DOCSLIB.ORG

Workplace Bullying and Its Cost to the Urgent Care Operation

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Workplace Bullying and Its Cost to the Urgent Care Operation ™ MARCH 2012 VOLUME 6, NUMBER 6 THE JOURNAL OF URGENT CARE MEDICINE® www.jucm.com | T h e O f f i c i a l P u b l i c a t i o n o f t h e UCAOA and UCCOP Also in this issue Practice Management 15 Buy or Lease Your Next Urgent Care Site? 22 Workplace Bullying and its Costs to the Urgent Care Operation Case Report 28 When Serious Pathology Masquerades as a Minor Injury PUBLICATION BRAVEHEART A ™ The Official Publication of the UCAOA and UCCOP March 2012 VOLUME 6, NUMBER 6 CLINICAL 9 Ureterolithiasis: Leaving No Stone Unturned Symptoms from stones in the ureter can mimic other conditions, making for a diagnostic dilemma in urgent care. Imaging is the key to accurate assessment and appropriate treatment. William Gluckman, DO, MBA, FACEP and Kate Aberger, MD PRACTICE MANAGEMENT IN THE NEXT ISSUE OF JUCM Urinary tract infections (UTIs) are common in chil- Buy or Lease Your Next dren and a major source of morbidity. UTIs that 15 involve the kidney are of particular concern Urgent Care Site? because they can lead to permanent renal scarring After location, how to pay for an urgent care site is crucial in children. Next month’s cover story looks at the to your success. Here’s how to think it through. challenge of accurately diagnosing UTI in infants and children in the urgent care setting who may Michael Zelnik, CCIM not be able to communicate symptoms. We review methods of urinalysis, options for treatment, red flags for high-risk patients, indications for referral, 22 Workplace Bullying and its and considerations for special populations. Costs to the Urgent Care Operation 7 From the UCAOA More than one third of U.S. employees say they have been bullied in the workplace. Does your practice have a Executive Director policy in place to thwart this insidious problem? If not, it should. DEPARTMENT Alan A. Ayers, MBA, MAcc 19 Abstracts in Urgent Care 26 Health Law CASE REPORT 31 Insights in Images: 28 When Serious Pathology Clinical Challenges Masquerades as a Minor 35 Coding Q&A Injury 40 Developing Data The patient punctured his hand with a power screwdriver. CLASSIFIEDS It turned out to be the least of his problems. Frank Fannin, MD, EMT-P 37 Career Opportunities www.jucm.com JUCM The Journal of Urgent Care Medicine | March 2012 3 JUCM EDITOR-IN-CHIEF Lee A. Resnick, MD Case Western Reserve University Department of Family Medicine EDITOR-IN-CHIEF Institute of Urgent Care Medicine Lee A. Resnick, MD [email protected] JUCM EDITORIAL BOARD JUCM ADVISORY BOARD EDITOR Judith Orvos, ELS Michelle H. Biros, MD, MS Jeffrey P. Collins, MD, MA [email protected] Harvard Medical School; University of Minnesota CONTRIBUTING EDITORS Massachusetts General Hospital Kenneth V. Iserson, MD, MBA, FACEP, Nahum Kovalski, BSc, MDCM Tanise Edwards, MD, FAAEM FAAEM John Shufeldt, MD, JD, MBA, FACEP Author/editor (Urgent Care Medicine) The University of Arizona David Stern, MD, CPC Gary M. Klein, MD, MPH, MBA, CHS-V, William Gluckman, DO, MBA, FACEP, CPE, CPC MANAGER, DIGITAL CONTENT FAADM Brandon Napolitano FastER Urgent Care mEDhealth advisors [email protected] Nahum Kovalski, BSc, MDCM Benson S. Munger, PhD ART DIRECTOR Terem Emergency Medical Centers The University of Arizona Tom DePrenda [email protected] Peter Lamelas, MD, MBA, FACEP, FAAEP Emory Petrack, MD, FAAP MD Now Urgent Care Medical Centers, Inc. Petrack Consulting, Inc.; Melvin Lee, MD Fairview Hospital Urgent Cares of America; Hillcrest Hospital Raleigh Urgent Care Networks Cleveland, OH 120 N. Central Avenue, Ste 1N Ramsey, NJ 07446 Genevieve M. Messick, MD Peter Rosen, MD Immediate Health Associates Harvard Medical School PUBLISHERS Peter Murphy Marc R. Salzberg, MD, FACEP David Rosenberg, MD, MPH University Hospitals Medical Practices [email protected] Stat Health Immediate Medical Care, PC Case Western Reserve University (201) 529-4020 John Shufeldt, MD, JD, MBA, FACEP School of Medicine Stuart Williams Shufeldt Consulting [email protected] Martin A. Samuels, MD, DSc (hon), FAAN, (201) 529-4004 Joseph Toscano, MD MACP