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2026-06-30T05:00:00Z
NewsFamily and Medical Leave Act (FMLA)LeaveIn-Depth ArticleTime offHR ManagementEnglishLeaveFamily and Medical Leave Act (FMLA)USAAssociate Benefits & CompensationIndustry NewsHR GeneralistAssociate RelationsFocus AreaHuman Resources
Why give employees time off to grieve?
The continually growing number of state leave laws makes employee leave management more and more challenging for companies to maintain production while staying compliant. Employers might wonder whether they should review their own company leave policies and make changes. With employees legally entitled to various types of leave, perhaps company policies can be scaled back.
Private employers have no federal bereavement law to comply with. Unless covered by a state bereavement leave law, employers are free to craft their own related company policies. Those policies usually define which family members of employees are included, such as a spouse, child, or parent. Some policies include more family members, like grandparents, but might allow less time off in the wake of their passing.
The policy can define which employees are eligible to take the leave, and whether the leave is paid or unpaid.
Bereavement leave policies can also define the reasons employees may take the time off, such as not only handling funeral arrangements, but also grieving the loss of a loved one. These kinds of policies support employee well-being during life’s most difficult moments.
Such policies can help with recruiting and retention, and help employees be more productive when at work
States with bereavement leave laws
Employers with employees in the following states must comply with their respective state law regarding bereavement leave:
California: Employers with five or more employees must give employees who’ve worked at least 30 days up to 5 days of bereavement leave. Employees may take bereavement leave for the death of a spouse, child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law.
Illinois: Employers that are covered by the federal Family and Medical Leave Act must give eligible employees up to 2 weeks (10 workdays) of unpaid bereavement leave.
Maryland: Under the Flexible Leave Act, employers with 15 or more employees that give employees paid leave following the birth of the employee’s child must give employees paid bereavement leave for the death of an immediate family member.
Minnesota: Employees may take Earned Sick and Safe Time to make arrangements for or attend funeral or memorial services, or address financial or legal matters that arise after the death of a family member.
Oregon: Employees may take up to 12 weeks of bereavement leave under the Oregon Family Leave Act; 2 weeks per family member. Family members go beyond spouse, child, and parent.
Vermont: Under the Parental and Family Leave Law, employees may use up to 2 of the 12 weeks of leave available for bereavement leave, but not more than 5 consecutive workdays.
Washington: Under the Paid Family and Medical Leave law, employees may take bereavement leave during the 7 calendar days following the death of a family member.
Key to remember: Employee bereavement leave policies can be company-specific, but might have to comply with applicable state leave laws.
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2026-06-30T05:00:00Z
NewsIndustry NewsMotivating EmployeesPerformance ManagementPerformance ManagementAssociate RelationsTraining & DevelopmentHR GeneralistIn-Depth ArticleUSAHR ManagementEnglishFocus AreaHuman Resources
How to build employee accountability without drama
Fewer than half of managers in a recent Gallup survey rated themselves “outstanding” or “exceptional” at creating accountability, which is a key leadership skill that involves holding employees responsible for meeting agreed-upon expectations.
Done well, accountability helps employees meet commitments, complete tasks, and achieve shared goals. Done poorly, it can damage trust, lower engagement, decrease motivation, and increase retention issues.
Four steps to improve employee accountability
1. Establish clear expectations. Accountability starts with clear expectations. Employees need to know what’s expected, why their work matters, and how success will be measured.
Up front, managers should discuss:
- Goals,
- Timelines,
- Roles,
- Priorities, and
- Standards
After sharing this information, managers should invite questions and confirm understanding.
2. Monitor performance and provide feedback. Once expectations are set, managers should monitor progress and provide timely feedback. Ongoing feedback helps employees correct course quickly, recognize what’s working, and improve job performance before problems grow.
Some best practices include:
- Hold regular check-ins to discuss progress, roadblocks, and feedback.
- Use tools or dashboards to track key metrics.
- Provide timely, balanced feedback focused on behavior, not personality.
- Recognize wins to reinforce strong performance.
When monitoring is respectful and consistent rather than a “gotcha” exercise, employees are more likely to see managers as being invested in their success.
3. Address performance gaps. Even with clear expectations and regular feedback, performance gaps will occur. Left unaddressed, they can hurt motivation and results; handled poorly, consequences may feel like punishment.
When performance falls short, managers should:
- Discuss the issue privately and listen for root causes.
- Agree on measurable actions and a deadline.
- Provide support and guidance.
- Document the discussion and action plan.
- Follow up regularly and adjust as needed.
- Apply formal consequences if improvement doesn’t occur after support.
When managers listen first and treat employees fairly, accountability discussions become opportunities for growth. Teams feel respected and motivated to improve, and are willing to be candid about challenges.
4. Lead with empathy. Accountability can be emotionally charged. This is where the "human" side of leadership truly distinguishes the best managers. Research shows that the ability to understand others' perspectives and emotions leads to more successful accountability discussions that boost engagement and trust.
How to lead with empathy:
- Presume positive intent.
- Consider employees’ pressures and challenges.
- Communicate both care and high standards.
- Focus on solutions, not past mistakes.
