Hiring Trends 2024: For Tech And Digital Global Employers
ANWESHA ROY 8 MINUTE READ
The hiring landscape has gone through a lot of fluctuations in the last two years. The United States and the European Union (EU) fell into recession, triggering widespread panic amongst tech and digital companies. Businesses had to lay off a large chunk of their workforce as a cost-cutting measure, some even freezing hiring temporarily.
Fast-paced digital agencies and startups understood that they needed a flexible hiring approach to adapt to these circumstances. They realized that hiring remote talents from offshore locations like LatAm, East EU, East Asia, and India was a viable way to grow their workforce. Recruiters soon realized that they needed to prioritize both skills and cultural adaptability while looking for remote talents. Hiring platforms emerged as the helping hand in this matter, with their comprehensive solutions geared to deliver a fast and reliable hiring experience.
In this blog, we will discuss these developments and other hiring trends for 2024, and the job roles that will grow in the near future.
Hiring Trends That Will Define 2024
Adaptable hiring strategies will help tackle the talent shortage
Remote hiring for remote positions is here to stay
Skill-based hiring will gain more prominence
India’s rising talent pool to meet global needs
Talent expectations from global employers are changing
Organizations will look for culture-fit talents
Emergence of hiring platforms
Artificial Intelligence (AI) and Machine Learning (ML) will play a crucial role in optimizing the hiring process
1. Adaptable hiring strategies will help tackle the talent shortage
By 2030, the global tech talent shortage will rise to 85.2 million, leading to a massive loss in revenue. Global employers will be more careful and strategic when hiring in 2024. The demand-supply gap of skilled tech and digital talents is growing every year, which means startups have to work harder to onboard the best talents. They will also look to hire remote talents from offshore locations to upscale as per their budget and resources.
2. Remote hiring for remote positions is here to stay
In 2023, tech and digital startups have to deal with the growing tech talent shortage amidst a precarious global economic scenario. Remote hiring is the most viable solution for these organizations, as they can easily access skilled and cost-effective talents across the globe, with a faster hiring process. Even companies following on-site or hybrid workstyles are hiring certain roles remotely, due to its benefits. contract hiring – uncertain economic conditions are compelling companies to hire full-time long-term contractual employees for flexibility and scalability. Global employers are also open to long-term contractual engagements for full-time employees, to ensure flexibility and scalability.
The number of startups hiring remotely has grown from 900 in 2019, 2,500 in 2020, and 14,000+ in 2022. With a growing number of talents preferring remote workstyle, companies will be able to retain their top talents by setting up distributed teams instead of strictly adhering to local hiring.
3. Skill-based hiring will gain more prominence
92.5% of companies have seen a reduction in their mis-hire rate when implementing skills-based hiring, with 44% reporting a decrease of more than 25%. Going ahead, the qualification of a candidate will be defined by their hard and soft skills, and not just their education and work experience. Technical skills, problem-solving abilities, leadership, adaptability, and more will be closely evaluated by companies. A study shows that hiring for skills is five times more predictive of job performance than hiring for work experience.
To drive this initiative, startups will rely on vetting tools and integrate them within their hiring process. The assessment will be tailor-made for tech and digital roles to aid in finding the most suitable talent. Furthermore, startups have to drop degree requirements from job descriptions and become more specific about the capabilities they are looking for.
4. India’s rising talent pool to meet global needs
Contrary to the talent crisis across the globe, India is generating tech and digital talents consistently in large numbers. Their tech talent pool has grown by 120% in the last five years, with two million STEM graduates every year. The country also has a surplus of 2.5 million digital talents, presenting a great opportunity for global employers.
The average salaries of Indian talents is lower than that of US, EU, and AUS talents, which means global companies can hire equally or better-skilled professionals at a lesser cost.
India also has a wide network of talents specializing in emerging technologies. The number of Indian AI experts on LinkedIn has grown by 14x in the last seven years, the 5th fastest growth after Singapore, Finland, Ireland, and Canada.
These reasons have helped India become the most preferred talent-sourcing hub in the world.
5. Talent expectations from global employers are changing
The global labor market is very tight and the talents have an upper hand in deciding their next employer. To remain competitive, startups have to reexamine their hiring strategies and cater to what the top talents are looking for.
A study reveals that top Indian remote talents want better pay, good work-life balance, and prospects of career growth while choosing an employer. Before hiring from India, global employers have to prepare an offer that fulfills the expectations of these talents.
6. Organizations will look for culture-fit talents
Technical proficiency makes a candidate qualified for the job role, but a cultural fitment aligns makes them the perfect addition to the organization. Both large-scale companies and startups need talents who take initiative, have a positive attitude, and handle situations in a non-confrontational manner. Such skills will uphold the work environment and promote a healthy culture. An org-culture fit talent will be more engaged and satisfied with their job than just a skilled professional.
Finding and hiring culture-fit professionals also impacts the retention rates, as a study shows that 73% of talents have left a job due to poor cultural fitment.
7. Emergence of hiring platforms
According to a 2022 survey by Upwork, 50% of businesses outsource at least some of their work. Of those businesses that outsource, 38% use hiring platforms to find freelancers and contractors. Another report reveals that 48% of companies are planning to increase their use of hiring platforms for offshoring in the next two years.
Hiring platforms offer a number of advantages to businesses, including access to a large pool of skilled and experienced freelancers and contractors, the ability to scale their workforce up or down as needed, and cost savings on labor costs. They also help in vetting candidates to find the right technical and cultural fit, helping in making an informed hiring decision. With their end-to-end solutions, hiring platforms help both fast-paced businesses and enterprises in upscaling confidently within a short period of time.
8. Artificial Intelligence (AI) and Machine Learning (ML) will play a crucial role in optimizing the hiring process
44% of recruiters find AI useful in shortening the hiring cycle, which is the main priority, 32% found it a good way to cut down overhead costs, and 24% found it helpful in identifying the right talents.
Studies suggest that it takes 29 to 66 days to fill tech-based vacancies, which is a very long hiring cycle for startups. In a fast-paced environment with constant deadlines, open roles must be filled as quickly as possible. As time is of the essence, startups are beginning to leverage Artificial Intelligence (AI) and Machine Learning (ML) in their hiring process.
By reducing the time to hire, small-scale startups are also able to cut down overhead and operational costs. In fact, AI/ML have helped companies in North America cut down their costs by 40%, in Europe by 36%, and in the APAC region by 25%.
Application Tracking System (ATS) is also being used by startups to ensure a seamless hiring process. The ATS is useful in organizing applications, managing communications, and tracking the status of candidature. 99% of Fortune 500 Global companies are using ATS for an elevated hiring experience and short cycle, so why shouldn’t startups? After all, it oversees all the tedious processes in hiring, so managers can focus their energy on decision-making and other important tasks.
Region-wise Job Roles Which Will Grow In Demand in 2024
United States
Europe
Australia
According to a survey by NASSCOM, future skills demand is expected to grow to 3.5-3.7 million by 2024, rising from the present 1.2-1.3 million currently employed by the industry. Building on that, here are a few predicted jobs that will be in demand in the next few years, sorted region-wise.
