Sweeping changes to the Americans with Disabilities Act (ADA)—which protects individuals with disabilities from, among other things, discrimination in employment—are almost certain to be coming soon. On June 24, 2008, the United States House of Representatives passed H.R. 3195, the ADA Amendments Act (ADAAA) by an overwhelming vote of 402–17. A very similar version was introduced in the Senate on August 1, 2008 (S. 3406) with 56 Senators as original co–sponsors, and over the past couple of weeks, approximately 70 Senators have signed on in support of the bill. What this means is that it appears almost certain that, when the Senate reconvenes in September, it is highly likely that the ADAAA will be passed, most likely with enough support to override a veto if the President does not ultimately support the amendments.
The ADAAA, if passed by the Senate, would likely drastically change the ADA as we currently understand it by broadening the ADA’s protections to a wider range of individuals. Supporters of the ADAAA contend that the act will restore original congressional intent of providing broad coverage to persons with disabilities. Beginning in 1999, the United States Supreme Court has issued several decisions that those who support the ADAAA believe too narrowly construed the ADA and weakened the ADA’s effect and original intent of providing broad protection to persons with physical and mental impairments that substantially limit a major life activity. Specifically, the United States Supreme Court has held that workers with disabilities who are able to effectively mitigate their impairments (for example, by the use of medications, corrective vision or hearing devices, prosthetics, and other assistive technology) are essentially not disabled—or at least not disabled enough to qualify for the ADA’s protections. These decisions and lower court decisions following them have held that certain serious conditions that one might think are disabilities—such as epilepsy, muscular dystrophy, cancer, diabetes, and cerebral palsy—are, in fact, not always disabilities. Because of the narrow interpretation of the ADA adopted by the United States Supreme Court, many plaintiffs are found not to actually be disabled. By one account, in 2007, only 3 percent of ADA plaintiffs were ultimately successfully, largely because so many of them are found not to be disabled.
The ADAAA would broaden the ADA’s reach by essentially reversing the United States Supreme Court rulings that narrowly interpret the meaning of the key phrase “substantially limits a major life activity.” The ADAAA would define disability as any actual, past, or perceived physical or mental impairment that substantially limits a major life activity, and would define substantially limits a major life activity as “materially restricts a major life activity.” The ADAAA would also, for the first time, provide a list of per se major life activities. The list includes, but is not limited to, caring for oneself, seeing, hearing, eating, sleeping, walking, standing, lifting, speaking, breathing, learning, reading, concentrating, thinking, communicating, working, and the performance of any major bodily function. The ADAAA would also prohibit the consideration of measures that reduce the impact of an impairment on an individual. In other words, a hearing impaired person who can hear just fine with hearing aids who might not be covered under the ADA currently might well be covered if the ADAAA is passed into law. The ADAAA would, however, would make clear that employers are not required to provide reasonable accommodations to persons who are “regarded as” being disabled but who do not actually have a disability.
The bottom line is that all employers should be aware that sweeping changes to the ADA are likely coming soon. These changes will result in more individuals being covered by the ADA and its protections. Employers should pay close attention to the status of S. 3406 and attempt to be aware of when these changes will go into effect and affect their organization’s practices. If the ADAAA is passed, employers are likely going to face more instances in which they need to provide accommodations to employees who might not have been considered disabled in the past, but who are considered disabled under the new law. Employers should study the new law once the final version is passed and make the appropriate changes to their workplace policies and procedures.
AGOSNET is committed to providing employers with the most proactive and responsive risk management tools available. their products and services include claims and incident prevention, claims and incident management, hiring practices, workplace policies and procedures, reporting mechanisms, and training. Their robust desktop training programs, including sexual harassment, equipment safety, and school/workplace bullying, provides employers with a simple method for purchasing, delivering, and tracking employees progress.
Payroll – Protecting Your Organizations Bottom Line
The payroll department handles your organization’s largest asset – your employee’s wages and the taxes. Being in compliance with the ever-changing IRS tax laws can seem overwhelming at times. Employees wanting you to do things “their way” can be a compliance nightmare. A simple thing as accepting an invalid W4 can put your organization at risk. Learn about W4s, W5s, W9s, 1099s, Independent contractors vs employees, new hires, I-9 updates and taxation of fringe benefits. Do you know the tax laws on tuition reimbursement? relocation? company vehicles? What about health insurance if you offer it to domestic partners or civil union couples? Not taxing benefits correctly can lead to huge fines and penalities when you get audited by the IRS!
HRSentry is offering a free webinar on Payroll Basics and Taxation of Benefits. For more information and to register for this webinar being held on Sept 16th (Tuesday) from 2-3 pm click here. The webinar will be presented by Brenda Sabin, CBP.
When people experience different emotions such as being happy, excited, sad, and bored they tend to display certain body languages that reinforce those feelings. This can happen either on purpose or by accident, many times without even realizing it. As a manager or employer it can be extremely beneficial to recognize what emotions you tend to show and what impact that has on the person you are speaking to. Minimizing body language that can have a negative effect will help to get your point across in a more effective manner. A list of key gestures and what they mean provided by risk management group AGOSNET is:
What message is your face sending to others?