When managers lead with empathy, accountability feels supportive rather than punitive. Employees feel motivated to step up for managers who are genuine and have their best interests in mind.
Key to remember: Accountability works best when employees understand expectations, receive timely feedback, and are treated with fairness and respect. Done well, it becomes a tool for growth rather than punishment.
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2026-06-30T05:00:00Z
NewsIndustry NewsEnvironmental Protection Agency (EPA)Oil Spill PreventionOil Spill PreventionEnvironmentalIn-Depth ArticleCWA ComplianceEnglishFocus AreaUSA
Secondary containment alternative: Does your oil-filled operational equipment qualify?
Facilities that run like a well-oiled machine often rely on just that — operational equipment that stores and uses oil to function (like hydraulic systems). But wherever oil is stored, there’s always the possibility of a leak, and spilled oil can do serious harm, especially if it reaches water.
That’s where the Environmental Protection Agency’s (EPA’s) Spill Prevention, Control, and Countermeasure (SPCC) rule comes in. Usually, regulated facilities must equip oil-filled operational equipment with general secondary containment, which is designed to temporarily hold discharged oil until it can be properly cleaned up. However, some facilities may have another compliance option available.
EPA offers an alternative to secondary containment for qualified oil-filled operational equipment. Let’s take a look at the eligibility criteria and what the other method of compliance requires.
What’s oil-filled operational equipment?
EPA defines “oil-filled operational equipment” at 40 CFR 112.2. Generally, it refers to equipment that has one or more oil storage containers with oil that’s used solely to operate the equipment. Common examples are lubrication systems for pumps and compressors, machining coolant systems, circuit breakers, and electrical switches.
Does your facility have qualified equipment?
Only qualified oil-filled operational equipment is eligible for the alternative requirements to general secondary containment.
The SPCC rule considers oil-filled operational equipment to be qualified if it hasn’t had one discharge of oil exceeding 1,000 gallons or two discharges of oil exceeding 42 gallons each over the following time periods:
- If the facility has operated for at least 3 years, within any 12-month period in the 3 years before the SPCC Plan’s certification date; or
- If the facility has operated for less than 3 years, since becoming subject to the SPCC regulations.
Take note! When determining whether your facility’s oil-filled operational equipment is eligible under federal standards:
- Don’t count oil discharges caused by natural disasters, acts of war, or terrorism; and
- Don’t count the total amount of oil spilled, only the amount that reaches navigable waters or adjoining shorelines.
What about oil-filled manufacturing equipment?
The SPCC rule distinguishes between oil-filled manufacturing equipment and oil-filled operational equipment. Oil-filled manufacturing equipment stores oil only as a supporting element for conducting a mechanical or chemical operation to create or modify a product. It typically involves a flow-through process in which oil continuously moves through the equipment. Examples of this type of equipment include reaction vessels, mixing tanks, and distillation columns.
Because it’s defined independently under the SPCC rule, oil-filled manufacturing equipment isn’t eligible for the alternative compliance option available to qualified oil-filled operational equipment.
What are the alternative measures?
Instead of providing secondary containment for qualified oil-filled operational equipment, facilities may choose to comply with the alternative requirements at 112.7(k), which include:
- Establishing and documenting an inspection or a monitoring program to detect equipment failures and discharges; and
- Adding to the SPCC Plan:
- An oil spill contingency plan according to the requirements of Part 109; and
- A written commitment of the resources (manpower, equipment, and materials) needed to quickly control and remove any potentially harmful quantities of discharged oil;
Take note! If your business must submit a facility response plan (FRP) under 112.20, the oil spill contingency plan and written commitment requirements don’t apply since your FRP already contains these elements.
Why should my facility consider the alternative compliance option?
The alternative requirements to general secondary containment don’t require facilities to prepare an impracticability determination for qualified oil-filled operational equipment.
The impracticability determination provisions at 112.7(d) impose more requirements for facilities that use alternative measures to secondary containment for unqualified equipment.
In addition to meeting the same requirements for qualified oil-filled operational equipment, facilities must have the oil spill contingency plan certified by a Professional Engineer (unless self-certifying as a qualified facility). They also must:
- Describe in the SPCC Plan the reasons such measures aren’t practicable, and
- Conduct periodic integrity tests of bulk storage containers and periodic integrity and leak tests of valves and piping.
Key to remember: The SPCC rule offers an alternative to general secondary containment requirements for qualified oil-filled operational equipment.
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NewsIndustry NewsEnforcement and Audits - OSHAOSHA InspectionsSafety & HealthGeneral Industry SafetyMonthly Roundup VideoFocus AreaUSAHazard CommunicationHazard CommunicationEnglishOSHA Violations and PenaltiesVideo
EHS Monthly Round Up - October 2023
In this monthly video, we'll review the most impactful environmental, health, and safety news.
Hi everyone! Welcome to the monthly news roundup video, where we’ll review the most impactful environmental, health, and safety news. Please view the content links in the transcript to take a deeper dive into the topics I’ll be covering today. With that said, let’s get started!
OSHA’s hazard communication final rule is under review at the Office of Management and Budget. This process typically takes 90 to 120 days, which means we’ll likely see the final rule in early 2024.