United States
The United States is leading the world in next-gen technology, which reflects in their plans to hire more cloud engineers, machine learning engineers, data scientists, and salesforce developers. The digital sector is also growing at an average of 8.5% CAGR, and the startups are looking to hire more web developers, ad specialists, UI/UX designers, and digital marketing managers.
Europe
European tech startups will focus increasingly on their core services and hire more front-end developers, DevOps engineers, and blockchain developers. Similarly, digital companies will look for PHP developers, web developers, and digital marketing managers. SaaS-based startups in the EU will focus on building next-gen products and user privacy, which is why they will hire more product managers, customer success managers, and security engineers.
Australia
Despite fears of recession, Australian tech startups are focussing on resilient hiring to support their services. They will look to onboard more back-end developers, database administrators, and systems engineers. In the digital sector, SEO specialists, web analytics specialists, and digital sales representatives will be in demand. SaaS-based startups in the country will focus on better customer service by hiring account executives, customer success managers, and e-commerce managers.
Jobs created by AI to look out for in 2024
Prompt Engineer
Prompt engineers are experts in designing and developing AI-generated text prompts for improving the AI prompt generation process for several applications. They use data analysis and programming skills to deliver an elevated user experience in tech and SaaS products.
AI Trainer
AI trainers are responsible for teaching AI systems how to think and interact with users. They work with the development team to ensure the chatbots and virtual assistants respond to customer queries and resolve them effectively. These experts have a strong background in data science, natural language processing (NLP), and machine learning.
AI Auditor
AI auditors evaluate the safety, legality, and ethics of AI systems so they can be put to good use. They review codes, conduct data analysis, and test the systems to ensure the system does not produce biased or discriminatory responses.
Machine Managers
Machine managers oversee the AI-operated hardware and systems, and ensure everything is intact for peak performance. They are responsible for the efficient operation and minimum downtime of AI tools, making them indispensable for the tech sector.
Final Thoughts
The secret to success in talent acquisition is to identify the trends, adapt your strategy, and prepare for the future. It is important to constantly monitor the ever-changing hiring landscape to build a productive workforce for the long run.
As we enter 2024, the major focus for global employers will be on identifying the best candidates for the role and leveraging digital tools for a smarter process. Digital agencies also have to offer what talents seek in their employer in order to improve their chance of hiring the best candidates.
By aligning these hiring trends in advance, global recruiters like digital agencies, IT services companies, and SaaS-based tech companies can stay ahead of the curve and hire methodically.
观点
2023年10月24日
观点
胡晓敏：公司改组重组合并，HR要留意哪些移民法风险
公司改组重组合并，HR要留意哪些移民法风险？
Xiaomin Hu
Founder & Managing Attorney Law Office of Xiaomin Hu P.C.
或者访问：https://www.youtube.com/watch?v=zcbhtw6ODCg
美国经济衰退背景下的公司重组：HR视角的移民与签证挑战
在当前的经济环境下，美国的公司重组和合并活动日益频繁，这对HR专业人员提出了新的挑战。胡律师在其近期的讲座中，深入分析了美国经济衰退对公司重组、合并及其对人力资源相关法律风险的影响。特别是，她关注于如何管理与员工签证和移民状态相关的复杂问题。
雇员裁员后的选择
胡律师首先讨论了公司裁员对H1B、L、O签证持有者的影响。裁员后，员工有60天的宽限期来寻找新的雇主或改变签证类型，例如转为B1/B2旅游签证或F1学生签证。如果公司停业，这些员工的H1B身份将自动终止。胡律师强调，HR部门必须为这些员工提供清晰的指导和支持。
继承利益者的重要性
胡律师指出，在公司重组或合并期间，理解“继承利益者”（Successor in Interest）概念至关重要。继承利益者是指新公司愿意并有能力继续雇佣原公司的员工，并承担所有相关的移民责任。这有助于保持员工的移民案件连续性，避免在移民程序中出现断裂。
劳工证申请（PERM）的影响
公司重组可能对PERM流程产生影响。新的继任者公司需要确保与原公司的劳工证申请保持一致，避免在审计过程中出现问题。这需要HR部门在整个过程中保持严谨的记录和沟通。
移民状态的转换
在公司重组后，胡律师讨论了如何转换移民状态，例如从H1B转为B1/B2或F1签证。在某些情况下，如果员工已有批准的I-130或I-140，并且优先日期是当前的，他们可能有资格递交I-485以维持他们的身份。
对H1B员工和绿卡申请的影响
公司重组对H1B员工的身份可能需要进行调整。胡律师建议HR部门准备好必要的文件，以应对移民局的可能调查。同时，如果公司在提交PERM或I-140之前重组，新的继任者公司需要重新审查整个申请流程。如果变更发生在提交140申请之后，新公司必须证明其为“继承利益者”。
胡律师的讲座为HR专业人员提供了宝贵的见解，帮助他们在经济衰退和公司重组期间有效管理与移民和签证相关的挑战。她的建议强调了在这些动荡时期内保持法律合规性和为员工提供支持的重要性。通过这些策略，HR部门可以更好地应对不断变化的经济环境，同时保护公司和员工的利益。
观点
2023年07月03日
观点
视频：Leading Through Transformation The Future of HR in the AI Era
Leading Through Transformation The Future of HR in the AI Era
Jiajia Chen
Senior Group Product Manager
Nvidia
点击访问：https://www.youtube.com/watch?v=toiy_sBDXHs
以下为演讲稿翻译整理，仅供参考：
引领变革：人工智能时代人力资源的未来
欢迎大家，我很高兴有机会讨论一个自2022年底以来成为焦点的话题。随着chat的广泛成功，许多人开始思考一个问题：我还会有工作吗？对于一些父母来说，这个问题可能会有所不同：我的孩子将来会有工作吗？在深入这个问题之前，让我简单介绍一下自己。我早期的职业生涯涉及多个商业领域，包括人力资源，后来我专注于人工智能产品管理。我拥有几个学位，包括法律学位、MBA学位、经济学科学学位和软件工程学位。我曾在Nidia管理人工智能基础设施产品组合几年。去年晚些时候，我转移到另一个名为Nidia Omniverse的产品组，这是一个数字孪生平台工业元宇宙。我们的企业客户可以使用Omniverse来创建数字孪生工业元宇宙，通过利用模拟和生成性人工智能以及与大型生态系统合作。通过这些经历，我对人工智能和人力资源有了深刻的理解。在这次演讲中，我希望能提供一个框架，帮助大家思考如何在人工智能时代领导转型，如何保持相关性并比人工智能发展得更快。
