​Hiring a professional employer organization, or PEO, has become a very popular option for small businesses that need help managing the wide range of administrative details involved in overseeing a workforce. But some companies—and their workers—aren’t comfortable with the idea of introducing a third party into all areas of the employee-employer relationship. Here’s how to decide if a PEO is right for your company.

In Cordúa Restaurants Inc., a restaurant was accused of violating the National Labor Relations Act when it fired employees who opted into a Fair Labor Standards Act collective action.

Each employee signed an arbitration agreement requiring them to waive their right to “file, participate or proceed” in a class or collective action, but it did not specifically bar employees from opting in to collective actions. After a number of employees began opting into the FLSA suit, the employer issued a revised arbitration agreement requiring employees to also waive their right to opt in to collective actions.

The National Labor Relations Board, which has authority over most nongovernmental employers, expanded on the U.S. Supreme Court’s Epic Systems decision to find that the revised arbitration agreements were enforceable. While the NLRB held the employer violated the NLRA by discharging the employees who engaged in the protected activity of filing an FLSA lawsuit, it concluded the employer did not violate the NLRA by conditioning continued employment on the execution of a revised arbitration agreement even after the initiation of the FLSA suit. Cordúa Restaurants Inc., 368 NLRB No. 43 (2019).

IMPACT: Under the decision, employers can condition continued employment on the execution of a mandatory arbitration agreement, even when done in response to a pending collective lawsuit.


In 2020, a law in Portugal pertaining to paid parental leave will change, thanks to an amendment passed in September. The changes are meant to enhance and clarify Portugal’s pre-existing robust parental-leave policies. Here’s what employers need to know.

​What is an underwater ceramic technician? A therapeutic integration specialist? How about an actions and repercussions adviser? They’re among the most-inflated job titles for 2019, according to Fit Small Business, a digital business publication headquartered in Manhattan.

A sales associate at a Dollar General store who asked how to request leave and was told by text that no leave was available could proceed with her Americans with Disabilities Act (ADA) failure-to-accommodate claim, the 8th U.S. Circuit Court of Appeals ruled.

The 8th U.S. Circuit Court of Appeals recently decided that when an employee must be available for certain hours of work, an employer may lawfully deny a request to change those hours.

With 2019 winding down, HR pros are all wondering what new workplace trends 2020 will bring.

Well, look no further! The experts at Glassdoor have answers for you in their Jobs & Hiring Trends for 2020 report.

Here’s what Glassdoor says you can expect to see in the new year.

1. AI will play a bigger role in the workplace

Between apps to schedule meetings, chatbots for customer service and software to sift through candidates, experts are predicting the use of artificial intelligence to increase greatly in 2020.

Many companies are already using AI in some form or another, but in the new year, Glassdoor is predicting management will be taking advantage of it — specifically to help perform routine tasks such as scheduling, budgeting and communicating.

For example, some managers are using AI to help coach employees in real-time. Software can offer instant help or suggestions to employees, or give immediate feedback to sales and customer service staff.

This form of AI can guide employees without managers physically having to be there.

2. Culture will become the focus of the hiring process

In 2019, a lot of employers became aware of just how important a good company culture is. In 2020, more progress is expected to be made.

With a culture-first mindset, business leaders will be focused on employee engagement now more than ever before.

What’s responsible for this shift? For one, candidates are getting smarter about doing research on companies before accepting offers — and they won’t go somewhere employees are miserable.

But mostly, companies can clearly see the positive effects a healthy culture has on their employees and business overall. Financial performance improves, innovation goes up, and it’s far easier to attract and retain top talent.

Here are some of the key values Glassdoor says contribute to a great culture:

  • collaboration
  • diversity
  • innovation
  • integrity, and
  • respect.

3. Diversity and inclusion will become a priority

Between the #MeToo movement and the shocking lack of diversity in C-suites across the U.S., employers will certainly be keeping diversity top of mind in 2020.

In fact, a recent Glassdoor survey found that 64% of companies are investing more in diversity and inclusion efforts now than they were before. And between August 2018 and August 2019, job postings targeting diverse candidates rose 30%.

Diversity and inclusion initiatives are nothing new, but employers are now putting money into specifically recruiting and retaining diverse talent. Another key element to success in this area is getting leaders and managers on board, from the top down.

4. Employers will see more baby boomers in the workforce

Nicknamed the “gray wave,” more people over the age of 65 will be working and actively job hunting next year. Over the next 10 years, 61% of the 65-plus workforce will postpone retirement and keep working.

What’s behind the rise of the boomers? They’re healthier and also want the additional income more than previous generations.

5. Job searching will happen on mobile devices

People use their phones for everything from shopping to dating to looking for jobs. And candidates today want a quick and easy way to apply.

In 2020, employers will see the importance of streamlining application processes and making them mobile-friendly. No one wants to miss out on all the talent that’s ditching their desktop computers and searching for employment on the go.

The post How 2020 will reshape HR’s role: 5 trends to watch for appeared first on HR Morning.


My father passed away in October 1986 from a heart attack at age 49.

That was his last in a series of major and minor cardiac events. I was 21 years old when he died. At the time I perceived my father to be old (as do most children).

Now, at age 53, it’s an odd perspective to look back at his passing and reflect on where he was in his stage of life and career and consider his outlook on the future.

Gary Cassidy

My family has a history of heart disease and my father was no exception. As an engineer for General Electric, he worked long, hard hours and traveled frequently.

Physical activity, nutrition and doctor’s visits were not high on his priority list. I call this attitude the “I feel fine so I must be fine” mentality.

He enjoyed eating the crispy skin off the Thanksgiving turkey, fat from a well-cooked steak and ladles of cream sauces — all the good-tasting stuff that was loaded with calories, fat, cholesterol and sodium.

When my father had his first heart attack, the doctors found he had extremely high blood pressure and major blockages in all four of his arteries. By that time, too much damage had been done to his heart and there was nothing they could do for him. Still, my father started eating better, took up golf, spent less time at work and focused on reducing his stress.

It’s important to remember that during my father’s lifetime, 1937 to 1986, company wellness programs did not exist. He grew up with exercise guru “The Jack LaLanne Show,” hula hoops, calisthenics, the sauna suit, vibrating belts and other early fitness trends and fad diets. Most centered on the external appearance of fitness but lacked a focus on inner fitness, the biometric and lifestyle measurements that truly determine if one is healthy.

You would think I learned something from his experience, but you’d be wrong. When I was young I felt indestructible.

I had a high metabolism and didn’t gain weight no matter what or how much I ate. The good news: I was physically active in soccer, aerobics, long-distance running, weight lifting, competitive Taekwondo and many other activities.

The bad news: my diet was significantly less than stellar. It wasn’t unusual for me to have fast food for breakfast, lunch, dinner and a late-night snack all in the same day. I inherited my father’s “I feel fine so I must be fine” mentality.

In 1993, after eight years in the Air Force, I returned to civilian life to work at a large insurance carrier, where I learned about health care claims, annual employee benefit renewals and risk management, which drive and control an employer’s health insurance costs. I began to understand that the overall health of a workforce can affect an employer’s health care costs.

I learned about the decisions that organizations must make about health insurance cost sharing, like imposing premium increases, and that employee benefits are a large part of the workforce’s total compensation. I observed how employees who do not take responsibility for their personal health can cause others who do to pay more for their own health care benefits, something that always struck me as unfair.

At age 35, I finally visited my doctor for an annual physical, and the results were not good. My total cholesterol was over 300, my HDL was low and my LDL and triglycerides were high. I was also diagnosed with hypothyroidism.

While this was an “aha!” moment, I should have seen it coming. I knew that I had a family history of high cholesterol and most men on my father’s side of the family died young from cardiac-related causes. But “I felt fine so I must be fine.”

My doctor prescribed cholesterol and thyroid medication. I began to focus on nutrition and continued to be physically active. After one year, my numbers started to improve, but even now I still have work to do. Progress, not perfection.

While conditions like these may take years to produce symptoms and can initially go unnoticed, they are still incrementally causing damage to one’s health and well-being. This is why it’s so important to focus on preventive measures to manage a disease before it has the chance to cause a major medical event.

After my father had his first heart attack, he was released from the hospital and sent home. He walked slowly so as not to raise his heart rate. One day I watched him spend 20 minutes walking up 15 steps in our house. When we lose our health it’s the simple things we take for granted that are impacted the most.

Seeing first-hand the impact of how an undiagnosed heart condition affected my father’s health helps me stayed focus on wellness. In every wellness program participant, I see someone whose life can be positively impacted.

I often reflect on what would have happened if my father’s company had a wellness program. Knowing him, he would have been one of those people who wouldn’t want to participate. Because he was too busy. Because he didn’t have the time. Because it didn’t make sense; he “felt fine.” Because he had too many other things to do. Because it was his choice how he managed his health, not the company’s.

While all of this may be true, I think that if he had participated in a wellness program, gotten his blood work done and learned about his high blood pressure and high cholesterol before he had a heart attack, he would still be here today.

So I ask you, what’s the downside of participating in a wellness program?

Gary Cassidy is the director of employee education, communication and wellness for Camden, New Jersey-based insurance broker Corporate Synergies.


If you can’t fill critical roles through new hires, why not recruit for them internally? It is a question that many companies are pondering as they consider their global talent gaps, and it is driving changes in the way they think about relocation.

Internal mobility is becoming a priority for companies as a tool to attract and keep top talent, said Vince Cordova, principal at Mercer focusing on global mobility. “They are thinking about it more as a way to create an employee value proposition than as a tactical tool to address a resource gap.”

The good news: Millennials and Generation Z are eager to move for new opportunities, and they don’t require a lot of money to get them there. Fully 42 percent of millennials say they would “definitely move” for a job, compared to just 18 percent of Gen Xers, according to a recent Indeed survey.

“They see relocation as a benefit of employment,” Cordova said. Companies are capitalizing on this trend by making relocation part of their recruiting pitch, promoting opportunities to move as a reason to join.

That is changing the role of internal mobility professionals and the vendors they work with. When companies make mobility part of recruiting, vendors have to partner with the recruiting team, and get involved with candidates before they are even employees, Cordova said. “It changes how these vendors interface with the groups facilitating relocations.”

Flying Under the Radar

Companies are also facing increasing pressures to rein in “stealth ex-pats” who don’t fall under the traditional relocation umbrella, said Taryn Kramer, vice president of global consulting for Sirva Worldwide, a global relocation and moving service provider. These include employees who travel to the same location several weeks per month, or live in a different city five days a week. “It’s not a new phenomenon, but organizations are becoming more aware of the compliance and tax risks these employees create,” Kramer said.

Also Read the 2018 Sector Report: Relocation Programs Are Hurting

Companies have increasingly embraced these business travel models as an alternative to requiring long-term relocations, but when employees cross borders for work they face compliance and immigration issues that may not be getting addressed. The laws aren’t complicated to comply to, but because these employees fly under the radar no one takes ownership of that process, Cordova said.

It is an opportunity for vendors to add new value, by becoming a centralized resource to support every kind of relocation for every business unit, he added. “Organizations are supporting more types of mobility than they did in the past, and they need policies that allow everyone to access vendors, and to leverage the right resources.”

Kramer agrees. “Flexibility is the word of the day,” she said. Companies realized that relocation packages today have to be fit for purpose and flexible enough to accommodate the specific needs of the employee, the business unit and the project.

Customization at Scale

That’s putting pressure on vendors that are accustomed to achieving scale through repeatable processes. “When five people need five different relocation packages, it requires a more nuanced service,” she said. In response, many vendors are developing more sophisticated user portals that give employees access to tools to plan their own moves with minimal human interaction. “It’s a way to build repeatable processes even if every package looks different,” Kramer said. This also appeals to younger workers who like the DIY approach to mobility.

Also Read the 2017 Sector Report on Relocation: Agility in Employee Mobility

Though not every employee will appreciate a totally hands-off approach, said Cindy Madden, director of consulting solutions at Cartus, a global relocation services provider. Last year the industry anticipated seeing more lump sum relocation packages after President Donald Trump passed the Tax Cuts and Jobs Act, which eliminated tax exemptions for many aspects of employee relocation programs. But that prediction didn’t pan out.

“While some companies did more lump sums for middle management it hasn’t become the norm,” she said. Instead, many companies are trying to rein in costs by combining options, offering partial lump sums with a selection of services or capped moves. “Companies realize that they can’t send their people on assignment without support or they will end up with unhappy employees.”

The best response to all of these trends is to create a centralized mobility office, Kramer suggested. Then partner with vendors who can provide a customizable selection of tools and support for every kind of employee.

Whether it’s a junior team member looking for an opportunity to work abroad, a manager who is needed on a project site but doesn’t want to uproot her family, or an executive who’s transferring to a new office indefinitely, they all need resources and support to be successful.


Chicka Elloy wanted to give midlevel managers in his company access to the same kind of valuable coaching advice often provided to executives. He opted for the mobile coaching app Pluma to give emerging leaders and others below the executive level access to certified coaches.