San Ramon (CA) Regional Medical Center Harvard Medical School Classified and Recruitment Advertising Russell Johns Associates, LLC Urgent Care Center, Palo Alto (CA) Medical Kurt C. Stange, MD, PhD [email protected] Foundation Case Western Reserve University (800) 237-9851 Mark D. Wright, MD Robin M. Weinick, PhD Mission Statement The University of Arizona RAND JUCM The Journal of Urgent Care Medicine supports the evolution of urgent care medicine by creating content that addresses both the clinical practice of urgent care medicine and the practice man- UCAOA BOARD OF DIRECTORS agement challenges of keeping pace with an ever-changing health- Marc R. Salzberg, MD, FACEP, President care marketplace. As the Official Publication of the Urgent Care Association of America, JUCM seeks to provide a forum for the Nathan Newman, MD, FAAFP, Vice President exchange of ideas and to expand on the core competencies of urgent care medicine as they apply to physicians, physician assistants, Cindi Lang, RN, MS, Secretary and nurse practitioners. Laurel Stoimenoff, Treasurer JUCM The Journal of Urgent Care Medicine (JUCM) makes every effort to select authors who are knowledgeable in their fields. Howev- William Gluckman, DO, MBA, FACEP, CPE, CPC, Director er, JUCM does not warrant the expertise of any author in a par- Jimmy Hoppers, MD, Director ticular field, nor is it responsible for any statements by such authors. The opinions expressed in the articles and columns are those of Robert R. Kimball, MD, FCFP, Director the authors, do not imply endorsement of advertised products, and do not necessarily reflect the opinions or recommendations Don Dillahunty, DO, MPH, Director of Braveheart Publishing or the editors and staff of JUCM. Any pro- Roger Hicks, MD, Director cedures, medications, or other courses of diagnosis or treatment discussed or suggested by authors should not be used by clinicians Peter Lamelas, MD, MBA, Director without evaluation of their patients’ conditions and possible con- Steve Sellars, MBA, Director traindications or dangers in use, review of any applicable manu- facturer’s product information, and comparison with the recom- Lou Ellen Horwitz, MA, Executive Director mendations of other authorities. JUCM (ISSN 1938-002X) printed edition is published monthly except for August for $50.00 by Braveheart Group LLC, 120 N. Central JUCM The Journal of Urgent Care Medicine (www.jucm.com) is published through a partnership Avenue, Ste 1N, Ramsey NJ 07446. Periodical postage paid at Mah- between Braveheart Publishing (www.braveheart-group.com) and the Urgent Care Association of wah, NJ and at additional mailing offices. POSTMASTER: Send address changes to Braveheart Group LLC, 120 N. Central Avenue, America (www.ucaoa.org). Ste 1N, Ramsey, NJ 07446. 4 JUCM The Journal of Urgent Care Medicine | March 2012 www.jucm.com JUCM CONTRIBUTORS reterolithiasis, or stones in the ureter, is a common cause of flank and abdom- inal pain that can be debilitating. Some 7% of adult females in the United UStates and 12% of adult men will develop stones at some time in their lives, and prevalence is rising. In our cover story this month, William Gluckman, DO, MBA, FACEP and Kate Aberger, MD, look at the etiology of stone formation, options for imaging, and ways to tailor treatment based on stone composition. Dr. Gluckman is President & CEO of FastER Urgent Care, Morris Plains, New Jersey, and a member of the JUCM editorial board. Dr. Aberger is an attend- The low cost provider of ing physician in the Department of Emergency Medicine at St. Joseph’s Regional Medical Center in Paterson, New Jersey, and at FastER Urgent Care in Mor- ris Plains, New Jersey - Low cost interpretations Hand injuries are common in urgent care, and in this month’s Case Report, Frank Fannin, MD EMT-P, reminds us how impor- - All modalities, 365 days, in tant a thorough, focused assessment is for these patients. The 50 states history can have a significant impact on direction of care. In this case, a potentially devastating outcome was avoided because the physician - Stat and routine turnaround took the time to build a complete picture of what happened after the 62-year- times old male punctured