A performance audit found that OSHA did not adequately address the high number of injuries and illnesses at warehouses before and during the COVID-19 pandemic. Despite the high rate of injury and illness, OSHA only conducted a small number of inspections.
An OSHA investigation found a fulfillment center was exposing employees to ergonomic hazards which could lead to musculoskeletal disorders. The company also failed to provide adequate medical care for workers who had sustained head injuries, some of which were traumatic.
Workplace overdose deaths have increased 536 percent since 2011. A National Safety Council survey found that 75 percent of employers reported opioid use has impacted their workplace, but only 17 percent said they felt prepared to deal with the problem.
And finally, turning to environmental news, EPA finalized its PFAS reporting and recordkeeping rule. It expands the definition to include 41 additional PFAS of concern, among other changes.
Thanks for tuning in to the monthly news roundup. We’ll see you next month!
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NewsVideoFamily and Medical Leave Act (FMLA)USAFamily and Medical Leave Act (FMLA)HR ManagementEnglishHuman ResourcesTalent Management & RecruitingAssociate Benefits & CompensationIndustry NewsHR GeneralistLabor Law PostersLabor Law PostersAssociate RelationsFocus AreaMonthly Roundup Video
HR Monthly Round Up - January 2025
In this January 2025 roundup video, we’ll review the most impactful HR news.
Welcome, everyone! In the next few minutes, we’ll review the latest HR news. Let’s get started.
On January 10, the U.S. Department of Labor announced it was raising penalties for employers that don’t properly display federal labor law posters.
The penalty increase went into effect on January 15. The maximum fine is now more than $43,000. Employers should make sure they are properly displaying all required labor law postings.
Speaking of posters, recent executive orders under the new administration removed protections for gender identity discrimination and revoked a previous executive order. This, as well as a leadership change at the Equal Employment Opportunity Commission, will likely mean a mandatory change to the federal Know Your Rights poster. This poster must be displayed by employers with 15 or more employees as well as federal contractors. Some are wondering when a new poster will be required, however, the timing is uncertain. We'll keep watching for updates, so stay tuned.
And, finally, most employers know that employees may take time off under the federal Family and Medical Leave Act for themselves or to take care of a spouse, parent, or child. But what about siblings? Generally, siblings aren’t covered under the FMLA, but in a recent court case out of the Sixth Circuit Court of Appeals, a judge ruled in favor of an employee taking leave to care for an adult sibling because the employee was acting in the role of a parent to the sibling. The fancy term for this is “in loco parentis.” Employers might not realize the scope of how such relationships work. This case is a good example of how one court ruled. But it doesn’t mean that employers should assume all siblings are suddenly included under the FMLA. The point is, employers need to look at all the facts involved before denying an employee’s FMLA leave.
That’s all the HR news we have time for today. Thanks for watching. See you next month!
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NewsMonthly Roundup VideoFamily and Medical Leave Act (FMLA)LeaveFamily and Medical Leave Act (FMLA)USAHuman ResourcesLeaveHR ManagementEnglishAssociate Benefits & CompensationIndustry NewsWage and HourWage and HourHR GeneralistFair Labor Standards Act (FLSA)Associate RelationsFocus AreaVideo
HR Monthly Round Up - September 2025
In this September 2025 roundup video, we’ll review the most impactful HR news.
Welcome, everyone! In the next few minutes, we’ll review the latest HR news. Let’s get started.
On September 4, the U.S. Department of Labor’s Wage and Hour Division published its Spring 2025 unified agenda. The agenda offers a glimpse into what the agency is working on in terms of employment-related regulations. As expected, the agency plans to rework some regulations and get rid of others. For example, employers can anticipate hearing something soon about the independent contractor rule, as well as a proposed rule on joint employers.
However, the rule about the federal salary threshold for the white-collar exemption under the Fair Labor Standards Act was moved to long-term actions. This means it’s under development, but the agency doesn’t expect to have any regulatory action for at least a year. In the meantime, the agency is applying the salary threshold set in its 2019 rule.
In other news, the Federal Trade Commission took steps on September 5 to dismiss appeals in two federal circuit courts and allow a rule banning noncompete agreements to die. If this hadn't happened, employers would have needed to notify current and former workers (except senior executives) bound by existing noncomplete agreements that their agreements wouldn't be enforced.
While the FTC rule was vacated at the federal level, employers must still comply with state laws on noncompete agreements. These laws vary. Some states prohibit noncompete agreements altogether. Others restrict them to higher-paid workers.
And finally, on September 9, bipartisan legislation was introduced in Congress to expand leave eligibility under the Family and Medical Leave Act specifically for educational support staff. Because their work schedules are limited to the school year, many educational support staff members don’t qualify for FMLA leave because they don’t meet the 1,250-hour threshold needed to qualify for FMLA leave. This keeps them from being able to take FMLA leave for themselves or to care for a family member.
While this measure is only in the beginning stages of the legislative process and might not pass, employers should be aware that Congress still has leave law changes on its radar.
That’s all the HR news we have time for today. Thanks for watching. See you next month!
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Copyright 2026 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.