人工智能并不是一个新概念。让我们快速回顾一下人工智能发展的简史，为今天的对话奠定基础。人工智能领域诞生于1950年代。1950年，艾伦·图灵提出了模仿人类智能的通用机器的概念。1956年，人工智能这一术语被创造出来。在1970年代和1980年代，人工智能最初的乐观预期开始减弱，因为进展没有达到高期望，人工智能研究的资金减少，领域经历了被称为人工智能冬天的时期。在人工智能冬天期间，研究人员专注于发展专家系统，这是基于规则的系统，旨在模仿人类专家在特定领域的知识和决策能力。这种方法在实际应用中取得了一些进展，例如医学诊断和工业自动化。1980年代，人工智能的焦点转向了机器学习和神经网络。机器学习算法允许计算机在没有明确编程的情况下从数据中学习，并做出预测或决策。受人类大脑结构启发的神经网络引起了关注，并被应用于各种任务，包括图像和语音识别。得益于大量数据的可用性和计算能力的进步，人工智能经历了复兴。Nidia的贡献是关键的。
2022年11月推出的ChatGPT标志着人工智能的关键时刻。生成性人工智能正在推动机器创造的边界。人工智能越来越多地融入各种应用和行业，正在金融、医疗保健、网络安全等领域发挥作用，转变行业并创造新的机会。
你们中有多少人尝试过ChatGPT？你们喜欢它的哪些功能？是否用它来草拟电子邮件、创建培训材料，或者提出棘手的问题，试图愚弄chat GPT，证明你的人类智能更高级？人工智能预计将在各个维度对工作场所产生重大变化。
以下是人工智能可能带来的九个变化。
首先，提高生产力：人工智能是否会提高生产力和经济增长？许多人这样预期，但也有很多人告诉你，到目前为止，这种生成性人工智能趋势并没有大幅提高生产力，除了提供一些有趣的玩具。你们中的一些人可能听说过“生产力悖论”，这是1970年代和1980年代在美国发生的现象。我的预测是，人工智能不会发生这种情况。人工智能可以更快地传播，且所需的资本投资更少。这是因为人工智能在短期内的应用主要是软件革命，所需的大部分基础设施，如计算设备、网络和云服务，已经到位。你现在可以通过手机立即使用chat GPT和迅速增长的类似软件。
其次，收入不平等：人工智能是否会带来自动化的奢华时代，还是只会加剧现有的不平等？美国国家经济研究局发布的一份报告称，自1980年以来，美国工资变化的50%到70%可以归因于蓝领工人被自动化取代或降级导致的工资下降。人工智能、机器人技术和新的复杂技术导致财富高度集中。直到最近，受过大学教育的白领专业人士基本上没有受到低教育工人的命运。拥有研究生学位的人看到他们的薪水上涨，而低教育工人的薪水显著下降。这一问题将加剧，低技能的白领工人也将受到影响。
第三，劳动力技能提升和风险转移：随着某些任务的自动化，人工智能需要专注于提升和重新技能化劳动力。员工需要获得新的技能和知识，以适应不断变化的工作要求，并有效地与人工智能系统协作。有关这一主题的研究很多，不同研究的数据也有所不同。彭博社的研究显示，由于人工智能对工作的影响，全球将有超过1.2亿工人在未来三年内需要重新培训。据信，由于人工智能相关部署，中国将有超过5000万工人需要重新培训。美国将需要重新培训1150万人，以适应劳动力市场的需求。巴西、日本和德国的数百万工人也将需要帮助应对人工智能、机器人技术及相关技术带来的变化。根据麦肯锡的一项研究，由于快速自动化的采用，多达3.75亿工人可能需要转换职业类别。
第四，重新定义工作角色：人工智能有潜力重塑工作角色并创造新的角色。一些任务和工作可能会完全自动化，导致某些领域的工作流失。然而，人工智能也为创造涉及管理和协作人工智能系统、分析人工智能生成的内容、开发和维护人工智能技术的新角色创造了机会。例子包括美国政府试图将制造业带回美国。许多人认为，像第二次世界大战后一样，将创造数百万高薪的蓝领工人工作。然而，这最有可能不会发生，因为在美国建造的新工厂几乎不会雇用许多人类工人。一切都将通过机器人或管理系统自动化。
第五，增强决策制定：人工智能系统可以分析大量数据，检测模式，并生成支持决策过程的洞察。这可以使员工和管理者获得更准确、更及时的信息，使各种职能（如运营、市场营销、财务、人力资源）的决策更加明智。2019年哈佛商业评论提出了一个概念，称为人工智能驱动的决策，与数据驱动的决策相比，它允许我们克服作为人类处理器的固有局限性，如低效和认知偏见，因为你可以指派机器来处理大量数据，让我们人类应用判断力、文化价值观和情境来选择决策选项。
第六，人工智能与人类的协作：人工智能技术使得人与智能系统之间的协作成为可能。这种协作可能涉及利用人工智能在数据分析、模式识别和预测方面的优势，而人类则提供批判性思维、创造力、同理心和复杂问题解决技能。如果能够有效地实现人与人工智能系统的协作，可以带来改进的成果和创新。的确，许多公司已经使用人工智能自动化流程，但到目前为止，证据表明，那些旨在取代员工的部署只会带来短期的生产力提升。在一项涉及1500家公司的基本研究中发现，当人类和机器一起工作时，公司取得了最显著的绩效提升。
第七，增强智能：人工智能可以通过补充和增强人类能力来增强人类智能。它可以协助人们执行诸如信息检索、数据分析和问题解决等任务。人工智能支持的虚拟助手和机器人可以为人们提供即时支持和指导，提高他们的效率和效果。
第八，伦理考虑：人工智能在工作场所的整合引发了与隐私、安全、公平、透明度和问责制相关的伦理考虑。组织需要建立伦理框架和指南来确保人工智能系统的合理和可信赖的开发和部署。
第九，监控和评估AI实施。这个变化涉及到持续监控人工智能在工作场所的影响，并从员工那里收集反馈，以识别改进领域。定期的评估和反馈循环将有助于完善人工智能的实施和使用，确保其在增进工作效率、创新和其他方面的应用是有效和恰当的。（以上为AI补充，仅供参考）
目前，我们已经详细讨论了人工智能在工作场所创造的变化，以及人力资源应该如何应对这些变化。
现在，让我分享这张早先在一次HR会议上使用的幻灯片。2016年，我在一个名为“HR新模型”的会议上发表了演讲。现在，让我们看看这个模型。一个典型的组织结构包括首席执行官、人力资源业务伙伴、共享服务和一个运营部门，支持管理者和员工群体。公司是否能用这个模型应对人工智能在工作场所带来的变化？我们是否需要一个不同的模型？在回答这个问题之前，让我们看看应对每种类型变化需要发生什么。在这张幻灯片上，我展示了我简单的颜色编码技术。我简单地将所有类型的能力和技能分类并用不同颜色高亮显示。现在我们可以看到几个主要类别和一些零散项目。让我们稍微深入一些颜色分类的挑战。
首先，以蓝色突出显示的助理挑战和两个工作场所的变化。HR可以评估利用人工智能的技能和能力要求，为员工提供必要的资源，使他们能够理解和利用人工智能技术，以及如何通过人工智能来增强他们的工作。这包括关于人工智能概念、数据分析、自动化工具和人工智能支持决策的培训。HR可以培养持续学习的文化。
其次，以绿色突出显示的变革管理和沟通，在四个不同的工作场所变化中出现。HR可以积极地向员工传达人工智能实施的目的和好处，以提高生产力和效率。HR可以协助经理和员工分析工作并重新设计工作流程，以利用人工智能技术。这涉及识别可以自动化或由人工智能增强的任务和活动，简化工作流程，消除冗余或低价值测试，并确定人类和人工智能如何合作以优化生产力和效率。
第三，以热粉色突出显示的职业发展和内部流动性，在三个不同的工作场所变化中出现。HR可以进行技能评估，以确定组织内现有技能，并确定需要解决的AI相关角色的差距。这包括识别与人工智能技术合作所需的技术技能，如机器学习，以及有效沟通、批判性思维和问题解决所必需的软技能。
最后，以灰蓝色突出显示的伦理指导和治理，在三个不同的工作场所变化中出现。HR可以与法律、合规团队等相关利益相关者协作，为人工智能变革建立治理框架。那些仍以黑色显示的功能在未来几年将看到更多的自动化和置换，投资较少，因为这些能力在人工智能转型中的相关性较低。
为了跟上甚至领导人工智能趋势及其对工作场所的影响，HR可以采取几个积极的步骤。以下是我们可以考虑的一些关键行动：持续学习，HR专业人士可以深入了解人工智能技术、应用和影响；识别人力资源中的人工智能用例，HR可以探索各种可以增强其功能和简化流程的人工智能应用，例如自动化日常行政任务、改进候选人筛选和选拔流程，以及提供个性化的学习和发展机会；评估组织的人工智能准备情况，HR可以评估组织当前的基础设施、技术能力和文化，以确定其采用人工智能的准备情况；通信和透明度，人工智能实施期间的沟通和透明度对于缓解对工作安全的担忧、澄清人工智能采用的好处以及确保员工理解人工智能技术将如何增强而非取代他们的工作至关重要；监控和评估人工智能实施，HR可以持续监控人工智能对工作场所的影响，并从员工那里收集反馈，以识别改进领域。定期的评估和反馈循环将有助于完善人工智能实施。
The Salary History Ban: Your Guide to Dealing with This Dreaded Interview Question--GUSTO
It’s the interview question that makes millions of employers and candidates shudder. No, it isn’t about experience, references, or culture fit… not even about career growth expectations. It’s about (eek!) salary history.
Not the easiest thing to ask for, right? But employers rely on it as a way of understanding the market rate for specific roles and gauging an applicant’s skill level. It’s important to remember that there’s lots of baggage that goes along with asking for someone’s salary history—baggage that affects both the candidate and employer.
Here we’ll cover best practices for making sure your company complies with the new salary history laws, including an overview of where it’s active so you can see if it applies to you in the first place.
Let’s break it down.
What is the salary history ban?
Imagine you’re conducting a job interview. It’s going great, and you want to shift the conversation toward salary negotiations. Several things are running through your mind, like keeping the candidate excited about the role and staying within budget. So you hold your breath and ask the dreaded question: “How much are you currently being paid?”
Here’s the dilemma. If the candidate answers the question, they could risk anchoring their future compensation to their current salary—whether or not they’re being paid appropriately. Or if they refuse to answer, there’s a chance you may assume they make less than they actually do or even find them uncooperative.
