Telecommuting Sample Guidelines
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Telecommuting Pluses & Pitfalls
Telecommuting Pluses & Pitfalls Brenda B. Thompson Attorney M. LEE SMITH PUBLISHERS LLC Brentwood, Tennessee This special report provides practical information concerning the subject matters covered. It is sold with the understanding that neither the publisher nor the writer is rendering legal advice or other professional service. Some of the information provided in this special report contains a broad overview of federal law. The law changes regularly, and the law may vary from state to state and from one locality to another.You should consult a competent attorney in your state if you are in need of specific legal advice concerning any of the subjects addressed in this special report. © 1996, 1999 M. Lee Smith Publishers LLC 5201 Virginia Way P.O. Box 5094 Brentwood,Tennessee 37024-5094 All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means without permission in writing from the publisher. Library of Congress Cataloging-in-Publication Data Thompson, Brenda B. Telecommuting pluses & pitfalls / Brenda B.Thompson. p. cm. ISBN 0-925773-30-1 (coil binding) 1.Telecommunication — Social aspects — United States. 2.Telecommunication policy — United States. 3. Information technology — Social aspects — United States. I.Title. HE7775.T47 1996 96-21827 658.3'128 — dc20 CIPiw Printed in the United States of America Contents INTRODUCTION ....... 1 1 — THE TELECOMMUTING TREND....... 3 Types of Telecommuting....... 3 The Benefits of Telecommuting....... 4 A Sampling of Current Telecommuting Programs....... 5 To Telecommute or Not to Telecommute....... 7 2 — DECIDING WHO WILL TELECOMMUTE....... 9 Selecting Employees....... 9 Dealing with a Union...... -
Coronavirus-Related Whistleblower Claims: What Employers Need to Know
Coronavirus-Related Whistleblower Claims: What Employers Need to Know May 6, 2020 Presenters Steven J. Pearlman Lloyd B. Chinn Harris M. Mufson Pinchos (Pinny) Goldberg Partner (Chicago) Partner (New York) Partner (New York) Associate (New York) T: +1.312.962.3545 T:+1.212.969.3341 T: +1.212.969.3794 T: +1.212.969.3074 [email protected] [email protected] [email protected] [email protected] 2 Coronavirus-Related Whistleblower Claims May 6, 2020 COVID-19 Wrongful Death Suit: Evans v. Walmart • First known COVID-19 wrongful death suit - filed in Illinois • Decedent contracted COVID-19 while working at a Walmart store ‒ Another employee who worked at the store died of COVID-19 shortly after the decedent • Complaint alleges: ‒ Walmart failed to implement safety measures recommended by CDC/OSHA ‒ Management did not clean and sterilize the store, provide employees with PPE, or implement social distancing ‒ Walmart did not bar employees with symptoms of COVID-19 ‒ Walmart did not warn employees that other workers had COVID-19 3 Coronavirus-Related Whistleblower Claims May 6, 2020 Whistleblower/Retaliation Claims on the Rise • Reports of employees alleging retaliation for reporting lack of safety measures and personal protective equipment (“PPE”) ‒ Health care workers ‒ Warehouse employees • 1,000+ OSHA complaints regarding lack of COVID-19 protections • OSHA Press Release “reminding employers that it is illegal to retaliate against workers because they report unsafe and unhealthful working conditions during the coronavirus” -
"Telecommuting Policy"
State of Delaware Department of Human Resources TELECOMMUTING POLICY Policy #: To be announced. Authority: Supersedes: June 22, 2020 and any Agency policy on Effective Date: May 19, 2021 the same or related matter. Application: Executive Branch Agencies Signature: 1. POLICY PURPOSE STATEMENT This policy sets forth the State of Delaware’s (State) policy regarding telecommuting and establishes the requirements for Agencies to designate alternate work locations in order to promote general work efficiencies and to provide continuity of operations in the event employees must use an alternate work location. 2. SCOPE This policy applies to Executive Branch Agency employees. This Statewide Executive Branch policy supersedes any Executive Branch Agency policy, procedure or guideline pertaining or otherwise related to telecommuting. 3. DEFINITIONS AND ACRONYMS • Alternate Work Location - Approved work locations other than employees’ on-site work location where official State business is performed. Such locations may include, but are not limited to, employees’ residence and/or satellite offices. • On-site Work Location - An employer’s primary location where employees are assigned to work. • Reasonable Accommodation - Title I of the ADA provides for reasonable accommodations to qualified employees with disabilities, unless to do so would cause undue hardship. In general, an accommodation is a change in the work environment or in the way things are customarily done that would enable an individual with a disability to enjoy equal employment opportunities. • Telecommuting - A work arrangement in which employees perform essential and non-essential functions of their job at an alternate work location, in accordance with this telecommuting policy and their telecommuting agreement. Telecommuting is also referred to as telework or remote work and has the same meaning in this document. -
Education Support Professionals (Esps) COVID-19 Reopening FAQ