his hand. Dr. Fannin is Medical Director of Urgent Care Services at King’s Daughters Medical Center in Ashland, Kentucky. American based and Does your practice have an anti-bullying policy in place? If trained Radiologists. not, it should, according to Alan A. Ayers, MBA, MAcc, author of this month’s first practice management article, on prevent- - Typed reports are faxed ing workplace bullying. More than one-third of U.S. employees and available on-line. say they have been bullied in the workplace and the problem is four times more prevalent than illegal discriminatory harassment. - Reduce your medical Mr. Ayers is Content Advisor to Urgent Care Association of America and malpractice, have your Vice President of Concentra Urgent Care in Dallas Texas, and a frequent con- imaging read by our tributor to JUCM. In our second practice management article, Michael Zelnik, a real estate professional with more than 30 years’ experience, helps you think through the benefits and risks of leasing ver- sus purchasing a property for your practice. There is no right or wrong choice, but there are many factors to consider once you’ve identi- fied a geographic location and before you sign on the dotted line. Mr. Zelnik is President and Founder of the Zelnik Realty Group and the National UC Realty Division in Columbus, Ohio. Also in this issue: John Shufeldt, MD, JD, MBA, FACEP, describes how to spot a “cancer” before it spreads. He’s not talking about a life-threatening disease in his Health Law column.
Load more

Recommended publications
  • Systematic Review of Academic Bullying in Medical Settings: Dynamics and Consequences
    Open access Original research BMJ Open: first published as 10.1136/bmjopen-2020-043256 on 12 July 2021. Downloaded from Systematic review of academic bullying in medical settings: dynamics and consequences Tauben Averbuch ,1 Yousif Eliya,2 Harriette Gillian Christine Van Spall1,2,3 To cite: Averbuch T, Eliya Y, ABSTRACT Strengths and limitations of this study Van Spall HGC. Systematic Purpose To characterise the dynamics and consequences review of academic bullying of bullying in academic medical settings, report factors in medical settings: dynamics ► This systematic review is comprehensive, including that promote academic bullying and describe potential and consequences. BMJ Open 68 studies with 82 349 consultants and trainees, 2021;11:e043256. doi:10.1136/ interventions. across several countries and including all levels of bmjopen-2020-043256 Design Systematic review. training. We searched EMBASE and PsycINFO for Data sources ► We defined inclusion criteria a priori and used es- ► Prepublication history and articles published between 1 January 1999 and 7 February additional supplemental material tablished tools to assess the risk of bias of included for this paper are available 2021. studies. online. To view these files, Study selection We included studies conducted in ► The included studies varied in their definitions of please visit the journal online academic medical settings in which victims were bullying, sampling bias was noted among the sur- (http:// dx. doi. org/ 10. 1136/ consultants or trainees. Studies had to describe bullying veys and intervention studies were suboptimally bmjopen- 2020- 043256). behaviours; the perpetrators or victims; barriers or designed. facilitators; impact or interventions. Data were assessed Received 29 July 2020 independently by two reviewers.
    [Show full text]
  • Recruiting and Attracting Talent
    SHRM FOUNDATion’S EFFECTIVE PraCTICE GUIDELINES SERIES Recruiting and Attracting A GUIDE TO UNDERSTANDING Talent AND MANAGING THE RECRUITMENT PROCESS James A. Breaugh, Ph.D. Recruiting and Attracting Talent This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2009 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, elec- tronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. The SHRM Foundation is the 501(c)3 nonprofit affiliate of the Society for Human Resource Management (SHRM). The SHRM Foundation maximizes the impact of the HR profession on organizational decision-making and performance by promoting innovation, education, research and the use of research-based knowledge.