In a survey of over 15,000 respondents, PayScale found that women who didn’t offer up their salary history were paid 1.8 percent less than women who did. On the flip side, men who didn’t reveal their previous salary were paid 1.2 percent more. This double standard between men and women may be the result of gender bias, according to PayScale. Clearly, something isn’t working.
The proposed solution? Ban the question altogether.
The salary history ban makes it illegal for employers to ask candidates how they are currently or were formerly compensated at work. What qualifies as “compensation” is different for every state and city (we’ll cover that part soon).
Why it’s being rolled out
Gender pay inequality continues to be a problem in the United States. A Glassdoor study showed that women still earn 76 cents to the dollar men earn.
The salary history ban is trying to tackle one part of the problem: to prevent current or previous pay inequality from following a person throughout their career. Determining a candidate’s compensation based on their salary history can perpetuate existing wage inequalities that are the result of gender bias or discrimination. So, some think it’s best to take salary history out of the equation altogether.
Where the salary history ban currently exists
Remember that this isn’t a nationwide ban. Below are some of the cities and states that have enacted the salary history ban so far:
California: Starting Jan. 1st, 2018, employers can’t ask for an applicant’s compensation history, either in writing or verbally. Compensation includes both salary and benefits. If reasonably requested, employers need to also provide a pay scale for the position in question.
Delaware: Since Dec. 14th, 2017, employers haven’t been allowed to ask for an applicant’s compensation history until after a job offer has been made and accepted by the applicant. Compensation is defined as monetary wages, benefits, and other methods people get paid.
Massachusetts: Starting July 1st, 2018, employers can’t screen applicants based on compensation history or ask for it. Compensation includes benefits, salary, and other types of payment. Employers are also banned from getting the information from the applicant’s current or former employer until after an offer has been officially accepted. Instead, employers have to publish salary ranges based on qualifications and skills related to the role.
New Orleans: As of June 2017, city agencies aren’t allowed to dig around for applicants’ pay histories.
New York City: As of October 31st, 2017, employers are barred from asking or searching for an applicant’s compensation history. This includes wages, benefits, and other forms of compensation.
Oregon: Starting January 1st, 2019, employers can’t ask for compensation history or screen applicants based on it. Compensation includes wages, salary, bonuses, benefits, fringe benefits, and equity-based payment. If a company violates this law, employees are owed unpaid wages.
Philadelphia: Despite being the first U.S. city to pass such a law, the bill is temporarily on hold because of a lawsuit filed by a local business. Therefore, it’s not currently enforced.
Pittsburgh: As of March 2017, city agencies cannot ask applicants for their pay histories.
Puerto Rico: As of March 2017, employers can’t ask about an applicant’s compensation history unless the applicant offers the information on their own, or a job offer has been offered and accepted by the candidate.
San Francisco: Starting July 1st, 2018, employers can’t ask applicants—contractors and subcontractors included—for their compensation history. Employers also can’t disclose a current or former employee’s salary history without that person’s explicit permission.
So what does this mean for you?
If your business isn’t located in any of the cities or states above, you’re in the clear (as of December 2017). If it does, there are a couple actions you should take.
First, review your hiring process. At no point should you require an applicant to disclose their salary history in writing or in an interview. Also, make sure related sections aren’t lurking in any internal hiring documents, like interview question templates or reference emails. Lastly, don’t rely on an applicant’s salary history, even if voluntarily disclosed, when determining whether or not to extend a job offer.
(Re)train your staff on the new law. Make sure your team is aligned on new hiring requirements and which questions are and are not appropriate. Double-check the statutes under your state or city’s law and ingrain it in your team.
Refrain from releasing salary information for past employees. Don’t release a former employee’s salary history without written authorization from that employee. There may be some exceptions to this rule, such as when salaries are publicly available or part of a collective bargaining agreement. Check your local and state laws to see what exceptions may apply.
A shift in mindset
Salary negotiations are uncomfortable for everyone involved, and gaining the candidate’s trust throughout the process is key to setting them up to be a rock star on your team. The good part? Simple language tweaks can easily achieve this.
