our payroll department or processing partner should already have a plan in place for the 2025 tax reporting season, but let this be a reminder that the IRS is waiting until the 2026 tax reporting season to enforce more heavily the employer reporting requirements for qualified overtime wages and tips paid to employees through 2028.

Where clarity is crucial…

The Fair Labor Standards Act (FLSA) has long-held that hourly non-exempt employees are entitled to overtime pay. Overtime pay is 1.5x their regular rate of pay for any time worked in excess of 40 hours in any given work week. Employers are responsible for adhering to these requirements along with any other state or local guidelines. The OBBBA has established that the half-portion (0.5) of qualifying overtime pay is eligible for the tax deduction. 

Since this is new tax legislation as of this year, employers and payroll service providers have a year to establish the appropriate reporting procedures. Employers who pay employees overtime or tips must coordinate with their payroll partners (like Servant HR) so that their employees are equipped with the data they need to file their taxes for 2025.

What not to advise employees to do…

It is not as simple as employees going to their final pay stub of 2025 and finding the YTD total for Paid Overtime. The calculation becomes more complex where employers have unique parameters around overtime pay whether set by company policies or based upon the state of which the employee performs work. Think, employees working in and from states where the overtime multiplier is different from the FLSA’s standard time-and-a-half (1.5x). Or the employer has set their own overtime multiplier that is more generous than the federal requirement. And maybe they also include Paid Time Off in their calculation of overtime.

These are just a few possible scenarios to note, but employers should ensure their payroll departments and processors have a clearly laid out plan to ensure the estimated qualified amounts for overtime and tips are as accurate as possible. The IRS has already signalled they will grant penalty relief for the 2025 tax year regarding overtime and tips. Employers should consider taking the first or second quarter of 2026 to evaluate the effectiveness of their overtime pay and tipping policies (something Servant HR supports its clients with today) as the IRS will look at the 2026 tax season with a higher degree of scrutiny.

What employers can do now…

Employers should know how their employees will receive their 2025 qualified totals for overtime (and tips). One of the first places they should go to gain better clarity around this is their very own payroll department, payroll partner, or payroll software company. If it is not possible to include on 2025 form W-2s, then employers must know how their employees will receive the approximate qualified totals from 2025. Employers may decide to provide notice to employees in coordination with their payroll departments and processors that go along with the 2025 form W-2s.

The post What You Need to Know about No Taxes on Overtime for your Employees appeared first on Servant HR.

But what exactly is a PEO again? And how is it different from the other HR service options out there? Good questions! Let’s get a lay of the land.

Defining terms

PEO stands for Professional Employer Organization. The biggest distinction of a PEO is that it offers its services through a “co-employment” relationship. Co-employment means that the PEO allocates responsibilities between the employer and the PEO, as expressed in a service agreement. 

While the employer maintains their relationship with worksite employees, PEO’s provide many back-end services in a bundled offering. These often include payroll, health and welfare benefits, workers’ compensation and risk management services. 

Perhaps the biggest misconception about PEO’s is that the client loses control of its workforce through the co-employment model. But this is not the case, as PEO clients retain complete control over day-to-day operations and workforce management. Employers continue to make their own hiring, termination, discipline, scheduling, promotion, safety and culture decisions.

The relationship actually provides the exact opposite, as PEO’s often add to the control and confidence of an employer. Clients have access to higher quality HR offerings, systems and processes, and benefit from PEO expertise in making big decisions.

Other options

You may have heard of an ASO as well, which stands for Administrative Services Organization. The main difference between a PEO and an ASO is the co-employment relationship. An ASO manages only day-to-day administrative operations, but does not process payroll, remit taxes, sponsor benefit programs or offer workers’ compensation coverage under the PEO umbrella. There is no shared employment relationship. 