Eye-rolling
Eye-rolling communicates a put-down. It is often done in front of others in reference to a co-worker who can’t see the eye-roll, although for a particularly insulting message, it can be done face-to face.
Side glances
Usually executed with a head tilt and your lids slightly closed, this sends a message that you don’t trust or believe what a co-worker is saying.
Looking up to the ceiling, as if to say, “Give me a break!” The message here, again, is a sarcastic, dismissive put-down.
Bobbing your head
When you bob your head impatiently when someone is talking to you, you send the message that you have no patience or interest in what they are saying
What message are your hands sending to others?
Grooming yourself while someone is talking to you When you inspect your clothes and brush off lint, real or imagined, while someone is speaking to you, it is a way of dismissing the speaker. You are literally “brushing them off.”
Checking your watch, cell phone or PDA This sends the message that something is more important than the person speaking to you. It sends a message of boredom and disrespect.
Tossing documents
Imagine being in a meeting, sitting around the conference table and the agenda gets to you with a toss of the hand from the person running the meeting. Sliding or spinning a document across a table to a co-worker is a message of dislike and disrespect.
Fidgeting with pens, paperclips or doodling during conversation
This is another way of communicating that you want to move on or are distracted
What message is your language sending to others?
Sighing(with or without lifting your shoulder) indicates boredom or disinterest.
Talking on the side to someone else while the main speaker is speaking is rude to everyone in the room, not just to the main speaker.
Walking out of the room while still talking When you turn away and leave a conversation in progress, the message sent is that you aren’t interested in the other person’s response.
Asking loaded questions A loaded question is one that usually presupposes another problem. They often imply an accusation and can put a co-worker on the defensive.
Over the past decade there has been an increase in organizations that have setup up wellness programs designed at reducing health care costs and raising morale. The increase in such programs has drawn a fair amount of both praise and criticism. Employers struggle with issues such as how to implement the programs, where the funding comes from, and how to judge the cost/benefit of having such a program.
The “one-size-fits-all” approach: For good reason, your organization doesn’t simply copy other firms’ 401(k) plans or compensation designs. Yet, all too often, firms adopt ill-fitting wellness programs based on things that have worked elsewhere.
Leaving the program on autopilot: Many wellness programs often get off to a good start and then fizzle out. Employers are left wondering what went wrong. Their mistake: They failed to revisit the program on an ongoing basis – at least every other year.
Unrealistic expectations: Generally, it takes at least a year and a half for employers to break even on the cost of a wellness program. As a rule of thumb, the average program cost per employee per month to the employer is about $3 to $5.
The previous traps show common ways that employers setup a system without being truly invested in it. Proper thought and planing must go into a wellness program or it will not meet expectations. It is important to design a program geared to address the concerns of your employees that act as cost-drivers for the company. This article has identified several key places to look when deciding what kind of program would fit your organization.
Key places to look:
your organization’s medical-claims breakdown for the last three years
prescription-drug claims
employee absence information
EAP use
disability claims, and
employee demographics (workers’ ethnic, gender, age and dependent coverage status points to greater – and lesser – health risks associated with each category).
For more resources on employee wellness programs visit the Wellness Council of America. To access an in-depth wellness program guide, activate your HRSentry account today.
Some good tips and on when, how, and why provided by Preventive HR.
Who should provide references?
- Supervisors and managers are generally the appropriate individuals to respond to requests for references from prospective employers, since they are able to best articulate on a past employee’s performance. However, if a unit head or HR officer does not think a supervisor or manager should provide this information, then he/she may provide this information
- Generally, other employees should be advised not to provide references to prospective employers.
Verify the authority of the individual requesting information by using techniques such as arranging to call the person back to verify the person is who he/she claims to be
Determine whether the caller has a legitimate need to know the information requested. Ask why the information is being requested and what it will be used for
Ask the prospective employer for a waiver from the former (or current) employee releasing your organization from liability for a good faith reference, or obtain a release from the former employee directly
The designated person should have access to all relevant information, which should be strictly limited to the facts. Check and recheck all information available for accuracy and substantiation
The designated person should review the files for a settlement or employment separation agreement to ensure that he or she is not violating the terms of the agreement by providing a reference
Inform the prospective employer that any information provided should be treated as strictly confidential and used only for the purposes revealed to your organization
Provide only job-related information, such as job performance. Questions about one’s personality traits, personal life, or other non job-related items should not be answered
Do not provide information “off the record.”
Disclose all relevant and substantive information about the former employee, including the positive and the negative information. Partial disclosures could lead to legal actions
All communication regarding former employees should be truthful, based on facts, and rely on the employment record. Do not rely on secondhand or thirdhand information.
References should be provided in a fair and consistent manner for all former employees. Do not provide references for some employees and not others. Such selective disclosure could be perceived as unfair or discriminatory
Do not provide misleading information. Do not give false reasons for terminating someone’s employment, such as “reorganization.” Do not falsely state that someone was a good employee in order to help that person get a job elsewhere
Document the information provided when communicated by telephone or in person.