Financial Support for Workers affected by COVID-19

Sick or Quarantined

If you’re unable to work due to having or being exposed to COVID-19 (certified by a medical professional), you can file a Disability Insurance (DI) claim. DI provides short-term benefit payments to eligible workers who have a full or partial loss of wages due to a non-work-related illness, injury, or pregnancy. Benefit amounts are approximately 60-70 percent of wages (depending on income) and range from $50-$1,300 a week. You can collect DI benefits for the first week you are out of work. If you are eligible, the EDD processes and issues payments within a few weeks of receiving a claim.


If you’re unable to work because you are caring for an ill or quarantined family member with certified COVID-19, you can file a Paid Family Leave (PFL) claim for up to six weeks of benefit payments. Amounts are approximately 60-70 percent of wages and range from $50-$1,300 a week.

School Closure

If your child’s school is closed, and you have to miss work to be there for them, you may be eligible for Unemployment Insurance benefits. Eligibility considerations include if you have no other care options and if you are unable to continue working your normal hours remotely.

Reduced Work Hours

If your employer has reduced your hours or shut down operations due to COVID-19, you can file an Unemployment Insurance (UI) claim. UI provides partial wage replacement to workers who lose their job or have their hours reduced, through no fault of their own. If you expect to return within a few weeks you are not required to actively seek work each week. You may receive benefits that range from $40-$450 per week. You can collect UI benefits for the first week you are out of work. If you are eligible, the EDD processes and issues payments within a few weeks of receiving a claim.


Self-Preservation with Compassion: The 3 W’s for Steering Through COVID-19 in a Small Business

In the face of this challenge we know you are concerned about how your company will be affected and what you must do next. As you genuinely and compassionately take measures to ensure the safety of your employees and customers, you must also take hard, rational steps to protect financial performance.

The workplace

You’ve probably already safeguarded workers health and safety with cleaner environments, flexible and remote working, and shift patterns with minimal staff overlap. As the Federal Government passes new Acts, call our hotline for advice on continuously evolving mandates and emergency measures about paid sick leave, FMLA, health insurance coverage, micro-loans and other small business cash flow relief measures.

The work

Now you need to safeguard the company’s economic well-being by making hard, fact-based decisions. Preservation of cash and liquidity is a top priority. Assess what work is mission-critical and what can be deferred or deprioritized, and ensure teams understand where their focus needs to be.

  1. Centralize decision making for consistency, speed and decisiveness
  2. Catalogue sources of cash – unused credit lines, new sources of credit, excess working capital (inventory reductions, extended payment terms). The newly established Los Angeles Small Business Emergency Microloan Program may provide financing needed to strengthen small business that have been affected by the COVID-19 outbreak
  3. Model the projected financial impact on profitability and especially liquidity
  4. Define non-negotiables – which products, services, customer segments are the most critical to ongoing and future cash flow
  5. Identify discretionary expense reduction – hiring freezes, temporary closures, furloughs, reduced pay measures, lay-offs or RIFs. Consult with your HR advisor before communicating layoffs. Not only will they make sure you handle it compliantly, they can advise on EDD programs such as approved work sharing to enable employees to receive a percentage of Unemployment Insurance benefits if you reduce hours and wages.
  6. Stay engaged with investors and customers and demonstrate concern for their communities
  7. Shore up the supply chain
  8. Leverage your digital presence and consider online sales if possible
  9. Delay state payroll taxes by up to 60-days without penalty or interest.

The workforce

Acknowledge how radically employees’ personal priorities have shifted away from work and towards family health, accommodating school closures, and the angst of isolation and uncertainty. Lead with calm and compassion (even while faced with inner angst and turmoil). Encourage people to adopt a calm and methodical approach to whatever happens next. Be prepared for potentially higher absenteeism, lower productivity, and even work refusal until the situation normalizes. The new normal is laxer rules, enhanced compassion. Prioritize gathering the golden nuggets available to you, to weather the storm in the short term while keeping an eye on risk management in the medium term. 

If you do not have an HR expert on staff or an HR consultant or employment lawyer retained consider a service such as Peoplescape’s Covid-19 HR Hotline for unlimited calls, emails and texts to support you through this crisis, whether for a month or three. There is no need to go this alone.

(323) 900-0511

We have your back!

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As Coronavirus (COVID-19) spreads globally, more and more businesses are taking significant steps in response to growing concerns. Companies relying on China-based employees will see production shortages, those relying on products from China will be greatly impacted. Companies who’s businesses rely on public in -person attendance are also being impacted already in anticipation of the summer ahead.

What about our US workplaces? What measures are being taken to protect employees while limiting the strain on businesses? Read more

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Each year, the Peoplescape team talks with hundreds of  organizations and business leaders looking for the best training for their employees. When it comes to  preventing bad behavior in the workplace, (harassment trainings) there are so many out there – how do you  know what to look for? As Anti-Harassment and Sensitivity Training experts here are 5 training features, we suggest using to pick the best fit for your company:

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Definition of Insanity

The Definition of Insanity: Hiring Safe yet Expecting Astonishing Results

Finding a new team member is hard. You spend time and energy recruiting the ideal candidate who’s a great fit. But let’s question what ‘a great fit’  really means. In your mind a great fit probably means the candidate from the same industry, who’s followed a progressive path in the same job stream to lead them to this next step. But this is playing it safe, it risks limiting you and your company and you’re unlikely to find candidates that bring unique innovation and exceptional results. Read more

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Agility in the workforce is all about creating a flexible and productive environment for employees. Many companies achieve this through providing different work spaces, offering remote working opportunities, and promoting a collaborative culture rather than taking a rigid procedural approach. Another approach that has seen businesses become more agile is a shift to more sustainable practices.  Read more

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Keeping Your Talent: Smart Lifestyle Reward Strategies for Any Sized Company

When you can only pay a low salary, how can you still recruit great talent? Start-ups, small and medium-sized firms are just some of those restricted by salary obstacles when it comes to hiring and keeping the best talent. And it’s a serious problem, as outstanding talent can make or break these companies more than any other.

Here are our Sure-Fire Ways to Fight Back. Read more

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#5 Rethinking Rewards and Recognition in your Agile Organization

In our previous blogs, we discussed how to hire, how to measure performance and what an Agile leader looks like. In “Shift from “Me” Performance to “We” Performance with Agile Performance Management” we spoke about moving performance measures from a single individual to a team’s performance. How does this affect and change the way we reward or recognize members of Agile organizations?

How do you design a successful reward program that promotes teamwork, celebrates team successes, and at the same time, recognizes team members who have excelled – in their performance and/or working with others?

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#4 The Three Things That Matter Most for Leadership of Agile Organizations

This blog is part four in a series discussing the human factor of Agile organizations. Earlier we discussed Hiring for Agile and Managing Performance. Here, we discuss the role of the Leader in Agile teams.

Agile organizations empower employees to take decisions on their own, in collaboration with their team members. What then, is the role of a leader and how can they be most effective? Read more

agile performance management

Shift from “Me” Performance to “We” Performance with Agile Performance Management


In our previous two blogs we discussed what it takes to become Agile and how recruiting needs to evolve. Now you have great talent onboard, how do you continue to manage their performance in an Agile way?

The way in which performance is managed and measured deeply affects the culture of the organization.  Traditional methods have individual goals, targets, key improvement areas and 360 reviews. With an Agile organization, these are replaced with continuous feedback, constantly evolving goals, and targets for teams rather than individuals. Read more