If that’s still not enough acronyms for you, there is an HRO model as well! Human Resources Outsourcing is the process of subcontracting human resources functions to an external supplier. This option has traditionally been only available to larger organizations, but like an ASO, an on-site employer remains the “employer of record” in the arrangement. 

So, why a PEO?

Here are three of our favorite reasons to consider:

Compliance

For many small businesses, administering payroll is a huge task in itself. What may seem just like “cutting checks,” actually involves many parts of the business, all affected by payroll functions. PEO clients enjoy easier, more confident compliance in tax payments, and more benefits options. A PEO literally has hundreds of years of human resource experience.  Partnering with a PEO provides peace of mind that a full-service team of experts is working solely for your protection.

Benefits

Another perk is there may be access to more affordable health and ancillary insurance. Alongside a PEO, you gain access to a much larger pool of employees when obtaining insurance quotes. PEO’s may receive bulk, discounted pricing so that clients are able to offer employees more comprehensive insurance coverage with better rates.

Cost

For many small business owners, cost is the most compelling reason for signing on with a PEO. Service fees for PEO’s are often significantly less expensive than hiring a full-time, in-house Human Resources professional. The PEO manages all the functions of a full-time employee, and in some cases, for as little as a quarter of the cost. 

In addition, many employers struggle under the weight of being both the business owner and the HR department. The inability to balance both effectively can ultimately cause a business to suffer. 

Thinking it through

Partnering with a Professional Employer Organization can have a ripple effect across an entire company, offering better health benefit options, employee management and more time for business owners to spend on what they really care about—their business.

Working with a PEO is a big decision for any company. While it may stand to benefit your business in many ways, don’t just take our word for it! Feel free to check out our reviews and explore our website resources. Learn more about our team and exactly what we do. 

Still not sure if a PEO is right for you? Give us a call today! We’d love to help answer any of your questions and determine how Servant HR can serve you and your business.

The post Why choose a PEO? appeared first on Servant HR.

At the beginning of the pandemic, the immediate concern was providing tools for virtual communication and ensuring process maintenance. Now, almost a year in, studies are finding that productivity is largely undeterred by the shift to remote work. Many employees are able to continue their work from home – maintaining, and even exceeding in-office performance.

However, recent research from the Society for Human Resource Management (SHRM) shows 71 percent of employers are finding it difficult to adapt to remote work as a way of doing business. And a new Forbes workplace survey reported three-fourths of the U.S. workforce is having a hard time transitioning to full time remote work. So, with booming productivity, why the tough time for both employers and employees?

Even if the day-to-day is running smoothly, work from home can create feelings of isolation among team members. The new remote work environment has been proven to affect focus, a sense of collaboration, and creativity. And for many, remote work can create a high-stress environment that contributes even more to feelings of detachment, loneliness, and depression.

As organizations continue to weather the pandemic from home (with some announcing permanent transitions), employers need to be intentional in supporting efficiency, as well as mental health, a sense of belonging, and community among employees.

The following list features our top five tips for successfully managing employees and maintaining connection while working remotely. 

1. Schedule regular team video-calls 

A remote team predominantly uses email and other messenger apps for communication. While these channels are functional, they are often devoid of important relational aspects, such as tone and emotion. Video calls add dimension to conversation and help employees feel more connected with one another. Consider implementing mandatory video calls on a regular schedule so that everyone is seen, heard, and communicating often.

2. Give recognition generously

Appreciation goes a long way. Because employees are not seen physically, sometimes recognition of good work is forgotten. Support your employees and prevent burnout by taking extra effort to appreciate them. Public recognition, such as a company-wide message of appreciation or kudos from a high-level leader, is especially powerful. These small thank-you’s help stir a sense of ownership and confidence, while inspiring employees to work even harder. 

3. Establish feedback forums

When it comes to critical changes or conflict, remote communication can feel a little awkward. To empower employees, develop a streamlined process to share and receive feedback across various functions. Design regular surveys and implement periodic one-on-one meetings. This will keep you in touch with your team and help you identify challenges in morale early on.

