reason).  What about business insurance for a what if situation related to discrimination?  Does insurance like this exist?  What is employment practice liability insurance (EPLI)?  EPLI is a specialized insurance designed for organizations to protect against losses incurred in litigating and settling wrongful employment practice liability claims.  This insurance provides protection against a what if scenario; discrimination, breach of contract and wrongful discharge lawsuits.  Many times, these lawsuits are not covered under general business liability insurance.  EPLI is generally structured as gap insurance for the organization.  “Directors’ and officers’ liability insurance only protects the individual and not the company itself. EPLI is most commonly designed to fill this gap in coverage. It generally provides reimbursement for the costs incurred in defending a lawsuit but does not cover reimbursement for any penalties suffered.” [i]


[i] https://www.shrm.org/resourcesandtools/tools-and-samples/hr-qa/pages/whatisemploymentpracticesliabilityinsurance.aspx

The four factors of employment practice liability insurance:

  1. Cost of EPLI:  This will be dependent upon the size of the organization, type of industry/business and other risk factors; previous issues, employment practices, etc. 
  2. Relevancy to Organizations: EPLI continues to grow in popularity as employment lawsuits have also grown in popularity and filing charges with agencies has become much easier with the advent of the Internet and through social media communications.  Organizations are not prepared to absorb the risk of loss from such lawsuits, claims and settlements.  Don’t assume, “this can never happen to our organization.”
  3. Evaluation of Policies: Organizations should work with current insurance providers to review the scope of coverage and adequacy of limits.  “They should understand who controls the claims handling process-the insured or insurer.  Selection of an appropriate policy for your company’s needs can be difficult and should be carefully considered.”[i]  Do your homework and be prepared to ask questions and fully understand the EPLI policy and processes involved, if a claim is filed.  Your organization will be paying the premium, you need to fully understand what you are paying for and how this insurance will impact the organization in relation to a what if scenario. 
  4. What Will Insurance Companies Look For: Many insurance companies will not insure a company unless there are basic and sound employment practices in place.  “Employee handbooks, post-incident investigation practices, and arbitration or mediation policies are some of the major items that insurance companies expect an employer to have when applying for an EPLI policy. You should be prepared for the insurance company to scrutinize all of the HR functions. Also, recent employment lawsuits, size of company, geographic location, and type of business or industry all affect the availability and cost of insurance.”[ii]

Insurance is there, in the event we have a need or a claim.  Is it worth taking a risk and not having Employment Practice Liability Insurance?  Our goal as leaders should be to eliminate the need for the EPLI.  This does not mean not purchasing an insurance policy; simply put, we need sound employment practices and consistency throughout the organizations.  Do your research and fully understand what your organization needs in EPLI coverage.  Look at more than one insurance provider and seek out multiple quotes.  Work with a team and/or board of directors to ensure the best decision is made.  If you have questions, seek guidance.  Insurance is complex and employment lawsuits/settlements can have a major impact on organizations of any size.

Recognizing that smaller companies now need this kind of protection, some insurers provide this coverage as an endorsement to their Businessowners Policy (BOP). An endorsement changes the terms and conditions of the policy. Other companies offer EPLI as a stand-alone coverage.

EPLI provides protection against many kinds of employee lawsuits, including claims of:

  • Sexual harassment
  • Discrimination
  • Wrongful termination
  • Breach of employment contract
  • Negligent evaluation
  • Failure to employ or promote
  • Wrongful discipline
  • Deprivation of career opportunity
  • Wrongful infliction of emotional distress
  • Mismanagement of employee benefit plans

I highly recommend a thorough review of any employment practices liability insurance as the organization evolves. 

 

10 Important Facts about Employment Practices Liability Insurance

  1. Wrongful acts (as defined by the policy) are typically included for coverage. Intentional acts are generally excluded from EPLI coverage.
  2. Wage and hour damages are excluded from EPLI unless they are explicitly endorsed for inclusion. Even so, there is a sub-limit for defense cost coverage for wage and hour claims, which is usually not more than $100,000.
  3. Punitive damages, which generally exceed simple compensation and is awarded to punish the defendant, can be considered as part of optional coverage under EPLI. However, it is important to note that coverage of punitive damages is subject to state law. In states such as California, for example, EPLI insurance does not typically cover punitive damages. It is important to review the exact policy wording to be used.
  4. The insurance company is usually responsible for selecting the attorney who will defend the lawsuit on behalf of the employer. The attorney is typically chosen from a pre-selected panel of approved attorneys, all of whom specialize in employment law, specifically liability insurance (EPLI). In some cases, the employer’s counsel may be selected if the choice of counsel was approved by the carrier beforehand.
  5. EPLI policies typically include self-insured retention (SIR) instead of a deductible. A SIR is an amount that the policyholder will have to pay out-of-pocket for defense costs and losses during the early stages of an employment liability insurance claim before the insurer is required to pay anything. The SIR differs from the deductible. A deductible is subtracted by the insurer from its total claim payment, which then becomes the responsibility of the policyholder.
  6. An EPLI claim is usually initiated by a written demand for relief, or when charges are brought before an agency such as the EEOC. Claims may also be initiated by the serving of a summons or a lawsuit, or as part of a regulatory investigation. If a claim is not reported when it is first initiated–or within the time frame specified in the policy–there may be a denial of the claim for coverage.
  7. Employment practices liability insurance policies often include a provision known as a “hammer clause”. This clause states that if the insured does not agree to the first settlement opportunity recommended by the carrier, the carrier’s liability may be capped at the amount for which the claim could have been settled. The defense costs up to the date of the settlement opportunity will also be included in the liability.
  8. Breach of contract is usually excluded from coverage unless it is related to other allegations. The reason for this is that there is an assumption that the terms will be carried out if and when the insured enters into a contract. If the terms are not carried out, the assumption is that the company violated the contract intentionally.
  9. The policy form will indicate “claims made” instead of “occurrence”. This means that the policyholder is only eligible to receive benefits if they are covered at the time the claim is filed with the insurance carrier.
  10. It is advisable to notify the carrier of any facts that have surfaced that may require the filing of a future practices liability insurance (EPLI) claim, but for which no claim currently exists. Putting the carrier on notice of an unrealized possibility of a claim does not typically affect the cost of the policy renewal. However, such a notice can secure important protections under the policy in the event that an employment practices liability insurance (EPLI) claim is made at a future date. (Vantreo)

Consideration 1: Risk Management

In determining whether or not to procure an EPLI policy, an employer should initially focus on its internal policies and procedures to assess its risk. An employer should audit its policies and practices; assess the quantity and quality of its training programs; review its claims history and recordkeeping; and consider the history and number of plaintiffs’ verdicts, the size of the awards, the jury climate, and the risk of punitive damages. Having strong anti-harassment, anti-discrimination, and accommodation policies and procedures, an established complaint and investigative procedure, and an employee handbook describing the at-will employment relationship, are essential steps prior to considering or obtaining an EPLI policy. Employment claims may be dramatically decreased or significantly controlled through careful policy development and decision-making, thereby reducing or eliminating the need for EPLI.