For example, instead of asking for salary history, tell the candidate outright what the salary range is for the role, and then see if they want to continue the conversation. Keep in mind that the gender pay gap can still rear its ugly head even if people know the average salary range for the role, found a study from Hired. On average, women tend to ask for less than men, regardless of their experience.
The takeaway? Someone’s salary history should never affect their compensation in future roles. Before you ever bring your candidate into the office, research compensation standards for the role you’d like to fill and consider their skills, background, and education to determine a final offer. Take this data-driven approach and be fair and transparent; you’re bound to gain your candidate’s trust throughout this nerve-wracking (and exciting!) process.
About Tiffany Durinski
Tiffany Durinski is a content marketer, writer, and explorer of the world. Her mission is to get people fired up about technology through captivating storytelling.
观点
2018年07月04日
观点
在美国裁员中的年龄歧视问题-美国《反年龄歧视法》禁止企业对40岁及以上的员工进行年龄歧视
美国《反年龄歧视法》（The Age Discrimination in Employment Act）禁止企业对40岁及以上的员工进行年龄歧视。最近，两家高科技企业，Intel和IBM，都因为裁员中涉及年龄歧视而遭到公平就业机会委员会的调查。
Intel的情况是，在2016年的一波裁员中，2300名被裁员工年龄的中位数是49岁，而留下来的同行，中位数只有42岁。因此有员工已经向公平就业机会委员会投诉。按照程序，委员会将审核Intel关于裁员的法律文件，来确定员工一方是否有足够的证据，从而代表员工向法院起诉。如果委员会认为不构成年龄歧视，员工一方仍可以单独起诉公司。
而IBM的情况是，从2014年开始，IBM已经裁减了2万多名40岁及40岁以上的员工，占到了全部裁员人数的60%。委员会同样在调查IBM，但是IBM否认了年龄歧视的指控，表示公司是根据绩效和其他方法确定裁减人员名单。
《纽约时报》在之前的一篇报道指出[1]，这几年，向委员会投诉的年龄歧视的案件越来越多，2015年有20144件，2016年则达到21000件，已经占到了委员会全部受理案件的四分之一。然而，委员会真正认为证据充足并起诉到法院的案件数量却很少，比如2015年只有86件，低起诉率的其中一个原因是，最高院通过Gross v. FBL Financial Services, Inc[2]一案，在举证责任方面为劳动者胜诉设立了很高的门槛。
1989年，最高院曾在Price Waterhouse v. Hopkins一案中为混合动机案件设立了举证责任规则。混合动机指雇主的决定混合了合法的动机（比如员工绩效）和非法的动机（比如员工的性别和种族）。此时，雇员需要首先举证她因为雇主的非法动机（也就是该案中的性别因素）受到了歧视，此时举证责任转移到雇主，雇主需要证明，即使没有性别因素，雇主也会做出一样的决定。
但是在2009年，在涉及年龄歧视问题的Gross v. FBL Financial Services, Inc一案中，最高院认为，《反年龄歧视法》独立于《民权法案》，Price Waterhouse一案确立的举证规则也并不当然适用于年龄歧视的情况。通过仔细阅读法律条文，最高院认为，在年龄歧视案件中，劳动者首先必须证明年龄是雇主决策的主要因素（but-for，如果没有该事实的存在，事件就不会发生），这个举证要求不可谓不高。2009年，国会曾提出Protection Older Workers against Discrimination Act草案，要求年龄歧视案件的举证规则回归Price Waterhouse规则，但是因为受到商业群体等反对，草案最终没有被通过。
据报道，委员会的代理主席Victoria Lipnic已经将反年龄歧视作为委员会的优先处理的工作议题，且看委员会将如何处理这两起年龄歧视案件。
[1] Shownthe Door, Older Workers Find Bias Hard to Prove, https://www.nytimes.com/2017/08/07/business/dealbook/shown-the-door-older-workers-find-bias-hard-to-prove.html
[2] 557 U.S. 167
观点
2018年05月31日
观点
面试时雇主可否询问应聘者的工资历史？根据Bloomberg网的统计，目前有加州、德拉华州、马萨诸塞州、俄勒冈、华盛顿州以及波多黎各通过地方立法禁止雇主在面试时询问应聘者的工资历史。纽约、旧金山等城市也通过了类似的法案（纽约为第一个通过法案的城市）。
支持者认为，现阶段美国依然存在男女工资不平等的现象。根据美国人口调查局的报告，同样是全日制的工作，女性的工资水平只有男性工资水平的80%。因此，如果现阶段女性工资水平低于男性，而未来的工资又是基于或者参考工资的过去水平而定，那么工资的性别不平等现象将会长期化。禁止询问工资历史能帮助应聘者通过自己的知识和技能获得公平的工资水平，从而打破工资不平等的恶性循环。
除了地方立法，一些知名公司比如Amazon和Bank Of America也都在招聘中采纳了这一规则。
当然，也并非每个州都支持这一立法。像密歇根州和威斯康星州都通过专门的法律，禁止本州内的县市采取这类立法。另外像爱荷华州、北卡和田纳西州本身就要求地方县市在雇佣法领域不得超越州法的界限，因此这些州的县市也无法自行采取这类立法。
最后看一下司法系统。第九巡回法院最近以全体一致的方式判决根据工资的历史水平决定现在工资水平的做法违反了1963年颁布的《平等支付法》（Equal Pay Act）。在Rizov. Fresno County Office of Education一案中，Rizo是一名数学咨询师。2012年她发现她的男同事工资水平都比她高，于是向法院起诉，指工作单位存在性别歧视。工作单位则声称，她的工资水平是基于她的工资历史而不是基于她的性别决定，因此并不存在性别歧视。法院认为，法律不允许使用工资历史来为工资的性别差异辩护，无论是单独使用工资历史还是结合其他因素。合法的与工作相关的工资决定因素，只能是雇员的工作经验、培训经历、教育和过往的工作表现等。
观点
2018年04月23日
观点
GDPR: Is Your Recruiting Ready? GDPR：您的招聘是否准备就绪？作者：Randal Truong
As 2018 approaches, almost every company is wondering, does the General Data Protection Regulation (“GDPR”) apply to me, and if so how do I make sure I’m ready for it? GDPR represents the most sweeping data privacy legislation in the European Union since 1995, and compliance is a must for any company that does business in the EU. In your preparation for GDPR compliance, it’s critical to work with vendors like Lever who understand and will support your compliance needs.
The basics
What is GDPR?
GDPR, consisting of 99 Articles and 173 Recitals, is Europe’s new framework for data protection laws. It basically gives EU residents more control over how organizations collect, process, store, and share their personal data online. It requires organizations to undertake certain steps to ensure they are adequately protecting the personal data collected.
When does GDPR go into effect?
GDPR is already law, but due to the extensive new compliance requirements, organizations were given two years to become compliant. GDPR will start being enforced on May 25, 2018.
How do I know if the changes affect me?
GDPR requires compliance from any organization that collects personal data from someone in the EU. As a recruiting organization, that means you need to be compliant if you’re hiring, and therefore collecting the data of EU residents.