4. Invest in culture building

Reinforce your company values often. Not only will this promote work well-being and right conduct, but it will unify your employees by a common commitment. In addition, plan events outside of work to establish a sense of normalcy. Plan meetings over coffee or occasional group outings to keep up face-time and build connections in person. These things may feel small or inconvenient, but go a long way in building and maintaining a healthy environment.

5. Stay aware and available

Be on the lookout for signs of distress in your employees. Facilitate regular conversations, communicate a “virtual” open door policy, and use every opportunity to make clear to employees that you support and care for them. Be organized, flexible, and ask employees how they can best be managed remotely. Then listen carefully and follow-up. This sounds simple, but empathy, flexibility, and good communication are keys to managing successful workers from a distance.

Have more questions or need help developing a remote work policy? Employee relations is an area Servant HR specializes in. We’d love to help you lose the administrative burden of human resources management, so you can focus on your business. Contact us today and see how we can support you.

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But amidst all the ritual festivities, you might consider implementing one more holiday activity before year-end. Samantha Julka, founder of Indianapolis-based DORIS Research—which uses design thinking to organize workspaces—suggest employees be prompted to write their own wish lists. Not for personal gifts, but for workplace amenities.

The purpose is two-fold. The first is to hear feedback from real employees and gain insight on what could improve their work lives. Some of the most commonly desired workplace amenities include fitness options, free food, unlimited coffee, bring-your-dog-to-work days and special company events.

But every business is different, and simply asking employees what would improve their work conditions can go a long way. Not only will this provide you with new ideas, but implementing wish lists also shows employees you’re listening and you care, regardless if their wishes can actually be granted. 

The other purpose is research. Julka has found you can learn a lot about the health of an organization simply by asking the question,

“If you could change one thing about your current office space, what would it be, and why?” 

Throughout her years of asking, Julka has heard some pretty crazy answers—including cotton candy machines and rooftop pools. But she’s also reported drastically more practical answers, such as simple Wi-Fi access and yearly carpet cleanings. 

Julka suggests that the more fanciful the request, the more satisfied the employee is with the workplace and how his or her needs are being met. For example, the employee wishing for the rooftop pool is likely pretty happy with his workplace, so his mind is freed up to dream big. For the employee asking for a clean floor, a rooftop pool is unthinkable. 

Ultimately Julka concludes, “If the talent pool has a lot of options, and the workplace isn’t particularly comfortable or doesn’t offer a lot of amenities, people have to be attracted by the integrity or prestige of the work. If the work itself isn’t viewed as prestigious and the competition for talent is high, a workplace that offers more amenities could be the deciding factor.”

So what does this mean for you? Ultimately compelling work is what you’d like to drive your employees. But research shows that the amenities are on the rise for what’s keeping people around.

Consider asking the question and see what responses you get! Include it as a fun element of your traditional office Christmas party. If people request on-site personal trainers and smoothie bars, it’s likely your baseline office space is comfortable and your employees are satisfied. If people request more basic things, it might be a red flag that your office space and culture are falling behind. 

We want your employees to be excited about both the integrity of their work and their workplace perks. However, we know that managing employee wish lists, on top of your regular to-do lists, puts a lot on your plate. 

Servant HR prioritizes you so that you can prioritize your people and your business. Feeling overwhelmed by the mountain of HR work that can accompany end-of-year? We’re here to help. Contact us today to see how our PEO model can free you up to focus on what matters most for your business—this holiday season and year-round.

The post What You Can Learn From Employee Wish Lists appeared first on Servant HR.

A new Cornerstone report found that over half of American workers aren’t sure they have the skills to withstand a future layoff. Some economists are already forecasting a downturn after a recent spike in layoffs, and data shows employees are getting nervous. Cornerstone reports that 60% of baby boomers feel insecure with their current skill sets, especially as compared to the increasingly competitive talent market. And with the rise of new technology, workers are afraid they could lose their jobs to either more qualified employees or in some cases—to machines. 