Consideration 2: Policy Coverage

EPLI policies differ significantly with respect to policy definitions, exclusions, conditions, and limitations on coverage. Employers must understand what the policy covers, including the insureds, claims covered, and policy exclusions. For example, many policies will not pay for punitive damages, severance, or claims arising from a violation of the Fair Labor Standards Act (“FLSA”), the National Labor Relations Act (“NLRA”), the Occupational Safety and Health Act (“OSHA”), the Consolidated Omnibus Budget Reconciliation Act (“COBRA”), the Employee Retirement Income Security Act (“ERISA”), the Worker Adjustment and Retraining Notification Act (WARN”), state wage payment statutes, and class actions. Likewise, some policies do not cover front pay, liquidated damages, or retaliation claims. Nor does EPLI typically cover legal advice related to the activities that ultimately may lead to the litigation. Unfortunately, many employers do not scrutinize these coverage issues until after a claim is presented and are surprised to learn they do not have the coverage they thought they purchased.

Consideration 3: Case Control and Selection of Counsel

EPLI policies vary greatly with regard to who has the right to select legal counsel and the duty to defend. When EPLI is involved, an employer’s management may no longer have the final determination about how a claim will be handled; the insurance company often retains the right to select defense counsel and make defense decisions. The legal counsel selected by the insurance company may or may not have experience litigating employment cases. The policy may preclude the employer from using a law firm or attorney of the employer’s choice. As most employers know, retaining the right to have experienced employment attorneys who are familiar with the employer is crucial in potential or realized litigation. Prior to entering into a specific policy, therefore, an employer should negotiate for its right to choose counsel and then ensure that such counsel is approved to defend claims under the policy for the duration of the policy. The ability to negotiate choice of counsel after a policy is in place is almost non-existent.

In some cases, the insurance company may retain the right to determine whether a settlement is appropriate. An employer can negotiate as part of its EPLI policy that the insurer will not settle without the consent of the insured. However, many policies include a “hammer clause,” which caps the insurer’s coverage when the insured refuses to consent to settlement.

Another concern with an insurer having significant control over settlement is when a terminated employee agrees to accept less in terms of a monetary settlement in exchange for being reinstated. Understandably, insurance companies prefer to settle cases for as little as possible (although some understand that reinstating a terminated employee may lead to additional claims at a later date). Therefore, an employer considering EPLI should be certain to retain control over the reinstatement decision.

An additional consideration arises when there is a high deductible. The insurer may push for a quick resolution, thereby decreasing its coverage responsibility even though the employer may prefer to proceed with litigation. Similarly, while high deductibles ensure coverage of substantial losses, they leave an employer practically uncovered against smaller claims.

Consideration 4: Protection

The major advantage of EPLI is the protection it affords (assuming the policy limits are sufficiently high) against what could otherwise be a catastrophic claim that results in an employer’s bankruptcy. Fortunately for all involved, those claims are far more rare than the media suggests. The level of exposure varies from state to state. Organizations with employees in California, New York, Texas, Illinois, or other highly-populated states, or in highly-litigious states, may face increased odds of suffering a catastrophic claim. However, the converse is also true in less populous or less litigious states where an employer may be better served focusing its resources on improving its ability to prevent claims.

Ultimately, companies exploring EPLI should conduct a thorough cost-benefit analysis based on all of the factors outlined herein. Employers should also carefully assess: 1) the deductible level and whether the deductible is per claim or per policy period; 2) the limits of liability that the insurance company is obligated to pay during a given period for any claim or suit; 3) whether there is an aggregated limit over a given time period; 4) whether the EPLI policy provides reimbursement of defense costs only at the end of litigation, leaving the employer with a considerable cash flow obligation throughout the case; and 5) whether the policy is a self-liquidating or “burning limits” policy (i.e., every dollar spent on defense reduces the amount available to settle or otherwise resolve the claim by one dollar).

https://www.bairdholm.com/blog/employment-practices-liability-insurance-considerations/


[i] https://www.shrm.org/resourcesandtools/tools-and-samples/hr-qa/pages/whatisemploymentpracticesliabilityinsurance.aspx

[ii] https://www.shrm.org/resourcesandtools/tools-and-samples/hr-qa/pages/whatisemploymentpracticesliabilityinsurance.aspx

OSHA 300 Recordkeeping Rules & Requirements February 1 to April 30, 2025

Original posting date: December 23, 2024

Under OSHA’s recordkeeping regulation, certain covered employers are required to prepare and maintain records of serious occupational injuries and illnesses using the OSHA 300 Log. This information is important for employers, workers and OSHA in evaluating the safety of a workplace, understanding industry hazards, and implementing worker protections to reduce and eliminate hazards.

The Summary must be physically posted, in a place where employees are used to finding notices, from February 1 to April 30. During that time, you must make sure that the Summary is not removed, altered, or defaced.

Did You Know?

Employers must electronically submit 2024 injury and illness data from OSHA Form 300A by March 2 if they have:

  • 250 or more employees and are currently required to keep OSHA injury and illness records.
  • 20-249 employees classified in specific industries with historically high rates of occupational injuries and illnesses.

Visit OSHA’s Injury Tracking Application webpage for more information and to submit data online.

When electronically submitting OSHA Form 300A, you must provide your Employer Identification Number.

Is your organization required to prepare and maintain records under current rules?

To find out if you are required to prepare and maintain records under the updated rule, first determine your NAICS code by:

  1. Using the search feature at the U.S. Census Bureau NAICS main webpage.  In the search box for the most recent NAICS, enter a keyword that describes your business. Choose the primary business activity that most closely corresponds to you, or refine your search to get more choices.
  2. Viewing the most recent complete NAICS tables on the U.S. Census Bureau NAICS main webpage. Select the two-digit sector code and choose a six-digit industry code to read its definition.
  3. Using an old SIC code to find your NAICS code using the detailed conversion tables on the U.S. Census Bureau Concordances page.
  4. Contacting your nearest OSHA office or State agency for help.

Once you have found your NAICS code, you can use the following table to determine if your industry is exempt from the recordkeeping rule.