What happens if I ignore GDPR?
The penalties for non-compliance are high. Companies can be fined up to €20 million or 4 percent of their global revenue for non-compliance with key provisions of GDPR. Compared to the prior law, GDPR gives EU data protection authorities more investigative powers as well.
Definitions
GDPR affects three main groups who are either protected by the Regulation or obligated to comply with it: data subjects, data controllers, and data processors. It’s important to understand each group in order to understand GDPR as it relates to recruiting.
Data Subject → The candidate.
As the person giving their personal information, the candidate is the data subject.
Data Controller → You, the company who is doing the recruiting.
As the company doing the recruiting, you are the data controller because you decide the purposes for which you need to collect data and how to collect it.
Data Processor → Lever, the applicant tracking system, and all other software vendors you use in your hiring processes.
Lever processes data on behalf of its customers, making us a data processor.
Processing.
Essentially anything you do with personal data is a form of processing. It’s a broad term that includes but is not limited to collecting, recording, organizing, structuring, storing, adapting, retrieving, transmitting, disseminating, restricting, erasing, or destroying personal data.
Data controllers: Some concepts to keep in mind for GDPR compliance
As you probably have already determined, there is no silver bullet for GDPR compliance since the steps each company needs to take for compliance will vary depending on the EU personal data it processes. Furthermore, the text of GDPR establishes data privacy principles, but does not spell out every detail about how these principles should be achieved. Thus, decisions regarding how your organization achieves compliance are best made by consulting legal experts that understand how your business operates.
However, there are some key concepts you may want to keep in mind as a data controller while you prepare for GDPR.
GDPR:
Establishes data privacy principles.
The principles concern how to process personal data in a compliant way. Personal data must be (a) processed lawfully, (b) collected for specific and legitimate purposes, (c) limited to what is necessary, accurate and up-to-date, (d) kept for no longer than necessary, and (e) processed in a manner that ensures appropriate security of personal data. In light of these principles, companies may want to consider how they collect candidate data, what they use it for, and how long they store it.
Creates new requirements for how to process personal data legally.
In order for companies to process a candidate’s personal data lawfully, one of six conditions – listed in Article 6 of GDPR – must apply. The most relevant conditions for recruiting in a compliant manner are that the data subject (the candidate) has given specific consent, or that the processing is necessary for the purposes of the legitimate interests pursued by the data controller, e.g. evaluating candidates for the purpose of hiring.
Increases data subjects’ rights.
Under GDPR, candidates have more control over their personal data, like the right to access (knowing whether their personal data is being processed, and how), right to rectification (if their personal information is incorrect, candidates have the right to correction without “undue delay”), right to erasure (the right to request the deletion of their personal data), and the right to object to their data being used for specific purposes – like for a recruitment marketing newsletter. Companies will need to be prepared to respond to and honor data requests from candidates in a timely manner.
Regulates the safe transfer of data to countries outside of the EU.
Transfers of data outside of the European Economic Area (EEA) are typically not permitted if the European Commission deems that a country does not ensure an “adequate” level of data protection. GDPR outlines ways companies in countries outside of the EEA that do not have adequate levels of data protection (like the U.S.) can transfer data legally.
Requires reporting of data breaches.
Controllers will be required to report data breaches within 72 hours of determining that a data breach is likely to “result in a risk for the rights and freedoms of individuals.” They will also be required to notify their data subjects “without undue delay” after first becoming aware of a data breach.
Allows Member States to make more specific rules in relation to recruitment and the processing of employees’ personal data.
Controllers will want to be mindful of Article 88, and be sure to track any additional rules enacted by Member States in this area.
Requires a Data Protection Officer (DPO) in certain instances.
GDPR requires the appointment of a DPO in organizations whose core activities consist of large scale processing operations that require regular and systematic monitoring of data subjects or the processing of special categories of data. The data protection officer may be an employee or a contractor as long as they can fulfill the tasks detailed in Article 39, such as monitoring the company’s compliance with GDPR.
Requires maintaining records.
Finally, a critical measure of GDPR is that data controllers are required to maintain records of the processing activities relevant to each candidate, such as purposes for having a candidate’s data, logs of how you found them, and envisioned parameters for erasure. Controllers must be able to provide this data upon request. This makes recruiting in spreadsheets and multiple tools a risk for GDPR compliance. Using an ATS like Lever that stores every piece of data and every interaction your company has with a candidate in one place supports your ability to provide records and prove compliance.
Conclusion
If you’re a company that recruits and hires EU residents, you need to be aware of the requirements for processing their personal data. This may impact the way you recruit, like how you notify applicants and sourced candidates about the personal data you're collecting from them and how you store their personal data. For full context, there’s no better resource than the text of GDPR.
As a premium applicant tracking system with global customers, data security and compliance are a top priority at Lever. Our existing best practices around information security and privacy, including our SOC 2 Type 2 compliance, provide a strong foundation for compliance under GDPR going forward. Lever is actively preparing for GDPR compliance, and is committed to working with our customers in their compliance efforts.
