Happy summer! Over the past couple of weeks, I have heard the following comments from in-house HR and employment law clients:
Remember when we thought of summer as a slow work time, allowing us to leave work earlier than usual and even take an “unplugged” vacation to refresh, rejuvenate and connect with friends and family? When was the last time you left work early or took a vacation that was truly “work free?” Is that even possible with the technology that finds us wherever we are? They say that “no one is indispensable,” but sometimes it’s faster and easier to answer a phone call than to prepare our colleagues to address questions while we are out. But HR teams should be modeling the behaviors we tell others are important. For example:
The reality is that summer goes by in the blink of an eye, and is never quite as productive as we had hoped it would be when we “parked” all those projects on our summer to-do list. The fact is that employees are up to 20% less productive in the summer! I get it - in the winter it’s dark when the workday ends and I don’t mind spending an extra hour (or two) getting caught up, but in the summer there are HOURS of daylight after traditional work hours. Working “one more hour” feels like punishment when the dog gives me the “let’s go for a walk” stare, the family wants to grill some burgers, and the restaurants all have outdoor seating that’s full unless we get there early.
It seems most people agree that it’s important to leave work behind and focus on self, family and friends from time to time. That said, HR Teams are often especially busy over the summer, and taking that time can be difficult without added support. Does this resemble what’s on your desk right now, in June 2026?
The HR team encourages staff to “unplug” when on vacation or away from work, so it is not a good look for you to be emailing while you are at your college reunion, visiting day at your kids’ camp rafting in Colorado with your family. But how do you avoid the “September Scramble” to catch up on the things you thought you’d get done in July and August?
These last two may require added support for a temporary period of time - don’t worry - we’ve GOT you!
Our team of HR professionals is always available to add bandwidth to your in-house HR team, whether it’s before, during, or after the summer! HRSAW does not require a membership or minimum usage, you only pay for the work we do. We can help while you sip cocktails on a cruise ship, walk on the beach, visit family, or “staycation” to soak up the summer sun before September (or, more likely, finish the at-home to-do list you’ve been writing since winter!).
Leave the tasks to us - we will do it in less time than it takes you to remember where you stored the boogie boards after last summer . . . .
Contact info@hrsolutionsatwork.com for a free 30-minute consultation and to learn how we can help you spring into fall with your summer checklist complete!
Because every situation presents unique facts, the information provided in this article is for general information and is not intended to be legal advice regarding any specific situation. This information may be considered advertising in some states. Any links to third-party sites are for your convenience. HR Solutions At Work does not endorse specific sites or guarantee the accuracy of the information on those sites. Please contact us if you have any questions about this information or our services.
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Happy spring - the flowers are growing and so is HR Solutions At Work!! Please help us welcome the following team members to our outsourced HR and Investigations teams:
Debra Bernardi most recently worked as global HR leader for the International Data Corporation (IDC), and brings a wealth of experience in HR and employee relations. She will be working as a Workplace Investigator and HR Business Partner.
Brenda Valdes-Robles is an experienced trainer who has worked in the leadership teams of several international aid organizations. She is fluent in several languages, including Spanish and Portuguese, and will be an HR and Investigations Specialist.
Anne Thompson's expertise in corporate governance and board relations will complement our outsourced HR services, including workplace assessments. Anne has worked for both global corporations and not-for-profit organizations.
Alexia Whitaker, who worked at HRSAW from 2024-2025, has returned to her prior role of Workplace Investigator. Alexia most recently worked as EEO Specialist for the Center for Medicare and Medicaid Services (CMS).
HRSAW also has a new affiliation with Julie Bryan of Waypoint Workplace Investigations, who will be an Investigator on our team. Julie is the Founder and Principal of Waypoint, and also worked for several years at Amazon, where she most recently was Senior HR Investigator for Specialized Investigations.
We are excited to meet the evolving and growing needs of our clients with this incredible group of talented individuals!
Send us a message or schedule a free consultation to discuss your organization’s needs.
We’re all familiar with the phrase "work-life balance," which refers to the idea that we should be able to meet the demands of both work and life in a way that feels manageable. But in an era where work and home often overlap, balance alone isn’t enough. What’s missing is structure: boundaries that protect our time, energy, and well-being.
Work-life boundaries are clear, intentional limits that give people the space to step away from work and truly be present in their personal lives, and also help them be more focused and productive during work hours. These boundaries define when the workday starts and ends, how communication is handled after hours, and what level of availability is expected. Without boundaries, balance is hard to achieve and even harder to maintain. Boundaries are especially helpful for individuals who work from home, either full-time or hybrid, to ensure a dedicated physical and mental space for work time versus personal time.
Organizations that support these boundaries help protect employee well-being, reduce burnout, and foster a culture where people are empowered professionally and personally.
