The COVID-19 (Corona, Novel Coronavirus) pandemic is an extraordinary circumstance with impact on the workplace. It is important that company leadership actively address the concerns of their employees and reduce speculation and misinformation. Leadership needs to be aware and comply with all employment laws.
Yes when performed consistently and with positive intent to maintain a safe workplace. Employee privacy and confidentiality must be maintained. Therefore checking off those screened is ok. Recording the temperature should not be done visibly or in a non-confidential manner. The ADA restricts inquiries that an employer can make regarding an employee’s medical status unless the inquiry is job-related and consistent with a business necessity. The EEOC has indicated screening in this circumstance may meet that requirement.
Individuals in a management role should not be temperature takers. Instead, utilize an HR professional or consider outside resources such as contracting a CRNA to conduct the screening. Screening is not advised due to the lack of professional diagnostics and potential false negatives and results not related to COVID-19 such as seasonal allergies.
Some states have very specific privacy laws requiring notice prior to or simultaneously with any screening.
Yes.The advice for screening employees applies to non-employees on your premises.
If any employee presents themselves at work with a fever or difficulty in breathing, this indicates that they should seek medical evaluation. While these symptoms are not always associated with influenza and the likelihood of an employee having the COVID-19 coronavirus is extremely low, it pays to err on the side of caution.
Train leadership on the importance of not overreacting to situations in the workplace potentially related to COVID-19 in order to prevent panic among the workforce.
Yes, leadership should first take a collaborative approach. Remind the employee that you are asking them to leave. Try to make them understand the reasons why their departure is necessary to maintain the health and safety of the entire workplace. If there are benefits available such as paid sick leave, use of accrued vacation, or something else that may appease them, you should explain these benefits and how the employee can utilize them.
If the employee still refuses to leave the workplace, you can consider (a) explaining that the employee is now trespassing on private property and if they do not leave you will be forced to call local law enforcement to escort them off the premises; or (b) terminating the employee for insubordination.
Employers are obligated under the Occupational Safety and Health Act to provide a workplace free of known safety and health hazards and employees have a right to refuse work that is unsafe and unhealthy. Proper sanitary practices should be enforced. The company should educate employees on social distancing and hygiene practices. The company should reasonably accommodate requests. Employees cannot simply refuse to work, or to leave work without following OSHA defined processes.
Leadership can inquire if related symptoms are obviously presented. The employee can be required to see a doctor, however if required, the company must pay the expense. You cannot specifically inquire as to diagnosis, prognosis or treatment.
Yes. However the results and any actions taken must be maintained confidential. You should encourage the employee to report by telephone and not report to work to limit contact.
Positively appreciate their coming forward. Ask for a list of other employees they had close contact over last 14 days and quarantine exposed workers. Notify impacted employees, vendors, customers without identifying by name. Take appropriate actions such as extra cleaning and reinforcement of social distancing. Communicate all actions taken.
Yes when performed consistently. However if required, the company must pay the expense. Currently the CDC is advising that companies not require provider’s notes due to the heavy demand currently being placed on the health care system.
Recently passed laws are addressing this issue outside of health insurance plans. This will vary by plan. Consult your health coverage provider or plan administrator.
It is a good idea to brainstorm ideas specifically for your company then communicate centrally for consistency. Each area should not be creating their own practices unless they are in a unique situation. Some ideas are spacing workstations, staggering breaks and lunch periods and providing flexible hours for those reporting to work.
Yes when performed consistently and with positive intent to maintain a safe workplace. Non-exempt employees do not have to be paid; exempt employees must be paid their weekly salary if any work is performed in that week.
Yes. Follow any existing policies and practices you have in place. If this is new, be sure to articulate this is a temporary situational policy and not a policy to allow anyone to work from home without prior approval. Run tests for system capacity and security.
Yes, if you reasonably believe the employee could be a risk to their co-workers. You should act consistently and with positive intent to maintain a safe workplace.
Yes, you can identify employees performing minimal basic operations and essential functions such as payroll, functions essential to facilitating other employees working remotely, and inventory and premises security. If your business is designated as an “Essential Business” the decrees generally not applicable. Social Distancing practices should be followed.
No, the designation can be based on a business necessity. To manage Employee Relations impacts, leaderships should designate key jobs and non-key jobs without consideration of individual employees.