NOTE: Establishments in companies with 10 or fewer employees at all times in the previous year continue to be exempt from keeping OSHA records, regardless of their industry classification.  The partial exemption for size is based on the number of employees in the entire company.

Forms Needed for Completion:

The OSHA injury and illness recordkeeping forms are:

  • the Log of Work-Related Injuries and Illnesses (OSHA Form 300),
  • the Summary of Work-Related Injuries and Illnesses (OSHA Form 300A), and
  • the Injury and Illness Incident Report (OSHA Form 301).

Employers must fill out the Log and the Incident Report only if a recordable work-related injury or illness has occurred. Employers must fill out and post the Summary annually, even if no recordable work-related injuries or illnesses occurred during the year.

In place of the OSHA forms, employers may also use equivalent forms (forms that have the same information, are as readable and understandable, and are completed using the same instructions as the OSHA forms they replace). Many employers use an insurance form instead of the Incident Report, or supplement an insurance form by adding information required by OSHA.

Additional Information:

OSHA Fact Sheet

OSHA Exempt Industries FAQ Sheet

OSHA Recordkeeping Forms

OSHA 300 & 300A PDF Forms

How does OSHA define a recordable injury or illness?

  • Any work-related fatality.
  • Any work-related injury or illness that results in loss of consciousness, days away from work, restricted work, or transfer to another job.
  • Any work-related injury or illness requiring medical treatment beyond first aid.
  • Any work-related diagnosed case of cancer, chronic irreversible diseases, fractured or cracked bones or teeth, and punctured eardrums.
  • There are also special recording criteria for work-related cases involving: needlesticks and sharps injuriesmedical removalhearing loss; and tuberculosis.

How does OSHA define first aid?

  • Using a non-prescription medication at nonprescription strength (for medications available in both prescription and non-prescription form, a recommendation by a physician or other licensed health care professional to use a non-prescription medication at prescription strength is considered medical treatment for recordkeeping purposes);
  • Administering tetanus immunizations (other immunizations, such as Hepatitis B vaccine or rabies vaccine, are considered medical treatment); Cleaning, flushing or soaking wounds on the surface of the skin
  • Using wound coverings such as bandages, Band-Aids™, gauze pads, etc.; or using butterfly bandages or Steri-Strips™ (other wound closing devices such as sutures, staples, etc., are considered medical treatment);
  • Using hot or cold therapy;
  • Using any non-rigid means of support, such as elastic bandages, wraps, non-rigid back belts, etc. (devices with rigid stays or other systems designed to immobilize parts of the body are considered medical treatment for recordkeeping purposes);
  • Using temporary immobilization devices while transporting an accident victim (e.g., splints, slings, neck collars, back boards, etc.). Drilling of a fingernail or toenail to relieve pressure, or draining fluid from a blister;
  • Using eye patches;
  • Removing foreign bodies from the eye using only irrigation or a cotton swab;
  • Removing splinters or foreign material from areas other than the eye by irrigation, tweezers, cotton swabs or other simple means;
  • Using finger guards;
  • Using massages (physical therapy or chiropractic treatment are considered medical treatment for recordkeeping purposes); or
  • Drinking fluids for relief of heat stress.

OSHA Record Retention Requirements

  • Hazardous Energy: Certification requirements for 1 year
  • Noise Exposure: Two Years
  • PPE: Duration of Employment
  • Hazard Communication: Duration of Employment Plus 30 Years
  • Confined Space Permits: One Year
  • Respiratory Protection: Duration of Employment Plus 30 Years
  • Electric Safety: Safety records for the duration of employment
  • Medical Exposure Records: Duration plus 30 Years
  • OSHA 300 Log: 5 Years, following the end of the calendar year
  • Other’s Training, Discipline, General Duties Clause

Know the state regulations on record keeping as well.

https://www.shrm.org/resourcesandtools/hr-topics/risk-management/pages/osha-document-retention-requirements.aspx

Categories of Documents

  • The following list sets out the typical OSHA standards and the General Duty Clause that may require an employer to create, retain and produce certain documents during the course of an inspection, if requested by the OSHA compliance officer. Obviously, whether the employer is required to have certain of these programs or others will be dependent upon the nature of the work activities at the site. This list is focused on the standards that are applicable to employers in general industry and not construction, although some general industry standards are substantially similar and also applicable to the construction industry. There are many hazards that are common to each industry but the regulatory obligations frequently differ. For those employers in the construction industries, it will be necessary to reference the existing regulations addressing hazards in that industry when responding to an OSHA document request.
  • During the inspection, the employer should request the compliance officer to make the document request in writing (it can be handwritten) so that there is no confusion over what documents are being requested and so that the employer is not cited for failure to produce a document it did not believe was requested by the compliance officer. The employer’s onsite representative should review this request with management and decide which documents will be produced to the compliance officer. It is important to remember that the employer has no duty to produce certain documents (e.g., post-accident investigations, insurance audits, consultant reports, employee personnel information) because no regulation requires such production. It is important to note that any documents produced can be utilized to issue citations, thus, the employer should not produce any documents unless required by law.

Control of Hazardous Energy – Lockout/Tagout (LOTO)

  • The regulation requires the employer to develop procedures to protect employees who service or maintain its machines against unexpected energization or startup of equipment or release of stored energy. The employer must train its “authorized” employees how to perform LOTO with these procedures, as well as “affected” employees who may be exposed to the equipment. The rule requires the onsite employer and outside employer to inform each other of their respective lockout or tagout procedures.

Document retention: The LOTO standard requires employers to certify that periodic inspections have been performed at least annually. Accordingly, employers should retain certifications for one year, or until a new certification is created. It is also advisable that employers retain employee LOTO training records for the duration of employment.

Occupational Noise Exposure

  • The standard requires the employer to provide a hearing conservation program (education, annual audiograms, hearing protection) for employees who are exposed to noise levels equal to or exceeding an 8-hour time-weighted average of 85 decibels on the A scale. The employer must conduct a noise survey to determine those jobs which may require employees to be included in the program. Employees who suffer hearing loss at certain frequencies must be included on the OSHA 300 Log. The employer must develop a written program and administer it.

Document retention: Employers must retain noise exposure measurement records for two years. Employers must also retain audiometric test records for the duration of the affected employee’s employment.

Personal Protective Equipment (PPE)

  • The employer must conduct an initial certified hazard assessment of the workplace to determine if hazards are present which require personal protective equipment for eyes, face, head and extremities to protect against injury. The employer must provide each employee with the necessary PPE, train the employee in the use of PPE and enforce its use. The employer must pay for the PPE with limited exceptions.
  • A second certification is required to confirm that the PPE was provided, the employee received training in how to utilize it and that the employee “understood” the training.