    [Show full text]
  • The Central Role of the Ask Gap in Gender Pay Inequality
    THE CENTRAL ROLE OF THE ASK GAP IN GENDER PAY INEQUALITY Nina Roussille∗† Click here for the most recent version January, 2021 Abstract The gender ask gap measures the extent to which women ask for lower salaries than com- parable men. This paper studies the role of the ask gap in generating wage inequality, using novel data from Hired.com, an online recruitment platform for full-time engineering jobs in the United States. To use the platform, job candidates must post an ask salary, stating how much they want to make in their next job. Firms then apply to candidates by offering them a bid salary, solely based on the candidate's resume and ask salary. If the candidate is hired, a final salary is recorded. After adjusting for resume characteristics, the ask gap is 3.3%, the gap in bid salaries is 2.4%, and the gap in final offers is 1.8%. Remarkably, further controlling for the ask salary explains the entirety of the residual gender gaps in bid and final salaries. To estimate the market-level effects of an increase in women's ask salaries, I exploit an unanticipated change in how candidates were prompted to provide their ask. For some candidates in mid-2018, the answer box used to solicit the ask salary was changed from an empty field to an entry pre-filled with the median bid salary for similar candidates. Using an interrupted time series design, I find that this change drove the ask gap and the bid gap to zero. In addition, women did not receive fewer bids than men did due to the change, suggesting they faced little penalty for demanding wages comparable to men.
    [Show full text]
  • Affirmative Action/Equal Employment Opportunity Guidelines for Recruitment and Selection of Faculty
    AFFIRMATIVE ACTION/ EQUAL EMPLOYMENT OPPORTUNITY GUIDELINES FOR RECRUITMENT AND SELECTION OF FACULTY December 2002 TABLE OF CONTENTS Introduction......................................................................................................................................1 Major Requirements.........................................................................................................................1 Recruitment......................................................................................................................................2 The Position Description.........................................................................................................2 The Recruitment Process ........................................................................................................2 Recruiting for Positions with a Health Hazard .......................................................................3 The Search Committee............................................................................................................4 Interviewing .....................................................................................................................................4 The Interview Process.............................................................................................................4 Interviewing Qualified Individuals with Disabilities..............................................................5 Selection...........................................................................................................................................6
    [Show full text]
  • Sample Affirmative Action Program (Aap)
    SAMPLE AFFIRMATIVE ACTION PROGRAM (AAP) The following sample AAP is for illustrative purposes only and does not represent the only styles and formats that meet regulatory requirements. While this sample has been constructed around a company with less than 150 employees, thereby allowing the AAP job groups to be formulated according to OFCCP occupational categories as authorized by 41 CFR 60-2.12(e)1, it may be used as a guide for larger employers. When preparing an AAP, it should be customized to reflect an employer’s organizational structure, policies, practices, programs, and data. Usually a separate AAP is required for each establishment. In appropriate circumstances, an establishment may include several facilities located at two or more sites if the facilities are in the same labor market or recruiting area. In addition to the records an employer is required to compile and maintain to support the AAP [41 CFR 60-1.12 and 60-2.17(d)], the employer should also keep materials evidencing its affirmative action efforts. This may include items such as copies of collective bargaining agreements and other documents that indicate employment policies and practices; copies of letters sent to suppliers and vendors stating the EEO/affirmative action policy; copies of letters sent to recruitment sources and community organizations; and copies of contract language incorporating the regulatory EEO clause [41 CFR 60-1.4]. 1 Employers may use the EEO-1 categories for this purpose. See footnote 2 for further discussion. SAMPLE AAP Page - 1 FEDERAL CONTRACTOR,
    [Show full text]
  • Employment Downsizing and Its Alternatives
    SHRM Foundation’s Effective Practice Guidelines Series Employment Downsizing and its Alternatives STRATEGIES FOR LONG-TERM SUCCESS Sponsored by Right Management SHRM FOUNDAtion’S EFFECTIVE PraCTICE GUIDELINES SERIES Employment Downsizing and its Alternatives STRATEGIES FOR LONG-TERM SUCCESS Wayne F. Cascio Sponsored by Right Management Employment Downsizing and its Alternatives This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2009 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. The SHRM Foundation is the 501(c)3 nonprofit affiliate of the Society for Human Resource Management (SHRM).