The company is legally not required to provide equipment or pay for internet access. From an Employee Relations perspective and business operations this should be considered
Be positive, supportive and treat your employees as responsible adults. Clearly establish results-based expectations. Define working hours and schedules. Check in multiple times daily. If customer contact is required emphasize professional standards eliminating distractions and background noise. Define and utilize collaboration software.
Be clear about holding meetings away from work with other employees, vendors and customers.
Leadership must continue to comply with all federal, state and local laws and regulations unless specifically suspended or altered by those jurisdictions. You should consult with your legal advisors if you have any specific questions.
Yes, companies must comply with all applicable laws such as minimum wage, overtime, mandatory breaks, predictive scheduling, standby and show up or reporting pay.
Time keeping is a challenge and clear procedures for recording time worked and breaks need to be communicated. Exempt employees must be paid their regular salary if any work is performed during the week. If an exempt employee does not work a whole day, the company can deduct a whole day pay.
Generally yes. Some provisions may not apply if the operation cannot begin or continue due to a threat to employees or property or due to acts of God or other cause not within the control of the control of the employer. From an Employee Relations perspective, it may be best not to invoke these exclusions.
You should act consistently with your PTO or leave policy and consider being more flexible. Flexibility may include waive waiting periods, allowing negative balances or implementing leave donation programs. Any regulatory paid leave regulations must be complied with.
Yes, COBRA applies if the employee is terminated, It does not apply in layoffs or furloughs with an intention to return to work. If a recall does not occur the COBRA requirements apply.
You must record instances of workers contracting COVID-19 if the worker contracts the virus while on the job. The illness is not recordable if worker was exposed to the virus while off the clock.
The WARN (Workers Adjustment and Retraining Notification) act has a specific section applies to “unforeseen business circumstances” that likely may apply. An important indicator of a business circumstance that is not reasonably foreseeable is that the circumstance is caused by some sudden, dramatic, and unexpected action or condition outside the employer's control. A government ordered closing of an employment site that occurs without prior notice also may be an unforeseeable business circumstance. Generally, there is no clear public policy on this issue, but some states have suspended the WARN act for this crisis.
The final details are still being ironed out and information should be obtained from official channels only.
Some states have very specific requirements regarding final pay checks for terminated employees. However, if a business is temporarily shutting down because of a federal or local quarantine order, or even out of a precaution for the safety of the employees and customers, but it is only a temporary closure and the employees are not being laid off, employers are not required to issue final paychecks. Employees not working due to a suspension of operations can be paid on the next regular payday. A final paycheck is only required if the employee is being terminated or laid off.
Most state unemployment insurance benefit regulations remain in place. Some states are waiving waiting periods and the looking for work requirements. For example, in most jurisdictions to be eligible for benefits the employee must be available and willing to work. Employers will most likely have their experience-based tax rate impacted.
No, however if consistently applied, the company may require an unpaid self-quarantine before returning to work.
Yes. From an Employee Relations perspective, it is advisable to investigate technology-based alternatives such as video conferencing particularly if this involves travel to locations identified as high or moderate risk by WHO/CDC. Be aware that exposure contracted while on required travel may be subject to Workers Compensation liability. If travel to high risk areas happens, consider a paid self-quarantine period.
Employees are generally protected against any form of retaliation. These rules apply. From an Employee Relations perspective, while uncivil behavior and bullying are not generally illegal, any incidents should be dealt with quickly and emphatically.
Leadership is prohibited from banning discussions of working conditions under the National Labor Relations Act. You can enforce the meeting of work requirements and minimizing workplace disruption. However Leadership should take a collaborative approach and must avoid discipling or discharging employees for exercising their rights.
Although this is a crucial issue with all the school and activity cancellations, this solution does not address the need for social distancing. There is no requirement for this. If allowed the Company needs to issue a policy stating that the company is not accepting a child supervisory position and is not providing childcare or instruction. Many states require proper licensing to operate a day care. It is recommended that you consult with your insurance company regarding accepting this liability.
Communicate, communicate, communicate. The communication needs to be kind, compassionate, and inclusive. The message should reinforce that we are all experiencing this together and we are in uncharted territory. If not in place, develop polices for attendance notification, remote working, telecommuting, children at work, workplace visitation, travel, workplace hygiene, communicable disease, absentee leaves, and general business continuity.
I have access to tool kits through the Society of Human Resources that contains useful information. · Recommended links: