top of page


Public·176 membres
Kuzma Vladimirov
Kuzma Vladimirov

They Have Asked You To Undertake A Report That Examines Whether The Firm Can Support Having Staff Work From Home. ((BETTER))

Staying home. In describing the hybrid model of the future, more than half of government and corporate workers report that they would like to work from home at least three days a week once the pandemic is over. Across geographies, US employees are the most interested in having access to remote work, with nearly a third saying they would like to work remotely full time.

They have asked you to undertake a report that examines whether the firm can support having staff work from home.

Data-driven products and services are often marketed with the potential to save users time and money or even lead to better health and well-being. Still, large shares of U.S. adults are not convinced they benefit from this system of widespread data gathering. Some 81% of the public say that the potential risks they face because of data collection by companies outweigh the benefits, and 66% say the same about government data collection. At the same time, a majority of Americans report being concerned about the way their data is being used by companies (79%) or the government (64%). Most also feel they have little or no control over how these entities use their personal information, according to a new survey of U.S. adults by Pew Research Center that explores how Americans feel about the state of privacy in the nation.

There is also a collective sentiment that data security is more elusive today than in the past. When asked whether they think their personal data is less secure, more secure or about the same as it was five years ago, 70% of adults say their personal data is less secure. Only 6% report that they believe their data is more secure today than it was in the past.

Of the many possible safety precautions gun owners could take when they live with children in the home, three receive majority support from both non-owners and those who currently own a firearm. Nearly all gun owners (95%) believe that talking to children about gun safety is essential, followed by 66% who say all guns should be kept in a locked place when there are children living in the home, and 59% who say gun owners who are parents should take a gun safety course. Majorities of non-gun owners also say these are essential measures for gun owners with children in the home.

Each complaint is reviewed by a clinical consultant licensed in that profession and approved by the Board to review the complaint and a staff attorney who is assigned by the Department of Health. The consultant and attorney review the Allegations Report and any supplemental documents you have submitted. If additional information is necessary to determine if a violation has occurred and can be proven, they will request a field investigation. The investigator may contact you to obtain any additional information requested by the consultant and/or attorney. If you need legal advice, you need to seek the advice of a private attorney. The attorneys assigned to work on behalf of the health related boards represent the interests of the State and the boards to protect citizens from harm or potential for harm at the hands of a practitioner who may have caused you harm. They do not represent your personal interests.

Contact the office. A staff member will help you determine the best way to satisfy the insurance company. Sometimes a telephone call will allow them to process the case. If they need the final cause of death, it may take a few months for all the reports to be available and the case completed. If we have a formal request from the insurance company, we will send them the reports as soon as they are available.

The findings are based on a survey conducted in 2014 - 2015 of 5,366 flight attendants in the U.S. who were part of the Harvard Flight Attendant Health Study, which started in 2007. The survey asked flight attendants specific questions about their work experiences, lifestyle habits, and health. Questions about whether they have had a cancer diagnosis were included.

The DHS uses an algorithm for determining unmet need that draws from 15 survey questions.24 First, women are categorized according to whether or not they are using a contraceptive method. Among nonusers, women who are pregnant or have postpartum amenorrhea are classified as having unmet need if their current or recent pregnancy was unintended. Women who are not pregnant or experiencing postpartum amenorrhea are further classified according to whether they are fecund; fecund women who want to avoid a pregnancy for at least two years are classified as having an unmet need. Finally, women with unmet need are grouped according to whether they have unmet need for spacing births (delaying a first birth or postponing higher-order births) or limiting births (stopping childbearing altogether).

We examined whether the never-married women citing "not married" as a reason for nonuse had sex in the prior month, and whether they previously used a contraceptive method (Table 13). Fifteen countries have sufficient data on these questions. Generally speaking, the majority of women citing this reason for nonuse reported that they had sex in the prior month, suggesting that "not married" does not mean infrequent sex but some other barrier to using contraception. The specific barrier is unclear, however. Prior use of contraception among women giving this reason ranges widely, from a low of 8% in Haiti to a high of 93% in Colombia, and it does not differ greatly from the levels of prior use among all never-married women with unmet need in these countries. Thus, among many women citing this reason, not being married did not prevent them from using a method in the past.