    [Show full text]
  • Bullying and Harassment of Doctors in the Workplace Report
    Health Policy & Economic Research Unit Bullying and harassment of doctors in the workplace Report May 2006 improving health Health Policy & Economic Research Unit Contents List of tables and figures . 2 Executive summary . 3 Introduction. 5 Defining workplace bullying and harassment . 6 Types of bullying and harassment . 7 Incidence of workplace bullying and harassment . 9 Who are the bullies? . 12 Reporting bullying behaviour . 14 Impacts of workplace bullying and harassment . 16 Identifying good practice. 18 Areas for further attention . 20 Suggested ways forward. 21 Useful contacts . 22 References. 24 Bullying and harassment of doctors in the workplace 1 Health Policy & Economic Research Unit List of tables and figures Table 1 Reported experience of bullying, harassment or abuse by NHS medical and dental staff in the previous 12 months, 2005 Table 2 Respondents who have been a victim of bullying/intimidation or discrimination while at medical school or on placement Table 3 Course of action taken by SAS doctors in response to bullying behaviour experienced at work (n=168) Figure 1 Source of bullying behaviour according to SAS doctors, 2005 Figure 2 Whether NHS trust takes effective action if staff are bullied and harassed according to medical and dental staff, 2005 2 Bullying and harassment of doctors in the workplace Health Policy & Economic Research Unit Executive summary • Bullying and harassment in the workplace is not a new problem and has been recognised in all sectors of the workforce. It has been estimated that workplace bullying affects up to 50 per cent of the UK workforce at some time in their working lives and costs employers 80 million lost working days and up to £2 billion in lost revenue each year.
    [Show full text]
  • The Effect of the Civilian Economy on Recruiting and Retention
    Chapter 2 The Effect of the Civilian Economy on Recruiting and Retention JOHN T. WARNER Staffing a volunteer military force of the size and geographic distribution of the volunteer U.S. military is a daunting challenge. The U.S. military currently main- tains an active duty force of about 1.4 million personnel and a selected reserve force of 826,000. Successful recruitment and retention in these forces require attracting the requisite number and quality of individuals away from competing civilian alter- natives. To do so, military service must offer sufficiently attractive remuneration in the form of (1) current and deferred cash compensation and (2) in-kind benefits such as health care, bearing in mind that factors such as conditions of service and the pride that personnel derive from military service affect the requisite remuneration. Much past research has been conducted on the subject of military recruiting and retention and how external market factors, cash and in-kind compensation, and other poli- cies affect them. This section reviews the existing literature on military recruiting and retention, identifying the key factors that drive them and how they are affected by alternative policies relating to compensation, recruiting resources, and recruiting effort.1 It begins with recruiting and then examines retention. The review reaches the following conclusions: v Military recruiting and retention are responsive to the level of military pay relative to civilian sector wage opportunities. Holding constant civilian sector wage opportunities, a 10 percent increase in overall current and future military compensation is estimated to increase the supply of high- quality enlisted recruits by between 6 and 11 percent.
    [Show full text]
  • Diversity and Inclusion in Recruitment
    ROBERT WALTERS WHITEPAPER DIVERSITY AND INCLUSION IN RECRUITMENT INTRODUCTION: CONTENTS DIVERSITY AND INCLUSION Understanding why 02 IN RECRUITMENT diversity is important Developing an inclusive 05 Employers are increasingly coming to recognise the strong business business culture case for improving the level of diversity and inclusion within their workforce. By recruiting professionals from a range of backgrounds at all levels of Helping diverse candidates 06 seniority, businesses gain access to a wide variety of viewpoints and find your company perspectives. Companies with staff from a broad range of backgrounds have been found to outperform firms with a less diverse workforce1. Exploring new 08 recruitment tools By attracting and retaining a diverse range of staff, businesses can identify opportunities and explore new solutions. Developing, implementing and Reducing unconscious 10 promoting a diversity strategy is the challenge employers now face. bias Securing the most talented professionals will require employers to take on Improving diversity in 11 a new, innovative approach to access more diverse talent pools. leadership This research paper, based on a survey of over 450 employers, will examine new tools and technology that can help businesses reach Encouraging collaboration 13 new sources of talent, explore strategies to develop a company culture in a diverse workforce that embraces diversity and address the hurdles faced when creating a collaborative, diverse workforce. Key findings 15 1http://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters ABOUT ROBERT WALTERS Robert Walters is a specialist professional recruitment consultancy, working with businesses of all sizes as a trusted recruitment partner. With an international network of offices spanning 27 countries, we are perfectly positioned to help you find the very best skilled professionals.