Education Support Professionals (ESPs) COVID-19 Reopening FAQ SAFETY AND PROTOCOLS 1. What are the Safety Guidelines and Protocols for SAFETY that CCSD expects all employees to follow? Completion of the daily health survey for staff at the beginning of their shift. If experiencing symptoms, contact their supervisor immediately, stay home, and complete the health survey from home. The link is provided here, Health Check, and it can be saved to employees’ electronic devices. Additionally, some departments post a QR code at the entrance to their buildings which can be scanned and it will take the employee directly to the health survey log-in page. When entering the building a face mask must be worn at all times, unless alone, in an isolated area such as an office or fully-enclosed cubicle with walls. Adhere to social distancing guidelines and wash hands or use hand sanitizer as outlined in the Hybrid Instructional Model Implementation Guide under the section, Health and Wellness section/Requirements Related to Health and Wellness. 2. If someone is exposed* to COVID-19 at work, what are the protocols that are to be followed. *Exposure is defined as having close contact with a COVID-19 positive individual. Close contact is defined as being within six feet of a COVID-19 positive person for total of 15 minutes or more in a 24-hour period. Upon notification of a COVID-19 positive individual that has been on site in the last three days, all close contacts will be identified and notified of the need to self-isolate and/or test. -
Evaluation of the Puget Sound Telecommuting Demonstration
Evaluation of the Puget Sound Telecommuting Demonstration Dee Christensen, Michael Farley, Maureen Quaid and laurel Heifetz Washington State Energy Office Introduction Program Implementation The transportation sector accounts for 28 percent of all Twenty-five organizations and about 250 telecommuters, energy consumption in the United States and is a major their co-workers, and supervisors are involved in the contributor to the nation's air pollution problems (U.S. Demonstration. WSEO conducted an extensive recruitment Department of Energy May 1991. State Energy Data of organizations representing a cross section of the Paget Report). Recent improvements in automotive fuel effi Sound economy. Each organization received assistance in ciency have been overwhelmed by increases in vehicle developing telecommuting policies and procedures, select miles travelled. According to the Federal Highway ing telecommuters, and training their telecommuters and Administration, between 1960 and 1980 traffic volumes their supervisors. almost doubled, while the population grew by 26 percent. Also, traffic congestion is expected to increase by Recruitment 400 percent over the next 20 years on the interstate freeway system and over 200 percent on surface roads. Initial recruitment of potential participating organizations for the Demonstration began with the June 1989 In order to reduce energy consumption and air pollution in "Governor's Conference on Telecommuting: An Alternate the transportation sector, vehicle use and traffic congestion Route To Work.· At the conference, organization repre must be decreased. Transportation demand management sentatives were surveyed to determine their level of (TDM) strategies attempt to accomplish this by promoting interest in pursuing the telecommuting option within their alternatives to single-occupant vehicles such as transit, organization. -
Telework Under the Ada & Other Nondiscrimination Laws
TELEWORK UNDER THE ADA & OTHER NONDISCRIMINATION LAWS | OCTOBER 2016 | AUTHORS Peter Petesch Denise M. Visconti Corinn Jackson Meryl Rosenthal, CEO of FlexPaths FLEXPATHS® Making Your People Matter IMPORTANT NOTICE This publication is not a do-it-yourself guide to resolving employment disputes or handling employment litigation. Nonetheless, employers involved in ongoing disputes and litigation will find the information useful in understanding the issues raised and their legal context. The Littler Report is not a substitute for experienced legal counsel and does not provide legal advice or attempt to address the numerous factual issues that inevitably arise in any employment-related dispute. Copyright ©2016 Littler Mendelson, P.C. All material contained within this publication is protected by copyright law and may not be reproduced without the express written consent of Littler Mendelson. Table of Contents SECTION/TOPIC PAGE I. INTRODUCTION 1 A. Workplace Flexibility is on the Rise 2 B. Forces Driving Telework Are Expanding 2 C. Business Advantages 3 II. THE ADA & OTHER NON-DISCRIMINATION LAWS 4 A. ADA Consideration 4 1. Reasonable Accommodation Concepts Under the ADA 5 a. Emphasis on Essential Job Functions 7 b. Limited Deference to Employers’ Job Descriptions 8 c. Undue Hardship Principles 9 d. Threat to Safety or Health 9 2. Claims for Failure to Provide a Reasonable Accommodation 9 a. Employer Obligations 9 b. Employee Obligations 11 3. Other Accommodation & ADA Nondescrimination Principles 12 a. Altering Policies to Effect an Accommodation 12 b. Confidentiality Issues & Addressing the Concerns of Other Employees 12 c. Telework & Enabling the Employee to Enjoy the “Benefits and Privileges of Employment” 12 d. -
Sample Telecommuting Policy-Program