Boundaries help employees thrive and contribute to the organization’s success. When boundaries are hard to maintain, employees may be more likely to leave, have lower productivity, or "quiet quit" (i.e., stay in their job but disengage emotionally and put in minimal effort). Conversely, organizations that help employees maintain work-life boundaries often see stronger morale, improved retention, and higher engagement. When employees feel empowered to disconnect from work during their personal time, they bring renewed and focused energy to their work time.
Employers and individual managers should build a culture and model habits that reinforce boundaries. Small shifts in mindset and behavior can send a powerful message to employees that their organization wants to help them prioritize work during work time and personal needs during non-work time.
Leadership can set the example by:
Small, intentional actions like these can help build trust and reinforce that people are valued as whole individuals, not just as employees. Over time, these actions help shape a culture where boundaries are respected and balance is built into everyday work, not just written into policy.
Organizations that support work-life boundaries are investing in long-term performance, loyalty, and culture. In a world that can feel like we are always “on,” the best workplaces create space to truly disconnect.
Boundaries work best when organizations support them. Employers can help support work-life boundaries in a variety of ways:
When both employers and employees maintain effective boundaries, work time becomes more focused, personal time is more meaningful, and burnout becomes less likely.
Employers can enhance employee engagement in many ways, from policies to practices that respect employee boundaries. The professionals at HR Solutions At Work can help with communication strategies, culture assessments, policies, surveys, and training. Send us a message or schedule a free consultation to discuss your organization’s needs.
Because every situation presents unique facts, the information provided in this article is for general information and is not intended to be legal advice regarding any specific situation. This information may be considered advertising in some states. Any links to third-party sites are for your convenience. HR Solutions At Work does not endorse specific sites or guarantee the accuracy of the information on those sites. Please contact us if you have any questions about this information or our services.
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With the increase in remote and hybrid work following the Covid-19 pandemic, many employers have struggled to navigate the different state laws applicable to remote workers. What once felt like a straightforward question — Where does an employee work? — has become more complicated when someone can live in one state, log in from another, and travel frequently between both.
This isn’t just a theoretical challenge. State wage and hour laws, tax obligations, and leave requirements often differ in significant ways. Employers who overlook those differences may face unexpected liabilities or compliance risks.
A recent case in the Massachusetts Superior Court brought this issue into sharp focus by highlighting the confusion that can arise around individuals who work from home in one state being employed by a company in another state.
In Dubois v. Staples, Inc., et al. (Civil No. 23-1746-BLS1), the Massachusetts Superior Court had to decide which state’s wage act applied to a sales employee working from Rhode Island, with a sales territory in New York and New Jersey, for a company with its headquarters in Massachusetts. To complicate things further, during the final months of her employment, the employee started to cover Massachusetts-based clients.
Making sense of this isn’t straightforward, even for seasoned employers. To recap, the variables in question were:
The employee filed a wage claim in court in Massachusetts, and the employer tried to dismiss the claim based on the argument that Rhode Island law would apply. Ultimately, the court ruled that because the employer was located in Massachusetts and the employee did occasional work for Massachusetts-based clients, the Massachusetts Wage Act could apply and the case could proceed.
The court’s ruling means that, under some circumstances, an employee who lives and works out-of-state can bring claims for unpaid wages and commissions under the Massachusetts Wage Act. This ruling does not mean, however, that the employee could not have instead filed a claim in Rhode Island, their home state. Moreover, the states of New York and/or New Jersey might also be willing to lay claim to the case, given that the employee primarily sold to clients in those states.
In other words, multiple states may have a legitimate claim to regulate the same employment relationship.
Our HR and legal professionals can help you ensure that your pay (or other relevant) policies are consistent with the various states where your employees work — or reside, or even do some work occasionally. Send us a message or schedule a free consultation to discuss your organization’s needs.
Because every situation presents unique facts, the information provided in this article is for general information and is not intended to be legal advice regarding any specific situation. This information may be considered advertising in some states. Any links to third-party sites are for your convenience. HR Solutions At Work does not endorse specific sites or guarantee the accuracy of the information on those sites. Please contact us if you have any questions about this information or our services.
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In many of the investigations we have conducted, employees who reported workplace issues said they would have preferred to resolve the matter informally, but their concerns were either ignored or minimized. Filing an internal report is often a last resort to get an issue addressed before an employee decides to resign or take other, more adversarial, action.
Early, intentional, and active listening can help employers learn about and address an issue before it escalates into complaints, employee resignations, and/or legal action, all of which mandate an employer response. Moreover, employees who feel heard and appreciated tend to have high levels of engagement and retention.
Resolving conflict starts with understanding not only what happened but also how the underlying incident affected the employee’s workplace responsibilities and interactions. Expressing empathy for what the employee is feeling builds trust in you and in the employee relations process; as a result, employees are more likely to feel safe enough to share what is happening.
Recognizing early signs of conflict and responding quickly can be key. Signals of unresolved conflict may take the form of an offhand comment in an email or one-on-one, reduced engagement in team meetings, or incomplete tasks. When these signs occur, it’s important to inquire further by asking questions, listening, and quickly responding to any concerns that are communicated. For example, asking an employee who seems to be struggling with a task if they have everything they need to get the project completed might reveal a concern about or issue with a colleague.