So what is HR’s role amidst this worried workforce? How can you more effectively train your employees so they feel empowered to do their work and confident in their skills? To start, you’ll have to learn what your employees know and don’t know—and tailor your training and development programs to fit the needs of your organization.

The Society for Human Resource Management (SHRM) offers several key ideas for better training and development programs that actually increase employee confidence.

1. Survey your employees

The best way to get real information about organizational performance is to simply ask your employees. They know their exact pain-points and will be motivated to participate in training that specifically addresses their needs. Surveys also boost morale, as they demonstrate employer care and interest in employee development. SHRM notes the most common feedback from employee surveys is that employees want clearer work expectations and training by experts. 

2. Align training with goals

Management should define their operating goals before designing targeted programs. Specific goals might be better performance, productivity or customer satisfaction. Perhaps you need better onboarding and new-hire training so that employees can provide greater customer service. For compliance training, partner with regulatory agencies like the Occupational Safety and Health Administration (health and safety), the Department of Labor (wage and hour compliance) and the Department of Justice (harassment and discrimination training). You may consider contracting out design work in order to create more comprehensive instructional material. If you’re managing a multi-generational workforce, your goal may be to improve communication within the organization. Offer training for supervisors to improve their coaching skills and help develop a healthier work culture. 

3. Ingrain it into your culture

Speaking of healthier work culture, consider implementing a “life-long learner” philosophy that focuses on employee satisfaction. When making promotion decisions, give preference to employees who have completed training and performed well. A promotion should be one of the rewards for their efforts, as it answers the employee question, “What’s in it for me?” Celebrate achievements by letting everyone in your organization know when someone completes training and what that means for their growth opportunities. Advertise your programs and participants in internal communications, display their pictures and stories, and talk about it at every employee gathering. Encourage employees to be trainers or subject matter experts so that employees are engaged and empowered to take ownership of their skills. 

4. Keep innovating

Sometimes the problem lies, not in lack of programs or training content, but in the inability to communicate that content in an appropriate learning format. As we all get more comfortable with technology, there’s a growing need to adopt the latest ideas. Today there are apps, games, and easy-to-use video tools that can be streamed to mobile devices for individual training on the employee’s own time. It’s important to research the latest trends online, network with other training professionals, and revise programs to take advantage of the latest best practices. Just because it’s what you’ve always done, doesn’t mean it’s what you should do forever. Tailor your training to how your employees best learn and don’t be afraid to adapt to new technology. 

5. Measure results

Make sure you’re keeping track of how things are going. This lets you know if the training offerings you provide are worth everyone’s while. The best measures are the simplest ones; incorporate them into your program so everyone knows what’s expected. Look for behaviors and measure them on the job to determine if employees actually learned how to perform appropriately. If trainings do not provide the intended result, consider redesigning programs, as well as offering feedback. To ensure there are no surprises for employees, communicate the importance of feedback and implement a specific structure. Make feedback a regular part of life at work so employees know how they are doing in real-time. 

These are just a few ideas for revamping training and development at your company. You want your employees to feel happy, confident and motivated in their work—not insecure and nervous they might get fired at any second! Demonstrate your belief in your workers by investing in their development. Providing your employees with growth opportunities sets them at ease and allows for greater productivity in the long run. 

Want more ideas for training? Need HR coaching and counseling for specific issues at your company? That’s where we come in. The health of your business is our priority, so contact Servant HR and allow us to serve you today.

The post The Training and Development Your Employees Really Want appeared first on Servant HR.

According to the Center for Disease Control and Prevention (CDC) nearly 1 in 5 US adults aged 18 or older (18.3% or 44.7 million people) reported a mental illness in 2016. In addition, 71% of adults reported at least one symptom of stress, such as a headache or feeling overwhelmed or anxious.

