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.

Caregiving

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.

www.peoplescapehr.com

(323) 900-0511

We have your back!

Cut Through the Clutter on Covid-19: Three Workplace Culture Must Haves.

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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#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?

Read more

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#1 Getting your “Agile Culture on” Defining how to engage employees and enable human factors for success in 2019

The “Agile Culture” or “Agile Organization” has been the buzz word for a while now. It started with product development and progressed to an organization style. But are organizations ready? Do we even know what it requires?

In an Agile culture, we shift the focus from the process to the outcome. The main question to answer, at each point, is “What does the customer want?” This model essentially empowers teams to do what it takes to succeed: a.k.a understand and fulfil the customers’ needs. Read more

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Candidate Experience (CX) – Stay Focused on Empathy and Relationships

A Forbes article named 2018 as the year of employee experience, or EX: “Anything that sets employees up for success or improves our culture should be a part of EX.” Forbes.

The focus on employee experience (and, as future employees, the candidate experience) is not new and has been described and analyzed by countless industry publications and thought leaders. “The longer I write about recruiting and hiring, the more I believe that the candidate experience needs to be at the heart of how every organization recruits and hires people. And the longer I write about recruiting and hiring, the more clearly I see that is not the case.”  RecruitingDaily

Which makes me think of when, as an HR leader, I managed to do exactly the opposite of creating that positive candidate experience. Read more

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What Happens When Love Blossoms at Work?

Bill and Melinda Gates have been married for 25 years and have three children. They met at work. So too did Michelle and Barak Obama when she was supervising him as one of the firm’s new summer associates, from Harvard law.

Most of us spend more hours of our day at work than anywhere else, so it’s not surprising that romantic relationships develop. Namely HR Systems, found 41% of employees said they’d engaged in an intimate relationship with someone at work, whether a peer, manager or someone in the C-suite. 5% of employees said they’d had a relationship with their boss. Millennials were more likely than those from other generations to have had romances with bosses. Read more

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How Agile Organizations are Thriving Along with Their Gigsters in the Gig Economy

Coming from Los Angeles, I knew people who taught barre for a couple of hours in the morning, then hiked Runyon by 11 AM, went to an audition, then drinks with friends while I was stuck in the office staring at their Instagram and their freedom.

Ryan Gosling famously (and controversially) commented that nobody works in LA. That is an over-generalization, of course, as most people do have jobs and are hardworking. There are also those called “gigsters” who freelance, contract, advise, or take gigs; they are not limited to Los Angeles and in fact, makeup over 150 million workers in the US and in Europe. These workers make up the growing gig economy. Intuit estimates the gig economy to make up 34% of the workforce and is expected to grow up to 43% by 2020. Read more

Things That Happen When You Have Agile HR.

In our recent blog, Agile Organization: What did Zappos do that you didn’t?, we talked about the agile organization, principles that change the focus from imposing controls and standards to empowering collaboration and innovation. But how do you break that down and make it relevant and practical for your HR department? Read more

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Agile Organization: What did Zappos do that you didn’t?

As early as 2012, Josh Bersin’s keynote at Deloit’s Impact Conference, focused specifically on how Agile, “the ability to create and respond to change in order to succeed in an uncertain and turbulent environment” was essential for businesses to be nimble and responsive, as the landscape changes frequently and in unexpected ways. Read more