全文来自于：
https://www.lever.co/blog/t-minus-157-days-until-gdpr-is-your-recruiting-ready
以下为AI翻译，仅供参考，详细以英文为主：
随着2018年的临近，几乎每家公司都在想，“通用数据保护条例”（“GDPR”）是否适用于我，如果有的话，我如何确保我已做好准备？GDPR代表了自1995年以来欧盟最广泛的数据隐私立法，对于在欧盟开展业务的任何公司来说，遵守规定是必须的。在准备GDPR合规性时，与能够理解和支持合规需求的Lever供应商合作非常重要。
基础
什么是GDPR？
GDPR由99篇文章和173篇专题文章组成，是欧洲新的数据保护法律框架。它基本上可以让欧盟居民更好地控制组织如何在线收集，处理，存储和分享他们的个人数据。它要求组织采取某些步骤来确保他们能够充分保护收集到的个人数据。
GDPR何时生效？
GDPR已经是法律，但由于新的合规要求，组织有两年的时间才能变得合规。GDPR将于2018年5月25日开始执行。
我怎么知道这些变化是否会影响我？
GDPR需要任何从欧盟某个国家收集个人数据的机构遵守。作为一个招聘组织，这意味着如果您正在招聘，您需要符合规定，因此需要收集欧盟居民的数据。
如果我忽略GDPR会发生什么？
对违规的处罚很高。由于违反GDPR的关键条款，公司可能被罚款高达2000万欧元或占其全球收入的4％。与以前的法律相比，GDPR也为欧盟数据保护机构提供了更多的调查权力。
定义
GDPR影响受规章保护或有义务遵守的三个主要群体：数据主体，数据控制者和数据处理者。了解每个群体以了解与招聘相关的GDPR是很重要的。
数据主题 →候选人。
作为提供个人信息的人，候选人是数据主体。
数据管理员 →您，正在进行招聘的公司。
作为进行招聘的公司，您是数据管理员，因为您决定需要收集数据的目的以及如何收集数据。
数据处理员 →杠杆，申请人跟踪系统以及您在招聘流程中使用的所有其他软件供应商。
Lever代表客户处理数据，使我们成为数据处理器。
处理。
基本上，你对个人数据所做的任何事情都是一种处理形式。这是一个广泛的术语，包括但不限于收集，记录，组织，构建，存储，调整，检索，传输，传播，限制，删除或销毁个人数据。
数据控制器：要遵守GDPR合规性的一些概念
正如你可能已经确定的那样，对于GDPR合规来说没有银弹，因为每个公司需要遵守的步骤取决于其处理的欧盟个人数据。此外，GDPR文本确立了数据隐私原则，但没有详细说明如何实现这些原则的每个细节。因此，关于您的组织如何达到合规性的决定最好通过咨询法律专家来了解，这些专家了解您的业务运作情况。
但是，在准备GDPR时，您可能需要将一些重要概念作为数据控制器牢记在心。
GDPR：
建立数据隐私原则。
原则涉及如何以合规的方式处理个人数据。个人资料必须（a）合法处理，（b）为特定和合法目的收集，（c）仅限于必要，准确和最新，（d）保存时间不超过必要，以及（e） ）以确保个人数据适当安全的方式处理。根据这些原则，公司可能想要考虑他们如何收集候选数据，他们使用的数据以及他们存储候选数据的时间。
为合法处理个人数据创建了新的要求。
为了使公司合法处理候选人的个人数据，必须申请6个条件之一 - GDPR 第6条中列出的条件。以合规的方式招聘最相关的条件是数据主体（候选人）已经给予特定的同意，或者为了数据控制人所追求的合法利益的目的而进行处理是必要的，例如为了招聘。
提高数据主体的权利。
根据GDPR，候选人对其个人数据拥有更多的控制权，如获取权（知道他们的个人数据是否正在处理，以及如何处理），纠正的权利（如果他们的个人信息不正确，候选人有权纠正，不当延迟“），删除权（要求删除其个人数据的权利）以及反对其数据用于特定目的的权利 - 例如招聘营销通讯。公司需要做好准备，及时响应和尊重候选人的数据请求。
规定将数据安全传输到欧盟以外的国家。
如果欧盟委员会认为一个国家没有确保“足够”的数据保护水平，则通常不允许在欧洲经济区（EEA）之外转移数据。GDPR概述了欧洲经济区以外国家没有足够数据保护水平的公司（如美国）可以合法传输数据。
需要报告数据泄露。
在确定数据泄露很可能“导致个人权利和自由风险”的72小时内，控制器将被要求报告数据泄露事件。他们还将被要求“在没有不当延迟”的情况下通知他们的数据对象首先意识到数据泄露。
允许成员国在招聘和处理员工个人数据方面制定更具体的规定。
管理人员会想要注意第88条，并且一定要跟踪会员国在这方面制定的任何其他规则。
在某些情况下需要数据保护员（DPO）。
GDPR要求在其核心活动由大规模加工业务组成的组织中指定DPO，这些业务需要定期和有系统地监测数据主体或处理特殊类别的数据。只要数据保护官员能够完成第39条中详述的任务，例如监控公司对GDPR的遵守情况，就可以是员工或承包商。
需要维护记录。
最后，衡量GDPR的一个关键指标是数据控制人员需要保存与每个候选人相关的处理活动的记录，例如有候选人数据的目的，你如何找到他们的日志以及设想的擦除参数。控制器必须能够根据要求提供这些数据。这使得在电子表格和多种工具中招聘GDPR合规风险成为可能。使用像Lever这样的ATS存储每一项数据，以及您公司与候选人在一个地方进行的每次互动，都有助于您提供记录并证明合规性。
结论
如果您是招聘和雇佣欧盟居民的公司，您需要了解处理其个人数据的要求。这可能会影响您招聘的方式，比如您如何通知申请人和采购人员关于您从他们收集的个人数据以及如何存储他们的个人数据。对于完整的背景，没有比GDPR文本更好的资源。
作为全球客户的优质申请人跟踪系统，数据安全性和合规性是Lever的首要任务。我们现有的关于信息安全和隐私的最佳实践（包括我们的SOC 2第2类合规性）为未来GDPR合规奠定了坚实的基础。Lever正在积极准备GDPR合规，并致力于与我们的客户合作。
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2018年03月31日
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5 Reasons Why We Switched To Unlimited Vacation
WRITTEN BY
Brett.Farmiloe
Brett Farmiloe is the Founder and CEO – and currently CHRO - of a digital marketing company that ranks really well on Google. Search “digital marketing company,” and you’ll see Markitors. Brett has also been a keynote speaker at several state SHRM conferences around the topic of employee engagement.
According to 2015 research from SHRM, less than one percent of employers offer an Unlimited Vacation policy. So, I guess our company is now in the minority.
We recently transitioned from a traditional vacation policy to an Unlimited Vacation policy that pays employees $500 to take vacation.
Why make the switch? Here’s five solid reasons.
Unlimited Vacation Aligns With Our Culture
Trust is at the core of our company. Clients trust us to get them marketing results, and as an employer, we give employees enough freedom to get those results in the way they best see fit.
If we can’t trust you with unlimited vacation, then we can’t trust you to do your job. Extending an Unlimited Vacation benefit to employees was an extension of the message, “Hey, we trust you.”
Improve Employee Retention
One day an employee came to me and told me, “Brett, our vacation policy sucks.”
Our old vacation policy was copied and pasted from another friend’s company in the industry. Clearly, our culture and employees were rejecting this policy as a foreign object. Something needed to change.
Introducing Unlimited Vacation reinforces the feeling of freedom within a workplace. That helps in the short and long-term with retention.
At the very least, we’ll now have a “pre” and “post” employee retention rate to evaluate after implementing Unlimited Vacation.
Strengthen Recruiting Efforts
There’s two ways Unlimited Vacation helps with recruiting. First, the benefit helps attract candidates and improve the acceptance rate for employment offers.
You can see a candidate’s eyes light up when you tell them that we offer Unlimited Vacation – and that we pay you $500 to take vacation. It’s a benefit that helps differentiate us from other employers and communicates what type of environment our company enjoys – one of trust and freedom.
On the flip side, offering Unlimited Vacation is a real gut check when interviewing candidates. My interviewing mindset has now shifted to, “Can I trust this person with Unlimited Vacation?” That question has introduced a whole new level of selectiveness within our hiring process.
Resource Allocation
As CEO of a company with 12 employees, I found myself spending an hour per month tallying up vacation requests, vacation time taken, and calculating the accuracy of accrued vacation balances. I rather spend that time helping grow our company.
We still track vacation days taken to ensure that the minimum amount of time is taken by each employee. But, lifting the burden of carrying over accrued vacation balances helps me sleep a little better each night.
Values Based Benefits
Each benefit we offer at our company must align with one of our core values. Unlimited Vacation aligns very nicely with our value, “You Are Unique.”
Previously we offered a paid day off on your birthday and a traditional vacation package to help celebrate your “uniqueness.” Now, it’s unlimited.
We’ll see how it all works out, but feels right for now.