With roughly 63% of the population engaged in the workforce, overlap is inevitable—making mental health a necessary issue for employers to address. It’s in the best interest of employers to take a proactive role in dealing with this challenge head on.

What Employers Can Do

Reduce Stigma

Talking about mental health in the workplace can feel scary, mostly for fear of offending, being politically incorrect, or sounding uneducated or inexperienced with mental health. However, the less mental health is talked about, the more stigma is created. 

A white paper by The Prudential Insurance Company of America states that the workplace can impact stigma positively simply through open communication and transparency. Employers can encourage education on mental health and asking for help as needed—specifically conveying such asking as a positive thing. A study by Mercer noted that employers must understand mental health, access to care must be available, and proactive measures should be encouraged in seeking treatment and improving productivity.

Include EAP’s in benefit plans

Study after study shows that early intervention is the key component to success. Early intervention can be more likely when employers include in-network Employee Assistance Program (EAP) providers in their health plan. This ensures that care can be continued once EAP sessions are exhausted. Only 29% of the U.S. population diagnosed with depression seeks treatment, and even less follow through. The ability to continue therapy is absolutely vital to treatment and recovery.

Assessment and management

Often times managers assume a performance problem without considering an emerging mental health issue. Proper training is absolutely necessary from an employer standpoint. Managers should learn to consider an employee’s history— especially if behavior is new, unexpected, or emotion-driven. Because depression often manifests itself in declined performance, managers should inquire about well-being before jumping to conclusions. Managers must also be equipped with proper resources, such as an EAP, health and wellness partner, or HR representative. 

Considering potential mental health issues does not mean an employer cannot still properly discipline or terminate employees that are not performing essential job functions, failing to attend work hours, or breaching company rules. This consideration simply allows employers to act in the best interest of both employee and company.

Maintaining consistent contact is important as well, so to help employees through depression and reduce any fear of returning to work. A study on the psychology of “return to work” found that manager and co-worker interactions are essential in making employees feel safe enough to share problems, get help, and comfortably return to work. Remember that asking “Is everything okay?” is a small, but effective first step. 

Work also creates a sense of purpose that can eventually serve to improve mental health. Keeping communication lines open and offering return to work programs can help support employees and provide a productive, successful transition.

An Effective Strategy for Company Health

While individual well-being is a good enough reason alone to address mental health, the benefits can also affect your company’s bottom line. World Health Organization states: “Workplaces that promote mental health and support people with mental disorders are more likely to reduce absenteeism, increase productivity and benefit from associated economic gains.”

Addressing mental health is big, high-level, policy-making work. But addressing mental health can also be small things—card-writing, checking in, simply asking, “How are you doing?” Prioritizing communication, access to care, and proper management training are all part of an integrated health and well-being strategy. 

Have questions? Interested in more specific mental health resources? We at Servant HR love helping business owners create productive and positive work environments. Contact us today.

The post Addressing Mental Health in the Workplace appeared first on Servant HR.

And yet, attention to the details of HR is critical. Overlooked tax changes, missed reporting requirements or a tricky employee termination can cause serious legal and financial repercussions.

Fortunately, Servant HR is a full service HR department that enjoys serving clients through eliminating their administrative hassle. Our team of experts partners with you to manage and optimize all your human resource responsibilities, so you have the freedom to focus on what matters most — growing your business.

What is a PEO?

When a company signs on with Servant HR, a unique relationship is formed as Servant HR becomes the company’s PEO.

The acronym PEO stands for Professional Employer Organization. While the acronym is attached to a variety of business models, NAPEO (The National Association of Professional Employer Organizations) defines a PEO as a “provider of comprehensive HR solutions for small and midsize businesses.”

A professional employer organization establishes a three-way relationship between a company, its employees and the PEO. Rather than the traditional employer/employee relationship, the company and the PEO become “co-employers.”

What is Co-Employment?

