Post Your Form 300A, Summary of Work-Related Injuries and Illnesses与每年这个时候一样，加州雇主必须从2024年2月1日开始发布他们的 300A 表格，即与工作有关的伤害和疾病年度摘要，并一直发布到2024年4月30日。此外，联邦职业健康与安全管理局（OSHA）有一项新的报告要求，适用于某些加州雇主。
加州特定发布
加州职业安全与健康部（Cal/OSHA）提醒雇主，即使没有发生工伤伤害，也要在每个工作场所的可见且易于接近的区域发布这份2023日历年发生的工伤和疾病年度摘要，包括与COVID-19相关的伤害和疾病。
上一日历年记录在表格300A“工伤和疾病日志”上的所有与工作有关的伤害和疾病必须在表格 300A 中汇总。要记录疾病，疾病必须与工作有关，并导致以下情况之一：
死亡；
请假天数；
限制工作或调到其他工作；
急救以外的医疗；
意识丧失；或
由医生或其他有执照的医疗保健专业人员诊断的重大伤害或疾病。
如果工作场所发生的COVID-19导致与任何其他职业病相同的情况，则必须将其记录在表格 300、300a 和 301上。
雇主必须保留并维护 表格300、表格300A和表格301五年，无论其规模大小。
向联邦职业安全与健康管理局报告
除了实际发布外，Cal/OSHA 还要求某些加州雇主在2024年3月2日之前以电子方式向联邦 OSHA 提交其 2023 年 300A 表格，前提是他们：
雇用250名或更多工人，除非加州法规第8篇第14300.2 节特别豁免；或
在 Cal/OSHA 相关法规附录 H 中列出的行业中雇用20至249名工人。
自2024年1月1日起，某些加州雇主有一项新的报告义务：联邦 OSHA 要求在某些指定的高风险行业拥有100名或更多员工的企业在2024年3月2日之前以电子方式提交涵盖2023年事件的Cal/OSHA表格300和表格301。这些高风险行业列在最终规则的附录 B 中，包括但不限于某些类型的农业和食品生产、食品和饮料制造、杂货店和各种类型的运输。雇主还可以查看OSHA关于新要求的情况说明书。
Source HRWatchdog
COVID-19
2024年01月31日
COVID-19
密歇根卫生系统Trinity Health Grand Rapids一雇主受到宗教偏见指控卫生系统将支付 5 万美元来解决因拒绝流感疫苗豁免而产生的宗教偏见指控。在雇主拒绝了申请人的宗教豁免请求并撤销了他的有条件工作机会后，平等就业机会委员会提起诉讼。
Trinity Health Grand Rapids是一家位于密歇根州的医院和卫生系统，将支付50,000美元以解决一项诉讼，该诉讼指控其未能适当考虑员工豁免其流感疫苗政策的请求。
美国平等就业机会委员会（U.S. Equal Employment Opportunity Commission）去年4月对该雇主提起诉讼，指控其违反1964年《民权法案》第七章的宗教歧视。
据该机构称，Trinity的流感政策（EEOC表示已停止）要求员工每年接种流感疫苗，除非他们获得豁免。根据EEOC的起诉书，在收到有条件的录用通知后，原告根据他的宗教信仰提出了豁免请求，Trinity最终认为该请求“不充分”并拒绝了。Trinity随后撤销了申请人的工作机会。
作为同意令的一部分，医院将对人力资源和高级领导团队成员进行第七章宗教保护方面的培训。申请人还将获得11,348美元的欠薪和38,651美元的非经济损失。
“员工不应该在工作场所门口检查他们的宗教信仰，”EEOC审判律师戴尔·普莱斯（Dale Price）在该机构的新闻稿中说。 “申请人的反对意见是基于他真诚的宗教信仰，本来可以很容易地得到满足。”
在最初宣布诉讼时，普莱斯指出，如果卫生系统对申请人的住宿请求有疑问，它应该与申请人合作，而不是直接拒绝。
在 COVID-19 疫苗问世和雇主强制要求员工接种疫苗后的几个月里，宗教信仰的诚意成为企业和就业法律师重新讨论的话题。平等就业机会委员会建议，除非他们有其他证据，否则雇主通常应该相信申请人和工人的话。
Trinity Health没有立即回应置评请求。
SOURCE HRDIVE
COVID-19
2024年01月24日
COVID-19
The Power of Employeeship and its Direct Impact on Company's ResultsAfter The Great Resignation in the wake of COVID-19 pandemic and the huge wave of Baby-boomers retirement, pressure was put on companies. Till now, the war of talent is still ongoing in the time on the edge of various crisis. Company centered strategy is shifting to people centered. What should we do?