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2018年02月20日
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雇主是否需要给工人吃饭休息？推荐阅读 Are Employers Required to Give Workers Meal and Rest Breaks?谷歌翻译机器人自动翻译：
雇主可能很难找出哪些员工有权吃饭和休息，以及在提供休息时必须遵守哪些规则。是否需要为休息时间支付工资？在换班期间的特定时间是否需要休息？就业法律师告诉SHRM在线。
纽约市杰克逊·刘易斯（Jackson Lewis）律师理查德·格林伯格（Richard Greenberg）说，联邦法律并不要求成年雇员进餐或休息。对于选择提供短暂休息（最多20分钟）的雇主来说，“公平劳动标准法案”确实要求雇主在那段时间支付雇员的工资，并按计算加班工资的时间来计算这个时间。
查尔斯·麦克唐纳（Charles McDonald）是南卡罗来纳州格林维尔市Ogletree Deakins律师事务所的律师，他说，大部分的膳食和休息休息规定都受到州法律的管辖，但是依从性可能会非常棘手，特别是对于那些必须考虑许多不同要求的多州雇主而言。
州差异的例子
格林伯格解释说，州法律对所需休息的频率，工人是否可以免除休息以及是否必须允许员工离开办公场所有所不同。
[人力资源管理局成员资源：国家膳食和休息休息要求 ]
例如，在加利福尼亚州，工人每工作四个小时就有10分钟的有薪休息时间，“或者大部分时间”，每五个小时工作30分钟的无薪餐休息时间。员工可以放弃休息的权利，但只有在工作时间不超过六小时的情况下。在某些情况下，雇员可以被允许进行“值班”用餐，但时间必须按照工人的正常工资率支付。
加利福尼亚州的法律也规定必须在休息时间的什么时候休息。休息时间必须在四个小时的工作时间中间进行，并且在轮班的第五个小时结束之前必须进餐。
麦当劳说，加利福尼亚州的雇主要记录休息是至关重要的，因为国家的法律是如此具体。但他指出，员工只能“休息”休息，因为需要支付休息时间。
如果不遵守休息法，那么州内的雇主就会面临严厉的惩罚。员工每天有权享受一小时的休息时间规则，每天还有一小时的工作时间没有遵守。
一些州的要求比加利福尼亚要求不严格，但是他们的法律还规定了何时必须休息。例如，在康涅狄格州，至少工作七个半小时的员工通常有权吃饭。员工必须在头两个小时之后和最后两个小时之前休息。然而，康涅狄格州没有休息休息法。
罗得岛州的雇主必须为员工提供20分钟的用餐时间，上班时间为6小时，30分钟的用餐时间为上班时间为8小时的员工。
包括阿拉巴马州，佛罗里达州，印第安纳州，爱荷华州，路易斯安那州，密歇根州，新泽西州，北卡罗莱纳州，宾夕法尼亚州，俄亥俄州，俄克拉荷马州和弗吉尼亚州的许多州都有违反未成年人的规定，
McDonald说，这些规定不仅在各州有所不同，而且在某些地区也有所不同。
例如，马里兰州拥有50名或更多员工的零售企业必须为工作时间为四至六小时的员工提供15分钟的休息时间，或者为长时间工作的员工提供30分钟的休息时间。
在密苏里州，煤矿工人有权享受一小时的用餐时间。
雇主提示
雇主需要知道什么样的休息要求适用于他们经营的地点，麦当劳说。
休息政策应该解决休息的时间，时间和频率; 他们在哪里可能被采取; 如果有的话，可以在休息期间执行什么样的职责; 以及时间是有偿还是无偿。
格林伯格说，在一个以上的司法管辖区内运作的雇主应该尝试提出一般性的多级解决方案，并确保在诉讼风险最高的地区（如加利福尼亚州）执行所有最佳实践协议。
英文版本：
https://www.shrm.org/ResourcesAndTools/legal-and-compliance/state-and-local-updates/Pages/Employee-Required-Meal-and-Rest-Breaks.aspx
mployers may have a difficult time figuring out which employees are entitled to take meal and rest breaks and what rules they have to follow when offering those breaks. Do workers have to be paid for breaks? Do breaks have to be taken at a certain time during the shift? Here's what employment law attorneys told SHRM Online.
Federal law does not require meal or rest breaks for adult employees, said Richard Greenberg, an attorney with Jackson Lewis in New York City. For employers that choose to offer short breaks (up to 20 minutes), the Fair Labor Standards Act does require employers to pay employees for that time and count that time as hours worked when calculating overtime pay.
Most meal and rest break rules are governed by state law, but compliance can be tricky, particularly for multistate employers that have to consider many different requirements, said Charles McDonald, an attorney with Ogletree Deakins in Greenville, S.C.
Examples of State Differences
State laws differ as to the frequency of breaks required, whether workers can waive breaks and whether employees must be allowed to leave the premises, Greenberg explained.
[SHRM members-only resource: Meal and Rest Break Requirements by State]
In California, for example, workers are entitled to a 10-minute paid rest break for every four hours worked "or major fraction thereof" and a 30-minute unpaid meal break for every five hours they work. Employees can waive their right to take a meal break but only if they work no more than six hours. In certain circumstances, an employee may be permitted to have an "on-duty" meal period, but the time must be paid at the worker's regular rate of pay.
California law also dictates at what point in the shift the breaks must be taken. Rest breaks must be taken near the middle of a four-hour work period, and meal breaks must be taken before the end of the fifth hour of a shift.
It is critical for California employers to record breaks because the state's laws are so specific, McDonald said. But he noted that employees should only "clock out" for meal breaks because rest breaks need to be paid.
Employers in the state face steep penalties if they don't comply with break laws. An employee is entitled to one hour of pay for each day a rest-period rule was violated and an additional one hour of pay for each day a meal-period rule wasn't followed.
Some states have less stringent requirements than California, but their laws still specify when breaks must be taken. For example, in Connecticut, employees who work at least seven and a half hours are generally entitled to a meal break. Employees must take their break after the first two hours and before the last two hours of work. Connecticut, however, doesn't have a rest break law.
Rhode Island employers must provide a 20-minute meal break to employees who work a six-hour shift and a 30-minute meal break to those who work an eight-hour shift.
Many states—including Alabama, Florida, Indiana, Iowa, Louisiana, Michigan, New Jersey, North Carolina, Pennsylvania, Ohio, Oklahoma and Virginia—have break rules for minors but not adults.
The rules not only vary from state to state but also from industry to industry in some jurisdictions, McDonald said.
For example, retail businesses in Maryland with 50 or more employees must provide a 15-minute rest break to employees who work between four and six hours or a 30-minute meal break to those who work longer hours.
In Missouri, coal miners are entitled to take an hour-long meal break.
Tips for Employers
Employers need to know what break requirements apply to the locations in which they operate, McDonald said.
Break policies should address the duration, timing and frequency of breaks; where they may be taken; what duties, if any, may be performed during a break; and whether the time is paid or unpaid.
Employers that operate in more than one jurisdiction should try to come up with a general multistate solution and ensure in areas with the highest litigation risk—such as California—that all best-practice protocols are implemented, Greenberg said.
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