Servant HR is an administrative employer, managing payroll, workers compensation, benefits and unemployment compensation matters. Management and day-to-day oversight is still the responsibility of the worksite employer.

When a company engages Servant HR as its PEO, employees sign a Co-Employee Acknowledgement Agreement. This agreement confirms employee understanding that he/she is now an employee of both Servant HR and their worksite employer.

What exactly does Servant HR do?

We provide comprehensive HR management tasks across five main disciplines:

• HR Coaching & Counseling
• Payroll
• Benefits Administration
• Risk Management
• Retirement Program Setup & Admin

As a PEO, we strategically partner with clients to manage and optimize all human resource responsibilities — for both the benefit and protection of the client.

Any other reasons to consider a PEO?

So glad you asked!

According to NAPEO, small businesses that work with a PEO:

• Grow 7 to 9 percent faster
• Have employee turnover that is 10 to 14 percent lower
• Are 50% less likely to go out of business

Any other reasons to consider Servant HR specifically?

• Relief from the burden of employment administration
• Expanded human capital management through a team of professionals
• Improved employment practices, compliance and risk management
• Administration of comprehensive employee benefit packages
• Improved productivity and profitability

Unlike single-task outsource companies, Servant HR values the total relationship. By maintaining close management of all HR functions, our team gains valuable insights, understands procedures and offers holistic service. Our mission to take care of you and your employees makes relationship our priority.

Have more questions? Considering a PEO for your business? Contact us today! We’re excited to show you the benefits of a relationship with Servant HR.

The post What is a PEO? Servant HR explains. appeared first on Servant HR.

Employee engagement is now a financial strategy for businesses and high engagement is commonly driven by recognition and reward. Two key factors have been identified in the creation of modern incentives that actually engage and produce real, bottom-line benefits:

1. Personalization

Consumer demand for personalization is up. Why would employee demand be any different?

Still, a recent Deloitte survey reported that only 8% of companies say their systems of incentives are very effective at creating a personalized, flexible solution.

Personal and frequent engagement with employees can lead to the discovery of unique incentives that work well for each individual. Incentives then become the tangible evidence that employees are truly known and cared for within their organization.

Personalization of incentives often looks like project or target-based bonuses. For some, the ability to create their own benefits packages may be most rewarding. For others, the freedom to do more independent or remote work can motivate and establish trust. Other ideas include creating company-wide recognition with company-wide games—meeting specific performance targets on a points-based system.

By personalizing incentives, employees feel known and uniquely valued within an organization. Oftentimes, being heard is a powerful incentive in and of itself.

2. Purpose-Oriented

An employee’s interpretation of the work he or she does for a company is a critical part of employee engagement. If the brightest minds feels their work is worthless, work ethic will inevitably decline.

This requires employers to give employees a well-defined and visible mission that can inspire and motivate even the most tedious work. Those from the lowest level to the top should be able to see their contributions and value in day-to-day operations.

Sometimes creating purpose-oriented incentives doesn’t even mean creating new ones—it may mean just presenting incentives in a more thoughtful way.

For example, let’s say a travel marketing agency traditionally gives an extended PTO incentive. That’s nice. But if the extended PTO is given with the intent that employees go out, travel, experience the world and bring fresh ideas back with them… that’s a purpose-oriented incentive.

A carefully developed reason for longer vacation time actually gives employees a sense of belonging, purpose and importance. Traditionally, people take vacations to escape from work. But how might organizational culture and engagement shift if even on vacation, employees felt purposeful and helpful?

Another purpose-oriented incentive could involve linking employee rewards to social causes or community issues that matter to them. This incentive is both purposeful and personalized, as it caters to an individual’s passion. Win-win.

Time to Reevaluate

Still not sure you need to revamp your traditional incentives? Try walking by some desks. Do your employees perk up at the sight of you, trying to look busy? Or are they already driven and motivated? Do you find yourself struggling to know what to say, or do you know your employees on a personal level?