Sample Telecommuting Policy/Program Home Office Job Responsibilities Flexibility It’s The New Commute Option! Definition of Teleworking Telework is defined as working at home or at other off-site locations that are linked electronically (via computer, fax, etc.) to a central office or principal place of employment. Teleworking is a cooperative arrangement between the organization and an employee, based upon the needs of the job, work groups, and the organization. Purpose for implementing a Telecommuting program include: Recruiting ¢ Extending geographic boundaries ¢ Being able to offer new and flexible work structures Employee retention ¢ Providing alternatives to lengthy and costly commuting ¢ Providing employees more flexibility in choosing their city of residence ¢ Accommodating dependent care responsibilities ¢ Reducing recruiting and training costs ¢ Providing a flexible alternative to relocation Office Space Cost ¢ Enabling satellite offices to be in non-premium areas ¢ Reduction of office requirements when employees work at home Productivity ¢ Increasing productivity ¢ Decreasing distractions and interruptions Absenteeism ¢ Reducing travel and geographic barriers ¢ Benefiting employees mentally and emotionally ¢ Providing reduction of long-term disability costs ¢ Accommodating emergency child care situations Environmental Impacts ¢ Will comply with air quality ordinances ¢ Will reduce pollution Emergency Preparedness/Disaster Recovery ¢ Will comply with emergency requirements ¢ Will increase emergency effectiveness It Just Makes Sense! Summary (Sample) Three elements are needed for successful telcommuting: 1) work that is independent in nature 2) employees who are productive, responsible, highly self-motivated, and skilled in their jobs 3) supervisors who are willing and able to supervise without being in constant contact with employees This Telecommuting Program is designed for selected employees who meet specific work standards and expectations. -
Evaluation of a Program to Reduce Bullying in an Elementary School Jordan Elizabeth Davis Western Kentucky University, J E [email protected]
Western Kentucky University TopSCHOLAR® Masters Theses & Specialist Projects Graduate School 8-2011 Evaluation of a Program to Reduce Bullying in an Elementary School Jordan Elizabeth Davis Western Kentucky University, [email protected] Follow this and additional works at: http://digitalcommons.wku.edu/theses Part of the School Psychology Commons Recommended Citation Davis, Jordan Elizabeth, "Evaluation of a Program to Reduce Bullying in an Elementary School" (2011). Masters Theses & Specialist Projects. Paper 1079. http://digitalcommons.wku.edu/theses/1079 This Thesis is brought to you for free and open access by TopSCHOLAR®. It has been accepted for inclusion in Masters Theses & Specialist Projects by an authorized administrator of TopSCHOLAR®. For more information, please contact [email protected]. EVALUATION OF A PROGRAM TO REDUCE BULLYING IN AN ELEMENTARY SCHOOL A Thesis Presented to The Faculty of the Department of Psychology Western Kentucky University Bowling Green, Kentucky In Partial Fulfillment Of the Requirements for the Degree Specialist in Education By Jordan Elizabeth Davis August 2011 ACKNOWLEDGEMENTS I would first like to thank my committee. I appreciate each committee member’s time and hard work on this project. More specifically, Dr. Jones has been very encouraging and flexible. Without her assistance, my thesis project would not have been possible. I would also like to thank my colleague, Kristin Shiflet. She has kept me on track throughout the course of my school psychology internship. She provided motivation and was responsible for implementing materials from the Bully Free Classroom. Kristin also collected the data and coded all information for confidentiality purposes. Her efforts and dedication to this project is much appreciated. -
Stress and Work-Related Burnout During Covid-19 2
STRESS AND WORK-RELATED BURNOUT DURING COVID-19 2 “I’m not Working from Home, I’m Living at Work”: Perceived Stress and Work-Related Burnout before and during COVID-19 Sherrill W. Hayes, Jennifer L. Priestley, Namazbai Iishmakhametov, and Herman E. Ray Analytics and Data Science Institute Kennesaw State University Author Note Sherrill W. Hayes https://orcid.org/0000-0001-9219-6159 Jennifer Priestley https://orcid.org/0000-0002-2322-9567 Herman G. Ray https://orcid.org/0000-0003-3444-098X Namazbai Iishmakhametov is a PhD student in Analytics and Data Science at Kennesaw State University We have no known conflict of interest to disclose. Correspondence concerning this article should be should be addressed to Sherrill W. Hayes, Analytics & Data Science Institute, College of Computing and Software Engineering, Kennesaw State University, 3391 Town Point Dr NW, Room 2400, MD 9104, Kennesaw, GA 30144 email: [email protected] STRESS AND WORK-RELATED BURNOUT DURING COVID-19 3 Abstract The purpose of the study was to better understand the relationships among stress, work-related burnout, and remote working brought on by social distancing efforts and stay at home orders put in place during the COVID-19 pandemic. The authors developed a questionnaire incorporating valid and reliable self-report stress and burnout measures (Perceived Stress Scale & Copenhagen Burnout Inventory), demographic, and work-related questions. The questions were used primarily to determine workers’ levels of stress before and during the pandemic, to assess potential burnout, and to establish the extent of their previous experience with remote work/telecommuting. The questionnaire was open from March 23rd to May 19th 2020 and distributed through a survey link on social media and by Qualtrics research services. -
New Employee Onboarding Six Month Evaluation Page 1 It Has Been