Document retention: Employers should retain the written certifications of a hazard assessment and employee training for the duration of employment for all employees exposed to identified hazards. It is also advisable for employers to retain employee PPE training records for the duration of employment.

Hazard Communication (Employee Right to Know)

  • The regulation requires the employer to develop a written hazard communication program to protect employees against any hazardous chemical which presents a physical or health hazard. The employer is required to conduct an assessment to determine which hazardous chemicals may be present, to inform employees of the presence of the hazardous chemicals, and train employees on how to read a safety data sheet (SDS) for each hazardous chemical.
  • Employees are entitled to access to the SDSs and to obtain copies.

Document retention: Employers must retain SDSs for the duration of employment plus 30 years for all employees exposed to the chemical in question, unless there is some other record of the identity of the substance or chemical, where it was used and when it was used. The employer must also be sure it has a copy of all SDSs for all chemicals that are currently in use. It is also advisable for employers to retain employee hazard communication training records for the duration of employment.

Process Safety Management (PSM)

  • This standard requires employers who utilize certain toxic, reactive, flammable or explosive chemicals in certain quantities, to develop a written fourteen (14) part PSM program. The PSM program addresses all aspects of work around the covered “process” that utilizes the chemicals.
  • The regulations requires training of contractor employees who perform certain work around the covered process concerning the hazards and elements of the PSM program.

Document retention: Employers must retain process hazard analyses (PHAs) for the life of the covered process. In addition, the employer must prepare a written record that each employee who is involved in the operation of the process was trained and understood the training. These verification records should be retained for the length of the employee’s employment. We recommend that employers also retain all process safety information (PSI) used for developing, maintaining, auditing, and otherwise managing all processes for the life of the processes. Any incident investigations conducted under the PSM standard must be retained for five years. Additionally, employers must retain the two most recent compliance audit reports conducted under the PSM standard.

Emergency Action Plans (EAPs)

  • The rule requires the employer to develop an emergency action plan to protect employees against the hazards of fires or other emergencies. The EAP must include provisions for reporting a fire or other emergency, evacuation procedures and the alarm system. The employer must train each employee.

Document retention: There are no specific document retention requirements, aside from the requirement that employers develop and maintain a written EAP. If the employer has ten or fewer employees, the plan does not have to be in writing.

Fire Extinguishers

  • Employers required to provide fire extinguishers must mount, locate and identify them so that they are readily accessible to employees.
  • If employees are expected to use the fire extinguishers, the employer must provide training upon initial employment and at least annually thereafter. The employer must develop an educational program if it expects the employees to use the fire extinguishers. Many employers specifically prohibit employees from using the fire extinguishers to avoid this training obligation. If the employer permits the employees to use the fire extinguishers, the educational program and training should be in writing and maintained for the length of employment.

Permit-Required Confined Spaces

  • Employers are required to identify all confined spaces within the workplace that employees or outside contractors may be required to enter and contain a hazardous atmosphere, engulfment hazard, an internal configuration that could trap or asphyxiate an entrant or other serious safety or health hazard. The employer must develop a written program and procedures for employees who enter the confined spaces. Only trained and authorized employees can enter the space.
  • The standard requires the host-employer to provide certain information to other contractors who will have their employees enter the space.

Document retention: Employers must retain each canceled entry permit for at least one year and review them within one year after each entry. It is also advisable to retain employee confined space training records for the duration of employment.

Bloodborne Pathogens

  • This regulation requires an employer to develop a written program to protect employees at the workplace who are reasonably expected to have occupational exposure to bloodborne pathogens, i.e., bloodborne diseases. The employer is required to assess all jobs to determine if there is such exposure and if so, to train employees in the hazards, provide PPE and to develop procedures for medical evaluation and treatment if an employee has actual exposure.

Document retention: Employers must retain employee exposure records for the duration of employment plus 30 years. Training records must be retained for three years from the date on which the training occurred, although it is advisable to retain training records for the duration of employment.

Respiratory Protection

  • The standard requires the employer to conduct an assessment of the workplace to determine if there are harmful dusts, fumes, mists, sprays or vapors which may create a respiratory health hazard. If there are such hazards, the employer is required to develop a written respiratory protection program, to evaluate employees to determine if they are physically capable of wearing a respirator, to provide such respiratory protection at the employer’s cost, and train employees how to wear and maintain respiratory protection. The employer must enforce use of the respiratory protection.

Document retention: Employers must retain records of employee medical evaluations for the duration of employment plus 30 years. Employers must also retain fit-test records for respirator users until the next fit test is administered.

Electrical Safety (Safety-Related Work Practices)

  • The rules require an employer who will permit its employees to perform work on or in the vicinity of exposed energized parts (which cannot be locked out and tagged out) to provide extensive training in the hazards of working or in the vicinity of live electrical equipment, protective clothing and insulated tools and devices. The employer must designate employees as “authorized” in order to perform such work or “unqualified” in which case such employees cannot perform such work. The employer may be required to conduct an electrical exposure hazard survey of electrical equipment under NFPA 70E in order to determine what PPE should be used, what training is necessary, and to otherwise be in compliance with OSHA safety requirements.

Document retention: OSHA’s electrical safety standards do not have any specific record retention requirements, however it is advisable to retain employee training records under these standards for the duration of employment. If an employer conducts an electrical exposure hazard survey, the employer should retain it for as long as the hazard exists.

Access to Employee Exposure and Medical Records

  • Employers are required to inform employees of their right to have access to all records maintained by the employer that reflect an employee’s exposure to any toxic substance or harmful physical agent (e.g., chemicals, dusts, vapors, noise, mold, etc.) or any medical records which the employer maintains on an employee, except for certain exceptions. Employees are entitled to have access and to obtain a copy at the employer’s expense.

Document retention: Employers must retain employee exposure records for the duration of employment plus 30 years. If the employer maintains certain employee medical records, the employer must retain them for the duration of employment plus 30 years.

Powered Industrial Trucks

  • The regulation requires an employer to develop a written program to train all employees who will be required and authorized to operate powered industrial trucks (including forklifts, manlifts, etc.) as to the hazards of such equipment and to certify their training after they receive classroom-type training and are actually observed operating the equipment under the physical conditions at the workplace, such as aisles, ramps, etc. The employee must be retrained and recertified every three years, at minimum, or after an accident or “near miss” which resulted from an unsafe act.