Servant HR is a human resource service provider that gives business leaders freedom to focus on the parts they love about their business. Give us a call and see how a PEO can help you today! We take care of your business’s administrative tasks, so that you can take care of your employees—and we think that’s a pretty good incentive.

The post Two Ways to Revamp Traditional Incentives appeared first on Servant HR.

FMLA allows up to twelve weeks of unpaid leave each year, as a means for employees to balance their work and family responsibilities. The specific intent as stated by the Department of Labor, is “to promote the stability and economic security of families, as well as the nation’s interest in preserving the integrity of families.”

FMLA is required of employers that have over fifty employees on twenty or more weeks in the prior or current year. To be eligible, employees must have worked at an organization for at least twelve months and logged at least 1,250 hours of service during that time. Qualified employees are permitted FMLA leave for any of the following reasons:

1. To care for their child after birth, adoption or foster care.
2. To care for the employee’s spouse, child or parent who has a “serious” health condition.
3. The employee’s own “serious” health condition makes him or her unable to perform the job.

FMLA is over twenty years old, but surveys show the act still ranks as one of the most confusing and frustrating employment laws for companies to administer. Along with understanding the specifics of the act as it relates to each state and circumstance, employers must also be aware of FMLA abuse tactics.

FMLA expert Jeff Nowak suggests companies take the following measures to ensure fair leave and accountability to the intent of FMLA.

1. Require (and question) employee leave requests

This is an effective strategy for cutting down on all types of absences. An employer cannot deny FMLA leave to a worker who puts in a notice, but simply requiring a written request can deter employees from taking unnecessary leave. It is also helpful for employers to have a list of questions ready when an employee requests time off. Ask about the job functions they are unable to perform, if they will see a health care provider, and when they expect to return to work. Employers have the right to know why an employee can’t come to work and a little probing can help determine if the FMLA request is legitimate.

2. Enforce a daily call-in policy

Requiring employees to call in one hour before their shift to report an absence is another inconvenience that may prevent abuse altogether. An extended vacation may not sound as appealing if you know you have to call into work every single day. As long as a policy is in place and there are no unusual circumstances, it is okay to deny FMLA leave to an employee who fails to call in before their absence.

3. Certify, and then certify again

According to Novak, one of the best tools employers can use to fight FMLA abuse is the medical certification form. Upon the first absence in a new FMLA year, require medical certification to verify the serious health condition. If circumstances change and an employee needs an extra day or week of intermittent leave, require recertification at the earliest opportunity. Employees typically have fifteen days to get a certification returned to their employer.

4. Follow up on patterns

Noticing a lot of sunny Monday and Friday absences? Is holiday time off frequently extended? These are common patterns of FMLA abuse. If a series of weeks or back-to-back months indicates a regular pattern of absences, employers can follow FMLA regulations to consult the employee’s physician. This can simply confirm whether the pattern is consistent with the employee’s health condition and need for leave.

5. Conduct an audit

FMLA policy and forms must be up to date in order to ensure compliance and the best strategies to combat abuse. Be proactive with your employment counsel or PEO to ensure that loopholes are minimized and your FMLA administration is running smoothly.

By partnering with Servant HR as your PEO, you get a fully integrated human resources team working for your protection. Worried about legal compliance? Not sure if your FMLA policy is at it’s best? That’s where we come in. Contact us today!

The post Five Ways to Prevent FMLA Abuse appeared first on Servant HR.

You grab the other end to help carry it, or rush to a door to hold it open for them. You do whatever is necessary to help. You don’t really think twice.

While it’s simple and often instinctive to lend a hand to someone in need, helping carry the burden of mental health disorders still brings many employers pause. Hesitation is attributed to stigma—the mark of shame or disgrace associated with circumstances, qualities and people living with mental illness.