  • Does your business have business interruption insurance? Potential issue(s): Contract obligations; investigate your insurer's present position, sometimes available publicly.

  • General advice: Review your insurance contracts and ascertain your company's obligations, including a duty to collect and preserve information and mitigate your company's damages; make sure you are giving the required timely notice of intent to proceed under the business interruption clause; make sure you are documenting efforts and saving requisite items of proof, including damages information.

  • Does your business have force majeure clauses in contracts? Potential issue(s): Contract obligations; applicable law and circumstances of the state(s) in which you operate.

  • General advice: Review your significant contracts; study the force majeure clause and what it explicitly covers, could arguably cover and exclusions from coverage; review applicable law; analyze the situation based on the jurisdictions in which you operate, including but not limited to federal, state and local government requirements and/or position statements based on the situation; make sure you are giving the required timely notice of intent to proceed under the force majeure clause; ascertain what your company's obligations are, including to collect information and mitigate your company's damages; make sure you are documenting efforts and saving requisite items of proof including damages information.

  • Has your business been capturing necessary information? What should you be doing now and when business workplace operations resume to ensure that you have the necessary business records? Potential issue(s): Employees working at home may be have or be inclined to maintain or copy business materials to their personal devices.

  • General advice: Assemble a team of IT, HR, business unit, and legal professionals; examine how your business has been operating remotely during these times; consider legal obligations and business needs for capturing the information that may exist on employees' personal devices; ascertain how best to capture and retain the necessary and/or desired information and implement procedures for handling; make sure you clearly communicate with employees to capture the necessary information; consider not only current but departed employees; remind employees that adverse parties may seek access to personal devices; use only company email and other permitted avenues for conversations that relate to the business.

  • Is your confidential business information protected? Potential issue(s): Remote working, especially on such an expansive level, may have exposed confidential information, including trade secrets and intellectual property.

  • General advice: Do a risk assessment of potential exposure; examine, for example, whether mechanisms existed to prevent copying or downloading of confidential company information; take appropriate steps to protect such information, including reminding employees and independent contractors of the law and contractual obligations regarding confidential information and the misuse of such.

  • Do your employees have tangible information in hard copy form (e.g. notes, letters, etc.) that may need to be preserved? Potential issue(s): Preservation and capturing as company's business records.

  • General advice: Work with HR and applicable business units/supervisors to communicate with employees about what to retain and how to provide the information to the company for its business records; assign responsibilities, as applicable, for capturing such information; don't forget obligations as they exists with respect to departed and departing employees.

  • When your business resumes, it may be on a rolling basis in any location or it may be limited to resuming in certain locations earlier than others. If such is the case, which employees return? What considerations should you use (e.g. positions, tenure, risk groups, sick leave, child care needs, etc.)? Potential issue(s): Contract obligations, including but not limited to collective bargaining agreements; applicable mandates of the government in which you operate (some governments may still require or suggest that at-risk groups shelter in place); equal opportunity considerations; ERISA considerations; discrimination charges and HIPPA issues.

  • General advice: Start planning now for a rolling return to work; study applicable contracts for obligations, including any collective bargaining agreements; work with HR and legal to ascertain what criteria should be used for a rolling return, including doing a risk assessment of any criteria that may create issues with applicable laws, such as the federal, state, and local equal employment/anti-discrimination laws, leave act laws (e.g. the federal Family and Medical Leave Act), occupational safety and health laws, sick leave laws, child care laws, etc. (returning workers based on a health-risk assessment may have anti-discrimination law implications); ascertain what changes (if any) may be advisable in returning employees (see below); plan now for communication with your employees, customers/clients, vendors, and any other critical business partner; don't forget obligations such as reasonable accommodation obligations under applicable disability and leave laws (e.g. it may still be necessary to reasonably accommodate a worker by allowing that worker to stay at home or to make changes as to how that worker does work based on the health risks that are still present).