Document retention: The powered industrial truck standard does not specify how long training certifications must be retained after the initial certification or the certification required every three years or after a near miss. It is advisable that employers retain the training certifications for the duration of employment for each employee.

OSHA 300 Log of Work-Related Fatalities, Injuries and Illnesses

  • The OSHA 300 Log must be maintained by employers unless there is an exemption, based on the NAICS code or the size of the employer. The employer is required to record on the log, within seven calendar days, each fatality, injury or illness that is recordable under OSHA definitions. The host employer is required to enter into its log the injuries or illnesses of outside employees at the worksite under certain conditions, for example, temporary employees who are under the direction and control of the host employer.
  • The OSHA 300 Log must be maintained and certified by the employer on an annual basis. For each entry on the log, there must be an OSHA 301 Incident Report form, or its equivalent, which can be the employer’s First Report of Injury or Illness form required by the state worker’s compensation law. An annual summary must be prepared and posted using the 300A annual summary form or an equivalent. In order to comply with OSHA’s recordkeeping requirements, it is critical that employees are trained from their initial employment that they must immediately report any occupational injury or illness to determine if it is recordable.

Document retention: The OSHA 300 Log, the annual summary, and the OSHA Incident Report forms must be retained by employers for five years following the end of the calendar year that these records cover. The OSHA 300 Log must be maintained on an “establishment basis” based on NAICS codes. It is possible that employers may have some “establishments” where a log must be maintained, and others where maintaining a log is not necessary.

General Duty Clause

  • Section 5(a)(1) of the Occupational Safety and Health Act requires an employer to identify “recognized hazards likely to cause serious injury or death” to an employee, which hazards may not be regulated by a specific OSHA regulation, and to take “feasible” actions to abate or correct such hazards. This duty can be based upon the “recognition” of the hazard in the employer’s own, existing programs, or within the employer’s industry. Some examples of this legal obligation may cover ergonomics, heat illness, workplace violence and combustible dust.

Document retention: While there are no specific standards for “recognized hazards” covered under the General Duty Clause, and thus no specific record retention requirements, it is advisable for employers to retain any training records it has developed addressing any “recognized hazards” for the duration of employment, including the written policy, training records and documents that evidence discipline for violation of the policy. Remember that certain documents related to General Duty Clause obligations may also fall under exposure/medical recordkeeping requirements.

Disciplinary Records

  • There is no regulation that requires an employer to maintain written records of employee discipline for violations of the employer’s safety and health policies. If, however, the employer wants to credibly assert the “unavoidable employee misconduct” defense to avoid liability for OSHA citations, the employer is highly recommended to maintain written records of discipline indicating the nature of the violation, the date, the name of the employee who committed the violation and the name of the supervisor who imposed the discipline.
  • This same documentation can be useful in the event that the employer has to defend an employment discrimination or wrongful termination action by being able to prove that the action was based on a legitimate nondiscriminatory reason such as violation of safety and health policies. (SHRM)

2025 New York State Releases Paid Prenatal Personal Leave Implementation Recommendations

Original post date: December 12, 2024

NYS Website

Beginning January 1, 2025, employers must provide at least 20 hours of paid prenatal personal leave (“PPPL”) during any 52-week calendar period, in addition to the existing statutory paid sick leave entitlement.

New York State recently released a website, including FAQs, regarding the new PPPL mandate. It remains to be seen whether the State will also release proposed and/or final regulations on the new mandate.

With less than a month to go before the New York PPPL mandate goes into effect, New York State released administrative guidance to help employers navigate the new requirements. Key FAQs provide the following insights and reminders for employers:

  • Employee Eligibility: While the mandate itself is silent on whether the New York State Paid Sick Leave employee eligibility requirements apply under the PPPL mandate, the FAQs confirm that all employees working for private-sector employers are covered. This includes full-time, part-time, exempt, and non-exempt workers.
  • Employer Coverage: The FAQs also confirm that all private-sector employers, regardless of size, are covered by the PPPL mandate.
  • Amount of Leave and Benefit Year: As noted above, under the impending mandate, each eligible employee gets 20 hours of PPPL during any 52-week calendar period. However, in discussing the 52-week period, the non-binding FAQs state that the first time the employee uses PPPL begins the 52-week period for that employee. The FAQs further note that, for example, the triggering date is the date that the leave is first recorded on an employee’s timesheet.
  • Reasons For Use: The mandate provides that PPPL can be used by employees to receive health care services during their pregnancy or related to such pregnancy, including physical examinations, medical procedures, monitoring and testing, and discussions with a health care provider related to pregnancy. Notably, the FAQs provide that PPPL can only be used by the pregnant employee and cannot be used by a pregnant individual’s spouse, partner, or other support person. Additionally, the FAQs offer some additional nonexclusive examples of appropriate uses of PPPL, including fertility treatment or care appointments, in vitro fertilization, and end-of-pregnancy care appointments. However, the FAQs note that PPPL cannot be used for post-natal or postpartum appointments.
  • No Accrual: The FAQs make clear that employees do not accrue PPPL. All employees automatically have 20 hours of PPPL beginning January 1, 2025, or upon their date of hire, whichever is later.
  • No New Hire Waiting Period: Regarding new hires, the FAQs confirm that PPPL is consistent with the New York State Paid Sick Leave Law in that it does not allow employers to provide any waiting period on when new hires can begin using the relevant time off benefit. In other words, eligible new hires can use PPPL for a covered absence immediately without satisfying a minimum amount of time worked before accessing the PPPL.
  • Interplay With Other Leaves: The PPPL mandate states that PPPL is in addition to sick leave provided under the New York State Paid Sick Leave Law. The FAQs appear to go a step further by stating that PPPL is a separate benefit from other leave policies and laws, and that the 20 hours of PPPL are in addition to any other available leave options.
  • No Retaliation: The FAQs reiterate that retaliation is prohibited and provide a few nonexclusive examples of retaliation. One such example is employers reducing other leave options like New York State Paid Sick Leave when the employee uses PPPL.
  • No Paystub Notification Requirement: The FAQs confirm that the PPPL mandate does not specifically require recordkeeping on paystubs. The guidance further reminds employers that it is a best practice to maintain clear records of available types of leave and amounts of types of leave used.
  • Notice & Documentation: Regarding employee notice to their employer, the FAQs state that employees should request PPPL like any other time off by using existing notification/request procedures within their workplaces. The New York Department of Labor encourages employees to give employers advance notice of leave requests and encourages employers to communicate how to request leave to their employees. The FAQs further explain that employers cannot ask employees to disclose confidential information about their health condition(s) as a condition of requesting to use PPPL.
  • Rate of Pay: The FAQs also reiterate that PPPL must be paid at the employee’s regular rate of pay, or the applicable minimum wage under New York State law, whichever is greater.