This hesitation is also caused by uncertainty and fear. Suddenly, offering help seems precarious and political, and employers fumble to make what would otherwise be natural accommodations. However, Paul Heck of DuPont, suggests the same simple courtesy we extend to someone carrying a heavy box be applied to people demonstrating distress.

The Extent (and Expense)

One in four people in the world will be affected by mental or neurological disorders at some point in their lives. According to a World Health Report, 450 million people currently suffer from these conditions, placing mental disorders among the leading causes of ill-health and disability worldwide.

As if the scope of mental health disorders weren’t enough, the cumulative economic cost of mental disorders is projected to reach $16.3 trillion worldwide. In the U.S. alone, the cost of untreated mental illness to employers is estimated to be as high as $100 billion a year. According to the National Business Group on Health, more days of work are lost or disrupted by mental illness than by many chronic conditions, including arthritis, diabetes and heart disease.

With depression now the world’s second leading cause of disability, workplaces can no longer keep mental health disorders quiet—and businesses can no longer afford to.

An Employer’s Role

Creating awareness and providing accommodations is necessary, but perhaps even more important is the employer’s role in fighting the stigma around mental health.

To support employees with mental illness, the National Mental Health Association and the National Council for Behavioral Health recommend seven action steps:

1. ) Educate employees about the signs and symptoms of mental health disorders.

Routine talk about mental illness warning signs, steps for assessing situations and where to find help is necessary for educating employees in the workplace. Empowering employees with resources and language is a good first step in eliminating fear and tension around the subject of mental health.

2.) Encourage employees to talk about stress, workload, family commitments and other issues.

This kind of encouragement often comes in the form of thoughtful questions. Instead of vaguely asking about health or saying, “You seem depressed,” mention that the employee is not being their usual self. Ask, “Do you want to talk about it?” and remind them it’s okay to ask for help.

3.) Communicate that mental illnesses are real, common and treatable.

This goes hand-in-hand with education. Take the stats from this blog and share them with your employees! Let people know that they’re not alone by having frequent conversations, equipping employees with resources and initiating check-in’s.

4.) Discourage stigmatizing language, including hurtful labels such as “crazy,” “loony” or “nuts.”

Again, attention to language is critical. Less than one third of employees coping with mental illness receive treatment, due to fear that they will be called out or treated differently at work. While it may be easy to brush off such small words, careless labels like these directly contribute to stigma.

5.) Invest in mental health benefits.

Mental health disorders are often rooted in a range of issues that make individuals feel helpless and overwhelmed. Employee Assistance Programs (EAP’s), health insurance, leadership training, flex schedules, financial literacy training and even childcare all contribute to an individual’s total health. These benefits care for employees as whole people and ultimately improve workplace effectiveness.

6.) Help employees transition back to work after they take leave.

A common misconception about mental illness is that individuals can’t recover. However, 65 to 85 percent of people will improve with appropriate diagnosis, treatment and monitoring, according to the Partnership for Workplace Mental Health. Return to work plans might include counseling and accommodations aimed at bringing employees back to work faster. In this way, work provides a self-esteem boost and plays an important role in an individual’s recovery.

7.) Consider Obtaining Access to an Employee Assistance Program.

Employee Assistant Programs are work-based intervention programs designed to identify and assist employees in resolving common marital, financial, substance abuse and mental health issues. EAP’s can be offered to employees for free and are usually administered by a third-party, to ensure confidence in talking about private issues that many people fear will jeopardize their employment.

Communicating Care

To maintain a healthy work culture and ensure efficiency, mental health can no longer be a topic to whisper about behind closed doors. With the average American spending 90,000 hours at work over their lifetime, it’s impossible to assume the effects of mental health disorders are absent in the workplace.

Employers have a responsibility to fight proactively against mental health stigma, ensuring their employees are spending their 90,000 hours well, in a good and safe place.

For more information on how Servant HR can act as your coach for workplace issues like this one, contact us today.

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