  • When your business resumes, are there workplace changes that you will be required to or should consider? Potential issue(s): Whether to implement changes, such as taking employees' temperatures, requiring social distancing of six feet where applicable, limiting group interactions to a small number, forbidding or limiting travel based on critical business needs, etc.; allowing third parties (including customers/clients) access to your workplace; providing any kind of personal protective equipment and/or supplies; changing/increasing other health and safety measures, such as cleaning and maintaining a more pristine work environment; etc..

  • General advice: Start planning now for any return to work; involve HR, legal, and medical professionals in determining how best to return your employees to work and what changes to implement in the workplace, based on applicable considerations, including applicable laws such as the federal, state, and local equal employment/anti-discrimination laws, occupational safety and health laws, etc., best-known medical information, business needs, etc.; recognize legal and practical limitations relating to employee testing and medical information; document your plans and considerations being sensitive to preserving legal privileges; follow best practices and legal guidance on any issues, such as testing and equal employment opportunity.

  • When your business resumes, will there be overtime needs? Staffing problems? Potential issue(s): Compliance with federal, state, and local wage and hour laws; employee overload.

  • General advice: Start considering how you will staff matters now and work to ensure compliance with applicable wage and hour laws; consider employee overload and how to mitigate the burdens of ramping up; recognize that some employees may not return to work (e.g. having quit for other employment; unable or unwilling to return for health, family, or other reasons; etc.) and have a game plan for staffing needs r emind employees of the availability of "help mechanisms" within the business, including the Ombudsperson.

  • When your business resumes, will there be morale and other considerations that it may be advisable to address? Potential issue(s): Employee overload, morale, fears, etc.

  • General advice: Although some of these issues may not involve legal obligations, employers know that employee expectations have become a huge issue, particularly with social media, worker groups, etc.; consider what should be done to address morale and other identified concerns; assign responsibility for these types of issues; consider use of an Ombudsperson or other help mechanisms; recognize, as some commentators have suggested, that employees may even have PTSD, particularly in the medical and first responder fields.

  • What do you do if someone who returns to work subsequently has COVID-19 symptoms or has been exposed in the external environment to someone with COVID-19 symptoms or the virus? Potential issue(s): Risks of exposing others; employee fears; potential for discrimination and/or retaliation.

  • General advice: Recognize these issues will likely be present; use the resources you are currently using to develop a plan for handling situations when they arise; involve HR, legal, business heads, medical personnel, and outside legal and medical counsel as appropriate.

  • When your business resumes, will there be concerns of claims if employees, vendors, and/or customers/clients become exposed to COVID-19 from your business operations? Potential issue(s): Your employees, vendors, and/or customers/clients may be carriers, even if asymptomatic, and it is wise to consider potential liability implications; examine whether any potential claims will be covered by applicable insurance policies.

  • General advice: Start considering this issue now, and involve HR, legal, medical, and risk assessment/insurance professionals as necessary to determine how best to resume operations in light of these considerations; study information from the governments in the applicable jurisdiction(s) where work will resume; capitalize on what has worked well in this shutdown period; consult with your insurance broker now to determine potential coverage for claims.

  • Are there special discrimination and/or retaliation considerations that should be made? Potential issue(s): Discrimination and retaliation based on considerations like age, actual and perceived disabilities, nation origin, etc.

  • General advice: Anticipate more issues (there will be potential strong and opposing feelings within your workforce) and make sure your HR and legal departments are prepared for and attuned to emerging issues; consider "reminder" trainings and communications for supervisors and the general workforce; watch for impact not just on employees, but others (independent contractors, customers/clients, vendors, etc.).

  • Should you have concerns about increased potential of violence in the workplace? Potential issue(s): Increased risks from reactions of employees, customers/clients, and others.

  • General Advice: Anticipate more issues; make sure your HR and legal departments are prepared for and attuned to emerging issues; review the business's procedures and response plan for handling potential issues; consider whether such procedures and response plans need to be fortified/revised; visit with security personnel.

  • What else should you consider? Potential issue(s): Company-specific and/or industry-specific issues and concerns.

  • General advice: Use your existing resources to identify areas; gather information from your key managerial players and seek their input on issues and concerns.


À propos

Bienvenue dans le groupe ! Vous pouvez communiquer avec d'au...


bottom of page