The PPPL mandate and corresponding new FAQs remain silent on several important topics. Some examples include (a) how the PPPL mandate operates in the context of union workers, (b) whether the PPPL mandate has a written policy requirement, and (c) what happens to unused PPPL at year end.

Considerations:

  • Review existing sick leave or PTO policies and practices, and assess the interplay with the PPPL requirements, and do the same assessment for any related attendance, conduct, anti-retaliation, and discipline policies and practices.
  • Determine whether to implement new policies and practices to ensure compliance with the PPPL mandate.
  • Train supervisory and managerial employees, as well as HR, on the new requirements.

(JD Supra)

Frequently Asked Questions

What is the Paid Prenatal Leave Law?

This is an amendment to Labor Law Section 196-b that provides employees with 20 hours of paid leave time per year to be used for prenatal healthcare service appointments during their pregnancy or related to their pregnancy. This new law takes effect on January 1, 2025.

How does Paid Prenatal Leave relate to NYS Sick Leave in Labor Law 196-b?

Paid Prenatal Leave is a separate employee benefit from NYS Sick Leave (paid or unpaid). Prenatal health care appointments may be covered by NYS Sick Leave, Paid Prenatal Leave, or an existing employer’s leave policy. An employer cannot require an employee to choose one leave type over another or require an employee to exhaust one type of leave before using Paid Prenatal Leave. Paid Prenatal Leave is a stand-alone benefit available to employees seeking prenatal healthcare services.

Who is covered by the Paid Prenatal Leave Law?

All employees working for private-sector employers. Private-sector employers include persons, corporations, limited liability companies, or associations employing any individual in any occupation, industry, trade, business, or service, regardless of part-time status, and overtime exempt status.

Is this leave time in addition to existing leave policies and the NYS Sick Leave Law?

Yes, this is a new legal requirement that provides a separate benefit from other leave policies and laws. Employees are entitled to 20 hours of Paid Prenatal Leave in addition to any other available leave options.

Does employer size matter?

No, all private-sector employees are covered regardless of size.

Can spouses, partners, or other support persons use Paid Prenatal Leave to attend prenatal appointments with a pregnant person?

No, Paid Prenatal Leave may only be used by the employee directly receiving prenatal health care services.

Employees

Does an employee accrue Paid Prenatal Leave?

No, all employees automatically have 20 hours of Paid Prenatal Leave.

Do brand-new employees have Paid Prenatal Leave?

Yes, the law does not require employees to accrue Paid Prenatal Leave or work for an employer for a minimum amount of time before accessing Paid Prenatal Leave. All employees will be entitled to 20 hours of Paid Prenatal Leave per year after January 1, 2025.

Can employees use Paid Prenatal Leave in hourly increments?

Yes, employees must use this benefit in hourly increments.

What rate of pay applies to this leave?

An employee must be paid at the employee’s regular rate of pay, or the applicable minimum wage established by the Labor Law, whichever is greater, for the use of Paid Prenatal Leave.

What health care services are covered?

Paid Prenatal Leave covers health care services received by an employee during their pregnancy or related to such pregnancy, including physical examinations, medical procedures, monitoring and testing, and discussions with a health care provider related to the pregnancy.

Does this law apply to fertility treatment or care appointments, including in vitro fertilization?

Yes.

Does this law apply to end-of-pregnancy care appointments?

Yes.

Does this law apply to post-natal or postpartum appointments?

No.

Are employees required to submit medical records or documents to their employer?

No, and employers cannot ask employees to disclose confidential information about their health condition(s) as a condition of requesting to use Paid Prenatal Leave.

Can an employer ask me for details about my prenatal appointments?

No, and employers cannot ask employees to disclose confidential information about their health

condition(s) as a condition of requesting to use Paid Prenatal Leave.

What information do employees need to disclose to their employer to use Paid Prenatal Leave?

Employees should request time off like any other time off by using existing notification/request procedures within their workplaces. The Department encourages employees to give employers advanced notice of leave requests and encourages employers to communicate how to request leave to their employees.

If an employee requests Paid Prenatal Leave, can the employer require the employees to use a certain leave type if there is more than one option available?

No. The employee can use Paid Prenatal Leave for health care services related to their pregnancy, or they may use other available leave they have available.

When does a 52-week period begin each year?

The first time the employee uses Paid Prenatal Leave begins the 52-week period for that employee. For example, the triggering date is the date that the leave is first recorded on an employee’s timesheet.

What if an employee becomes pregnant more than once in a 52-week period?

An employee may use Paid Prenatal Leave on more than one pregnancy per year, but only 20 hours are available in a 52-week period. Any Paid Prenatal Leave hours remaining from the first pregnancy may be used during the second pregnancy if the second pregnancy is within the same 52-week period.

How many times can eligible employees use this benefit in one year?

This leave may be used throughout a 52-week period until the 20 hours are exhausted.

What if an employee needs more than 20 hours of leave or requests a different type of accommodation?

Employees may have additional options provided by other laws. Utilizing Paid Prenatal Leave does not preclude employees from asserting rights under other laws. As an example, employees should review the federal Pregnant Workers Fairness Act.

Employers

Can employers provide more than 20 hours of Paid Prenatal Leave?

Yes, nothing in the law restricts an employer from providing more than 20 hours.

Do I have to pay this benefit out if my employee does not use it?

No, if an employee separates from the employer, then the employer has no obligation to pay the employee for unused Paid Prenatal Leave hours.

Does an employer have to identify/classify Paid Prenatal Leave differently on pay stubs or in leave accrual banks?

While the law does not specifically require recordkeeping on paystubs, it is a best practice to maintain clear records of available types of leave and amounts of types of leave used in a manner accessible to both the employer and employee.

Employers cannot retaliate against employees for requesting Paid Prenatal Leave. What are some examples of retaliation?

A few examples include employers reducing other leave options like NYS Sick Leave when the employee uses Paid Prenatal Leave, employers changing work locations or hours after a Paid Prenatal Leave request is made.

Draft Policy Language:

“Organization X will provide employees with 20 hours of paid prenatal personal leave during any 52-week calendar period. Paid prenatal personal leave is in addition to leave provided under New York’s Sick Leave Law, local and federal law.

Paid prenatal personal leave may be used for healthcare services during or related to your pregnancy, including physical examinations, medical procedures, monitoring and testing, and discussions with your healthcare provider related to your pregnancy.