Although time is often limited during the workday, there are practical tools and approaches that can support the early identification and assessment of workplace concerns. For example, many managers hold regular check-ins or one-on-one meetings with their team members. These conversations are an opportunity to ask how employees are feeling and not just what they’re working on. Skip-level meetings are another useful method, allowing leaders to connect directly with employees two levels below them to make it easier for employees to speak up and share concerns that might not otherwise be shared.
Other proactive tools include pulse surveys, stay interviews, and exit interviews, all of which can quickly gauge how employees are feeling. Individually, these tools may not catch everything, but they’re effective, accessible ways to identify concerns early and learn from them.
Although listening may sound simple (pun intended), it’s a skill that evolves with time, intention, and practice. Interactive training using realistic case studies can help managers develop their skills for listening critically and responding appropriately.
These tips can help support more present and thoughtful listening:
While listening is essential, taking action is important, too. Failing to respond or act on what was shared can damage trust, causing employees to withdraw and problems to potentially worsen. Taking action shows employees that their concerns matter, encourages open communication, and helps prevent problems from getting worse.
Although conflict can still occur, most issues handled early and thoughtfully help build trust, reduce formal complaints, strengthen relationships, and keep employees engaged and committed. Listening with care sets the tone for faster, more considerate outcomes. When listening is genuine, resolution becomes more timely, more human, and more respectful.
If your organization would like to learn more about proactive employee relations, pulse surveys, exit interviews, stay interviews, investigations, or training, our team of experienced Employee Relations professionals, HR professionals, and employment lawyers at HR Solutions At Work can help! Send us a message or schedule a free consultation to discuss your organization’s needs.
Because every situation presents unique facts, the information provided in this article is for general information and is not intended to be legal advice regarding any specific situation. This information may be considered advertising in some states. Any links to third-party sites are for your convenience. HR Solutions At Work does not endorse specific sites or guarantee the accuracy of the information on those sites. Please contact us if you have any questions about this information or our services.
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In today’s always-connected world, it’s tempting to send a quick email or direct message (e.g., using Slack or Teams) outside work hours — and just as tempting to expect a quick reply. But for employers, allowing employees to work after hours can create legal and financial issues related to non-exempt employees, as well as cultural and employee engagement issues with all employees.
State and federal wage and hour laws require employers to pay non-exempt employees (typically hourly workers) for all time worked — including time spent checking emails or responding to texts or messages — even if that work is done outside typical work hours. Even “off-the-clock” tasks that take just a few minutes can add up. If an employee answers a late-night message or takes a call on a weekend, that time is compensable — and it could push them into overtime.
It's also important for managers to think before they hit “send” after hours, because there might be an implicit message that an after-hours response is expected. Employees don’t always log the time they work outside regular business hours, but the burden is still on the employer to pay for the time. If employees do not accurately capture and compensate this time, it can lead to wage-and-hour violations, back pay liability, and potential lawsuits or Department of Labor audits.
While exempt employees (like salaried managers or professionals) are not subject to overtime rules, that doesn’t mean they should be expected to be available 24/7. Constant after-hours device use can quickly blur the line between work and personal life, leading to burnout, disengagement, decreased productivity during core working hours, lower morale, and, ultimately, high turnover.
When the norm becomes “always on,” employees struggle to truly unplug, which can hurt their mental health and long-term performance. Even for highly motivated workers, the lack of boundaries can result in diminishing returns.
Employers should take proactive steps to protect both their organizations and their employees:
Giving employees devices and remote access can be essential for flexibility, but that flexibility comes with the risk of “job creep,” where work extends outside employees’ scheduled work hours. Employers must stay compliant with wage laws by ensuring all time worked is reported and compensated. In addition, employers and supervisors should prioritize employee well-being by setting boundaries that encourage true rest and should model that work-life balance by not sending off-hours messages. In the long run, a team that can disconnect is one that stays not only legally compliant but also energized and engaged.
Need help encouraging employees to unplug after hours or ensuring your organization is staying compliant with wage laws? Our team of experienced HR professionals and lawyers can help! Send us a message or schedule a free consultation to discuss your organization’s needs.
Because every situation presents unique facts, the information provided in this article is for general information and is not intended to be legal advice regarding any specific situation. This information may be considered advertising in some states. Any links to third-party sites are for your convenience. HR Solutions At Work does not endorse specific sites or guarantee the accuracy of the information on those sites. Please contact us if you have any questions about this information or our services.
...Because every situation presents unique facts, the information on this website and its blog is provided for general information and is not intended to be legal advice regarding any specific situation. This information may be considered advertising in some states.
Any links to third-party sites are for your convenience. HR Solutions At Work does not endorse specific sites or guarantee the accuracy of the information on those sites.
Please contact us if you have any questions about this site or our services.