Middle managers are the essential conduit between an organization's strategic vision and its operational reality. They are tasked with translating high-level goals into actionable plans, motivating teams, and often, serving as the first point of contact for employee issues. This unique position, however, often leaves them stretched thin, experiencing the pressures from both senior leadership and their direct reports. Supporting these critical individuals isn't just about their well-being; it's fundamental to an organization's overall success and talent retention.
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Signed into law February 5, 1993, the Family and Medical Leave Act (FMLA) provides unpaid, job-protected leave to employees in certain situations. The basics of FMLA state that employees are eligible for up to 12 weeks of job-protected leave per year if they work for a covered employer for at least 12 months, have at least 1,250 hours of service with the employer during the preceding 12 months, and work at a location where the employer has at least 50 employees within 75 miles. The reasons that an employee may use FMLA leave include:
The best employees tend to work hard to meet an employer's expectations, but there can be consequences if expectations in the workplace are beyond what is reasonably achievable. Some employees find themselves driven into burnout, a state of stress-induced physical or mental exhaustion that prevents workers from operating at their best.
US Citizenship and Immigration Services (USCIS) has issued a
new Form I-9 that once again uses the word
alien as one of the options for categorizing an employee's citizenship or immigration status.
A few months into the second Trump administration, employment discrimination law may never look the same. From ending most affirmative action requirements for federal contractors to cracking down on diversity, equity, and inclusion (DEI) initiatives, the administration has aimed its actions squarely at upending equal employment opportunity (EEO) norms.
The business landscape is rarely static, but recent years have increased the sense of unpredictability. Economic shifts, technological disruptions, and evolving social dynamics create an environment where traditional workforce planning can quickly become obsolete. In uncertain times, a proactive and adaptable approach to workforce planning is not just beneficial – it's essential for organizational survival and success.
As the school year winds down, many businesses experience a surge in applications from young job seekers. Hiring minors—those under 18—can be a smart business move, especially for evening, weekend, and seasonal roles. However, employers must ensure full compliance with child labor laws at both the federal and state levels.
Exit interviews can provide an employer with valuable insights into their organization. Departing employees are likely to reveal information they otherwise would not readily discuss, such as feedback on management style, operations, workplace environment, or even concerns about misconduct or illegal practices. This candid input can help uncover a company's shortcomings and identify what is going well.