Paid prenatal personal leave may be taken in hourly increments and will be compensated at your regular rate of pay or the applicable minimum wage, whichever is greater.

If your need for leave is foreseeable, provide notice as soon as possible. If unforeseeable, provide notice as soon as practical. You are not required to provide documentation supporting your need for leave.”

Upon return to work following any paid prenatal personal leave, you will be restored to the position you held prior to taking leave or a position with the same pay and other terms and conditions of employment.

You will not be compensated for unused paid prenatal personal leave when your employment ends.

The Company will not retaliate against employees who request or take leave in accordance with this policy.

New York State Paid Sick Leave Websites:

https://www.ny.gov/programs/new-york-paid-sick-leave

https://www.ny.gov/new-york-paid-sick-leave/new-york-paid-sick-leave

10 Thoughts on Working through an ADA Accommodation

The Americans with Disabilities Act (ADA) was originally published in 1991, with revisions and updates in the mid-2000’s.  The legislation prohibits discrimination against people with disabilities in the workplace.  This article will focus on disability and accommodation during the application and employment relationship.  How does this impact our organizations?  What should we consider if an applicant or employee requires reasonable accommodation?  The steps below will assist our organizations in working through the complexity of accommodations.

Below are the 10 thoughts on ADA accommodations:

  1. Are you covered by the ADA? All employers with 15 or more employees are covered under the ADA at the federal level.  Review state regulations and legislation, to verify if there are stricter requirements at the state or local level. 
  1. Policies and Procedures in Place: Ensure your organization has handbook language, a policy, process and/or procedures in place to work through disability accommodations. This includes reviewing job descriptions; physical, standing, sitting or lifting requirements.  The more accuracy in the job descriptions, the better we can assess accommodations and determine the reasonableness of the accommodation request.
  1. Is the applicant qualified? The individual needs to satisfy the definitions under the ADA.  Applicants must meet the skill, experience, education and other job-related requirements.  They must be able to perform the essential functions of the position.
  1. The Interactive Process: Employers should engage in the interactive process in which the employee, health care provider and employer share relevant and important information on the position, the disability, accommodations and limitations of the applicant. This should be a good faith communication process between the parties.
  1. Employee Disability Under the ADA:
  • The ADA defines a disability as one of the following: a) a physical or mental impairment that substantially limits a major life activity; b) a record of a physical or mental impairment that substantially limited a major life activity; or c) being regarded as having such an impairment.
  • According to the Equal Employment Opportunity Commission (EEOC), the ADA Amendments Act (ADAAA) includes impairments that would automatically be considered disabilities. They include deafness, blindness, intellectual disability, completely or partially missing limbs, mobility impairments that require the use of a wheelchair, autism, cancer, cerebral palsy, diabetes, epilepsy, HIV or AIDS, multiple sclerosis and muscular dystrophy, major depression, bipolar disorder, post-traumatic stress disorder, obsessive-compulsive disorder, and schizophrenia.
  • The definition of major life activities includes caring for oneself, performing manual tasks, seeing, hearing, eating, sleeping, walking, standing, lifting, bending, speaking, breathing, learning, reading, concentrating, thinking, communicating and working. Major bodily functions include functions of the immune system; normal cell growth; and digestive, bowel, bladder, neurological, brain, respiratory, circulatory, endocrine and reproductive functions.
  • The definition of a disability also includes situations in which an employer takes an action prohibited by the ADA based on an actual or perceived impairment—for example, removing from customer contact a bank teller who has severe facial scars because customers may feel uncomfortable working with this employee or may perceive the employee as having an impairment when, in fact, he or she does not.
  • The ADAAA directs that if a “mitigating measure,” such as medication, medical equipment, devices, prosthetic limbs or low vision devices eliminates or reduces the symptoms or impact of the impairment, that fact cannot be used in determining if a person meets the definition of having a disability. Instead, the determination of disability should focus on whether the individual would be substantially limited in performing a major life activity without the mitigating measure. This rule, however, does not apply to people who wear ordinary eye glasses or contact lenses.
  • The following are not disabilities under the ADA: transvestism, transsexualism, pedophilia, exhibitionism, voyeurism, gender identity disorders not resulting from physical impairments, other sexual behavior disorders, compulsive gambling, kleptomania, pyromania, and psychoactive substance use disorders resulting from current illegal use of drugs.”[i]
  1. Reasonableness of the Accommodation: The accommodation can be a modification in the workplace. The price of reasonable accommodation will vary, case by case.  Determination of the accommodation should be an open process between the three parties and should be consistent throughout the organization with employees and applicants.
  1. Reasonable Accommodation versus Undue Hardship:
  • “The EEOC, when determining if the employee request creates an undue hardship to the employer, looks not only at the cost of the particular accommodation but also at the financial stability of a company. If the company is making significant profits or has a sizable net worth, the employer may not be able to prove that the requested accommodation would have a significant financial impact, therefore creating an undue hardship. For example, it may be an undue hardship for a nonprofit organization with limited funds to provide a special chair that costs $1,000 as an accommodation to an employee. However, the same request by an employee working in a for-profit organization that made sizable profits may not be seen as an undue hardship for that employer.
  • Accommodations that could result in an undue hardship include modifications that are “unduly extensive or disruptive, or those that would fundamentally alter the nature or operation of the job or business,” according to the EEOC. For example, small employers that require their employees to be able to perform a number of different jobs and tasks may not find it feasible or cost-effective to provide job restructuring as a “reasonable accommodation,” whereas in larger organizations, this may be a free or low-cost option.
  • The EEOC does not see impact on employee morale as a reasonable undue hardship defense.”[ii]
  1. Communication is Critical: The organization should notify the employee in writing if the accommodation has been approved or denied.  Details of the anticipated accommodation start date or reason for the denial should be included.  Copies of all material should be included in the employee files.  Make copies of all information.
  1. Review, Modify and Evolve: Just as we manage PFL and FMLA claims, we need to continue to review open accommodation cases, in the event accommodation requirements change, we need to be aware of these changes. Work with the employee and health care provider to ensure the communication channels remain open.
  1. Job Accommodation Network (JAN): “The Job Accommodation Network (JAN) is the leading source of free, expert, and confidential guidance on workplace accommodations and disability employment issues. Working toward practical solutions that benefit both employer and employee, JAN helps people with disabilities enhance their employability, and shows employers how to capitalize on the value and talent that people with disabilities add to the workplace.”[iii] This is a great resource with helpful information.  The forms, templates and accommodation recommendations are useful for all organizations.  Be proactive and strategic in your approach to accommodations.