    [Show full text]
  • Recruitment Authorization Form
    Office of Human Resources 300 Washington Avenue Chestertown MD 21620 PHONE 410.778.7298 FAX 410.778.7254 EMAIL [email protected] WEB hr.washcoll.edu RECRUITMENT AUTHORIZATION FORM This form is used to recruit employees to fill existing vacant positions only. To Initiate Recruitment: Complete all sections and send the original form to Human Resources by fax to 410.778.7254, by email to [email protected], or by campus mail. Hiring Official: Department: Phone: Email: A. POSITION INFORMATION Position Title: Position Number: New Position Full-Time Regular Exempt Meal Plan Existing Position Part-Time Temporary Non-Exempt Grad. Classes Start Date: End Date: If position has an end date, is contractual, or grant funded, please provide end date. Number of Hrs. Per Week: Name of Employee Being Replaced (if applicable): B. POSITION FUNDING Departments may recruit up to the current budgeted salary, but not exceed the salary range midpoint. Additional salary funds require prior approval by the VP for Finance and Administration. Hourly or Salary Minimum: Midpoint: Range $__________________________________ $__________________________________ Current Budget: Moving Expense (if applicable): $______________ per hour or $___________________ salary $ _________________________________ HR USE ONLY Funding Source(s): POSD Rank: _________________ ______-_____________-_________________________ %__________ EEO Code: ______________ ______-_____________-_________________________ %__________ SOC Code: ______________ C. RECRUITMENT Search Committee Chair: Search Committee Secretary: Search Committee Members-(These individuals will be granted access to applicant materials on Consensus.) Recruitment Sources or Instructions-(Please indicate if there are additional places to post this job. All jobs are posted on the HR Employment Page.) D. AUTHORIZATION SIGNATURES Department Head or Director: Date: Vice President, Dean or Senior Staff: Date: Budget Director/ VP Finance: Date: Office of Human Resources: Date: HR Use Only Name of Employee Hired: Start Date: REV 05/2014 .
    [Show full text]
  • Modern Slavery Statement
    Modern Slavery Statement This statement addresses the period from January 1, 2020,1 to December 31, 2020,2 in compliance with the requirements of the United Kingdom Modern Slavery Act, the Australia Modern Slavery Act, and the California Transparency in Supply Chains Act.3 1 Metrics contained herein cover 2020 activities, unless otherwise indicated. 2 Our last statement covered the period from Jan 1, 2019 to July 31, 2020 due to the extended timeline for the last reporting period. Therefore, this report overlaps in timeline with the previously published statement. 3 This statement excludes any entity that elects to report independently. Introduction Our Business Modern slavery is one of the most complex and important Amazon strives to be Earth’s Most Customer-Centric human rights challenges of our time. According to the Company, Earth’s Best Employer, and Earth’s Safest Place International Labour Organization (ILO), the term modern to Work. As of December 31, 2020, Amazon employed slavery covers a set of legal concepts, including forced labor, approximately 1.3 million full and part-time workers across debt bondage, and human trafficking. It is an umbrella the globe. In each of our segments we serve our primary term to refer to situations of exploitation that an individual customer sets, consisting of consumers, sellers, developers, cannot refuse or leave because of threats, violence, coercion, enterprises, and content creators. In addition, we provide deception, or abuse of power.4 According to a 2017 ILO services, such as advertising to sellers, vendors, publishers, report,5 at any given time there are more than 40 million authors, and others, through programs such as sponsored people in situations of modern slavery worldwide, nearly ads, display, and video advertising.
    [Show full text]
  • Suggestions for Implementing a Successful Telecommuting Program
    Suggestions for Implementing a Successful Telecommuting Program What is Telecommuting? How is it different from Telework? Telecommuting is a flexible work arrangement that allows an employee to work from an alternate workplace, such as from home or another satellite location (which is linked, usually electronically, to a primary workplace) during all or some portion of the workweek. Telecommuting is a reasonable accommodation for employees and employers that is a mixture of working at home and the office with varying amounts of time spent at either location. Telework describes a more permanent situation where an employee is working from home and has no routinely scheduled time in the office. Teleworking is a particularly attractive option when the employee and office are located great distances from each other. This guide does not promote one option over the other but focuses on telecommuting because it has the greatest potential use in most office work situations. Establishing a Telecommuting Program Overall in establishing a telecommuting program, the agency should: A. Establish an agency‐wide telecommuting policy and identify a Telecommuting Coordinator. B. Identify specific categories of positions that are appropriate for telecommuting. C. Require both the supervisor and employee to complete the Telecommuter Application to assist in determining eligibility (see Sample Telecommuter Application). D. Require a telecommuting agreement between the agency and eligible employee before the employee may work at an alternate location. A Telecommuting Agreement will provide the rules and guidelines necessary for the agency and employee to participate in a telecommuting program. The Sample Telecommuter Agreement provides a general framework for agencies utilizing telecommuting.
    [Show full text]