The war for Talent is something that many companies around the globe have faced over more than two decades. This phenomenon coined by Steven Hankin of McKinsey & Company in 1997 is still ongoing, more challenging than ever. It simply refers to an increasingly competitive landscape for recruiting and retaining talented employees.
The Great Resignation in addition is an ongoing economic trend in which employees have voluntarily resigned from their jobs in early 2021 in the wake of the COVID-19 pandemic. Among the most cited reasons for resigning include wage stagnation is the long-lasting job dissatisfaction.
Here we could also add depopulation in some Western countries, big gap between demand and supply in critical competencies and huge wave of Baby-boomers retirement, big uncertainty in the world with conflicts and energy crisis, all of that indeed put the pressure on companies to Re-think the People strategy.
So, the million question is which driving factor is the most important enabler for companies to attract and retain people? There is no general recipe and no copy-paste strategy. Instead, look deeper into your people analytics, needs and behaviours. You will find the answer BUT I would dare to emphasize that psychological safety is taking more and more place among employees as the most critical one. By empowering Employeeship with psychological safety in the ground companies can gain both in terms of individual but also team performance. Research and survey are showing that innovation as a competitive advantage is possible if a company has people with high motivation and strong feeling of belonging. How could the way to empowered Employeeship look like:
"Empowered Employeeship leads to usage of full potential a company possess in its people"
1. Create a Culture of Care where people feel comfortable to admit, share and learn from failures. Companies need to have strong leadership commitment and empower its employees to bring even difficult topics to the table and discuss. Care from psychological perspective includes continues learning and development in all aspects. Care is very much about listening and understanding, supporting and coaching in the way that opens up for new ways of thinking and managing things.
2. Develop a Culture where ownership and responsibility in the organization is strong linked to each and one of the employees. If the employee is rather a partner than a subordinate than the individual contribution and feeling of personal value will be higher. This employee will give a company more value back because it will feel respected, acknowledged and empowered. This in turn will even strengthen company´s leaders and most probably lead the company to a higher maturity level. The better people the better business. At the end, all business problems are people problems. Therefore make your people accountable, responsible and put the hat of ownership on top of their heads. Just to mention, Employeeship is a philosophy adopted notably in Sweden where the hierarchy is abandoned. And it gives great companies, brands and results!
3. When having 1 and 2 in place then the most natural part is to work further with Inclusion. You can also say that companies need to develop a Sense of Coherence where three parts are important: a) the employee needs to feel included in an environment that is understandable and purposeful; b) the employee needs to have resources and conditions that makes the work possible and manageable; and c) the work that the person is expected to deliver and perform need to be part of the bigger picture and the employee needs to understand that. Just sitting in front of the computer day in and day out, delivering for example drawings of calculations will not give meaning long term. But if you put these deliveries into the bigger context by showing where this piece of a puzzle is and how it is connected to other pieces will most probably lead to higher satisfaction and retention rates, loyalty, performance and for certain create strong attractiveness as well.
Empowered Employeeship leads to usage of full potential a company possess in its people. We all have individual responsibility to contribute to a culture where other people feel comfortable. Just start with yourself and how you would like to be treated. Clear direction from top management and strong commitment from all employees will make this journey possible.
SOURCE ManageHR
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