Job Accommodation Network

Below are the links for upcoming training’s both in person and online webinars:

Upcoming Compliance Key Trainings

Elmira College: SHRM Certification Exam Prep Course- Fall 2018 & Spring 2019

Upcoming Compliance Online Training

Compliance IQ Webinar

– Matthew Burr, HR Consultant

[i] https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-guides/pages/requestreasonableaccommodation.aspx

[ii] https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-guides/pages/requestreasonableaccommodation.aspx

[iii] https://askjan.org/about-us/index.cfm

11 Changes to New York State Sexual Harassment Laws

Yes, that does read correctly, 11 upcoming changes.  New York State legislators have passed multiple regulations related to sexual harassment in the workplace; training, policies, reporting, etc.  Many of these new regulations and rules are in the wake of the #MeToo movement and the many issues we have seen with sexual harassment in the workplace in a variety of industries, organizations and professions.  As leader’s we cannot tolerate harassment of any kind.  The new law(s) require employers to provide sexual-harassment training to all workers and much more.

The 11 changes to sexual harassment legislation (for now):

  1. October 9, 2018: As of now, and by October 9, 2018, employers in New York State must implement annual sexual-harassment training. The state is developing a model program, which can be used by employers.  Any training implemented must meet or exceed the minimal state requirements.  More to come on this area of change.

Training Requirements:

  1. “An explanation of sexual harassment and specific examples of inappropriate conduct.
  2. Detailed information concerning federal, state and local laws and the remedies available to victims of harassment.
  3. An explanation of employees’ external rights of redress and the available administrative and judicial forums for bringing complaints.”[i]

Sexual-Harassment Prevention Policy

The state is requiring organizations to adopt a sexual-harassment prevention policy and distribute to employees (yes now you must have a handbook of sorts), the expectations of the new requirements could vary from what your organization is currently using.  The state has strict requirements for organizations policies and procedures.  Be aware of expectations and implement accordingly.  The policy is required to include (for now):

  1. “A statement prohibiting sexual harassment and providing examples of what constitutes sexual harassment.
  2. Information about federal and state sexual-harassment laws and the remedies that are available to victims—and a statement that there may be additional local laws on the matter.
  3. A standard complaint form.
  4. Procedures for a timely and confidential investigation of complaints that ensures due process for all parties.
  5. An explanation of employees’ external rights of redress and the available administrative and judicial forums for bringing complaints.
  6. A statement that sexual harassment is a form of employee misconduct and that sanctions will be enforced against those who engage in sexual harassment and against supervisors who knowingly allow such behavior to continue.
  7. A statement that it is unlawful to retaliate against employees who report sexual harassment or who testify or assist in related proceedings.”[ii]

Senate Passes Comprehensive Strengthening of New York’s Sexual Harassment Laws

The Senate Bill

Guidance on Sexual Harassment for All Employers in New York State

These changes are significant across the state.  As leaders, we need to begin planning for training needs throughout the organization and updating policies and procedures.  The training should have a sign in and sign out sheet to ensure employees did attend and stayed to complete the training.  Recording the training to verify all were in attendance was a suggestion I recently heard at a training, but to also show new employees during the new hire orientation process.  Remember this is an annual training.  However, new hires need training as well.  Policies that are modified need to have signatures and witness signatures to verify receipt and understanding.  We are all learning about these changes together.  We need to be proactive and seek guidance, as these laws continue to change and evolve.  New York City has laws above and beyond state requirements (more to be written on this).  Continue to monitor for new updates coming out of Albany.  There are many legal seminars throughout the state on this topic, which will be helpful to organizations of all sizes.  More to be written on these new requirements in upcoming articles!

 

 

– Matthew Burr, HR Consultant

[i] https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-updates/pages/new-york-sexual-harassment-training.aspx

[ii] https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-updates/pages/new-york-sexual-harassment-training.aspx

5 Changes to the Procedures for Processing Disability Claims at the Department of Labor

On April 1, 2018, the U.S. Department of Labor (DOL) implemented new procedures for processing disability claims.  This change impacts employer-sponsored plans, which deal with disability claims.  The Society of Human Resource Management recommends amending plans as needed, with the significant change in procedure processing.  The final rule was published in the Federal Register in December of 2016 and initial implementation was scheduled for January 1, 2018.  In November 2017, the DOL delayed the rollout of the new procedure until April 1, 2018.

Federal Register: Claims Procedure for Plans Providing Disability Benefits

90 Day Delay Information

The 5 changes for disability claims:

  1. “Requires that the reason for a denied claim be provided as soon as possible and sufficiently in advance of the date that the plan’s decision on appeal is due, to give the claimant a reasonable opportunity to respond.
  2. Ensures that disability claimants receive a clear explanation for why their claim was denied, as well as information on their rights to appeal a denial and to review and respond during the course of an appeal to any new or additional evidence the plan relied on in connection with the claim.
  3. Requires that a claims adjudicator cannot be hired, promoted, terminated or compensated based on the likelihood of denying claims.”[i]
  4. The new procedures can impact disability claims under the employee benefit plan, which is covered by the Employee Retirement Income Security Act (ERISA). In some circumstances, this can impact retirement plans, as well as medical coverage and other perks.  “Nonqualified deferred compensation or supplemental retirement plans…may have different benefit terms or entitlements based on disability.”[ii]
  5. “If employers have fully insured plans, they should monitor their insurance providers to ensure that the new procedures are being followed, Mindy said. For the most part, insurers have started implementing these procedures,” and they have reason to do so, since the courts can hold them liable as plan fiduciaries for a fully insured plan, he noted.  For self-funded plans, typically managed by a third-party administrator (TPA), there’s obviously more for plan sponsors to look at” because the employer bears greater liability for noncompliance.”[iii]

The reporting and disclosure guide for employee benefit plans outlines the required steps plan sponsors and organizations need to take when communicating changes to the summary plan description or summary of material modifications.  The modifications should outline the claims procedures and distribution should take place 120 days after the end of the plan year in which the change is made or as outlined in the reporting disclosure guide.  As discussed in previous articles, we continue to see significant changes in laws and compliance requirements.  Ensure your organization is working with your plan sponsors to communicate the required information.

Reporting and Disclosure Guide for Employee Benefit Plans

 

– Matthew Burr, HR Consultant

 

 

 

[i] https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/new-disability-claims-procedures-take-effect.aspx

[ii] https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/new-disability-claims-procedures-take-effect.aspx

[iii] https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/new-disability-claims-procedures-take-effect.aspx