New Employee Onboarding Six Month Evaluation Page 1 It has been several months since you began employment with the University. You have been presented with information on the University’s culture, mission, vision, values, policies, procedures and benefits. You’ve attended new employee orientation and perhaps other employee development training. Your feedback on your onboarding experience at the University is important to us. Please complete both pages of this evaluation and mail or email it to HR King Bldg/Rm. 222C. Page 1: Please indicate Yes (Y) or No (N) for each statement. Page 2: Answer the questions in the space provided. Use the rating scale to provide your overall opinion of how well the University implemented the new employee onboarding process. Please include your name on the evaluation. How do you feel about your experience? ______I feel eager to begin work. ______I feel welcomed at UNC Charlotte. ______I work in a friendly and supportive environment. ______ I feel engaged and productive in my work. What do you now know about the University and your job? ______I received essential information about the University’s culture, mission, vision and values. ______I received information in a timely manner. ______I know what is expected of me by my supervisor. ______I know what is expected of me by my coworkers. ______I know what my performance expectations are. ______I understand my job responsibilities. ______I understand the purpose of my job. ______I understand how my job fits into the mission of the University. ______I have the essential supplies, equipment, and support to do my job or know where to find them. -
Job Evaluation – Trends and the Digital Environment
Job Evaluation – Trends and the Digital Environment Why does digitalization have an impact on job evaluation? Job evaluation and grading have been a evaluation and grading in order to develop core HR process over many years, whereby a more flexible approach for agile organiza organizations typically rely on one single tions on the one hand and enable a digital evaluation method. Those methodologies organization and a digital culture on the have not undergone any significant changes other hand. In this context, digitalization and have not been directly impacted by acts as a catalyst for the development of any other major trend. The HR process of job architectures and grading structures as job evaluation and grading often requires a these have to sustain the digital organiza high level of technical expertise and partially tion. Correspondingly, the methods and an ongoing support of resources, depending tools of job evaluation have to also meet on the chosen evaluation method ology. the requirements of digitalization. Job evaluation and grading build the funda mental framework for other HR processes What is driving this trend and what role in the talent lifecycle. does job evaluation play in light of the digital transformation? While this implies no real need for change, we observe an emerging trend in the mar ket to alter traditional approaches to job Job Evaluation – Trends and the Digital Environment Enabling digital transformation digital culture. The concept of “network of through job evaluation teams” has evolved where employees are Larger projects in the area of job evaluation highly networked and collaborate across and grading are typically triggered either by teams and projects, and goals frequently a single event or by multiple factors – both change. -
Telecommuting Guidelines
Telecommuting Guidelines Managers and Supervisors Division of Human Capital Services http://www.k-state.edu/hcs/ (785) 532-6277 Telecommuting Guidelines Table of Contents A key to telecommuting success is an effective leader. This booklet is designed to provide an understanding of telecommuting from the manager's and supervisor's perspective. Telecommuting is a management technique, proven to improve results and morale. Steps to Implementing Telecommuting ……………….………………………………. 3 What Telecommuting Offers You, the Manager/Supervisor ……………………….. 4 Selecting Telecommuters ……………………………..………………………………. 4 Possible Equipment Needs for Telecommuters …………..………………………… 5 Training Your Telecommuters ………………………………..………………………. 6 Managing Your Telecommuters ………………………………..…………………….. 7 2 Steps to Implementing Telecommuting Employee may submit a Telecommuting Application as an initial step. Once you decide to offer telecommuting, following this six step action plan will help ensure success. A formal program is recommended because it provides the necessary structure and direction to make it easier for employees and supervisors to understand and participate in the telecommuting process. Step 1: Read the Telecommuting Policy and Procedure Manual and the Telecommuting Agreement. Have a clear understanding of the telecommuting parameters. Step 2: Select the employee(s) to whom you want to offer the telecommuting option. Select employee(s) who can work independently and with a minimum amount of supervision … employees that can set priorities and get things done on time and with quality. Step 3: Equip your teleworkers. Most employees need equipment to do their job, no matter where they work. Make sure your telecommuters have the equipment and services required to do their job. Step 4: Train your telecommuters. Training improves successful telecommuting. Before your employees start telecommuting, we recommend you develop goals and expectations, communications plans, and reporting methods.