Compliance & Policy
Legal/Compliance Roundup - July 2024
Each month, Mployer Advisor collects and presents some of the most relevant and most pressing recent changes in law, compliance, and policy in areas related to employee benefits, health care, and human resources.
July 1, 2024

Each month, Mployer Advisor collects and presents some of the most relevant and most pressing recent changes in law, compliance, and policy in areas related to employee benefits, health care, and human resources. 

Supreme Court Decision With Major Implications For Workplace & Labor Regulation

When Federal agencies enforce the laws that Congress writes, they often have to make judgment calls in interpreting the statutory language about how to practically go about accomplishing the intentions of the law. 

For the last 40 years, those agencies have relied on Supreme Court precedent requiring courts to defer to the agencies’ judgment in interpreting how to enforce federal statutes so long as there was some ambiguity about what the statute intended that the agencies had interpreted in a reasonable manner. 

That deference was especially relied upon when modern agencies were interpreting federal laws that were written a long time ago, like the Fair Labor Standards Act, which was written in the 1930s when working conditions, and American life for that matter, were very different.

With the Supreme Court’s latest decision in the cases of Relentless v. Department of Commerce and Loper Bright Enterprises v. Raimondo, however, that deference previously afforded to federal regulators in interpreting ambiguous federal laws and filling in the gaps will now be shifted to the federal courts.

While the ruling will not overturn all previous decisions that have been based on the deference previously afforded executive agencies, of which there are thousands, those previous challenges are now ripe to be litigated, only now the government will have to justify their interpretation of the statute and their resulting authority to take a given action with persuasive reasoning, which will likely prove to be a much harder standard for federal regulators to meet.

It may take some time before major effects from this decision start being felt, but the regulatory landscape will likely look very different in the next 5 years than it has for the past 30 and at the very least there is likely to be significant confusion in the meantime. 

Overtime/Minimum Wage Exemption Threshold Increases Beginning July 1, 2024

The Department of Labor recently increased the pay thresholds for Executive, Administrative, and Professional employees (EAP) including salaried computer workers, and Highly Compensated Employees (HCEs) to remain exempt from federal minimum wage and overtime laws.

Beginning today, July 1, 2024 the EAP exemption threshold will increase from $35,568 to $43,888. That threshold number is also set to rise again the following year on January 1, 2025, when the EAP exemption minimum annual salary rises to $58,656, after which automatic increases will begin July 1, 2027 and every three years after that. 

The increase in the minimum HEC exemption threshold follows a similar path, with the first increase up to $132,964 beginning today, before increasing again to $151,164 on January 1, 2025 and every three years after beginning on July 1, 2027. 

The overtime and minimum wage exemption threshold for computer workers that are paid hourly remains at $27.63 per hour, while the threshold for computer workers paid on salaried basis is linked with the EAP minimum. 

Barring any unforeseen changes or court-initiated interventions, the first exemption-threshold increases are set to take effect in one  month. 

In preparation, employers and human resources professionals may want to identify all the employees who may be affected and assess whether to increase their pay in accordance with the rate increases or whether it is better to begin paying them overtime (and minimum wage if applicable) instead. 

You can find more about these exemption threshold increases here

HSA & HDHP Inflation Adjustments Announced

The IRS announced the 2025 adjustments to health savings account and high deductible health plans:

The self-coverage limit increased by $150 to $43,00 while the family coverage limit increased by $250 to $8,550.

  • There was a $50 dollar increase on the minimum annual HDHP deductible, bringing it up to $1,650, while the family coverage deductible rose by $100 up to $3,300. 
  • The maximum yearly out-of-pocket expenses for single coverage HDHPs, including premiums, deductibles, and other related expenses) rose by $250, up to $8,300, while the family coverage equivalent increased by $500, up to $16,600

You can read more about the adjustments here

Pregnant Workers Fairness Act NOW IN EFFECT

The final regulations in support of the Pregnant Workers Fairness Act (PWFA) went into effect on June 18, 2024.

Some of the accommodations that the final rule presumes to be reasonable absent an especially significant justification for denying the accommodation, including allowing pregnant employes to: 

  • Take breaks to eat and drink;
  • Keep water nearby;
  • Use the restroom as needed; and
  • Sit or stand as needed

The rule also places a number of limitations for when employers can require supporting documentation in order for employees to request or receive accommodations under the rule, allowing employers to request such documentation only when it is reasonable under the circumstances.

The final rule also requires accommodations for medical appointments, and defines certain terms broadly enough to require accommodations for medical care involving fertility, contraception, and situations when pregnancies abruptly end whether willfully or not. 

You can find the final rule here.

2023 EEO-1 Component 1 Submissions NOW PAST DUE

Final deadline for EEO-1 Component 1 submissions was June 4, 2024 - so those are past due if not yet submitted

This filing must be submitted by every company that has 100 or more employees across all locations and/or is affiliated with a company that has 100 or more employees through common ownership or centralized management. 

Further, this filing must also be submitted by any company with 50 employees or more that has a contract with the federal government worth at least $50,000 or has an establishment that holds a federal contract worth at least $50,000. 

Companies or establishments thereof that are federal contractors and serve as depositories of federal funds no matter how much or how little, as well as financial entities that are issuing and paying agents for US Savings Bonds and Savings notes must also submit this form.

 

Check the Equal Opportunity Employment Commission (EEOC) website for more information.

Workforce Management
CEOs Now Saying Full-tIme In-Office Schedules Are History
More heads of US companies are now joining investors and workers in relegating to the past the traditional full-time in office work schedule that has defined corporate operations for nearly 100 years.
January 18, 2024

This recent piece from Axios makes the case that company leadership have now joined investors and workers in relegating to the past the traditional full-time in office work schedule that has defined corporate operations for nearly 100 years.

According to the article, fewer than 4% of the 158 CEOs of US companies that were surveyed indicated that bringing more workers back to onsite work was on their agenda in 2024.

Continuing with the hybrid-work schedules they already have in place, however, is the plan for more than 1 out of 4 of those CEO respondents (27%) while an even greater proportion of US CFO respondents (65%) indicated that it is their understanding that hybrid work arrangements would remain available at their companies in the year ahead.

Recent estimates from Goldman Sachs indicate that between 1 in 4 and 1 in 5 employees (20% - 25%) in the US currently work at least part of the week every week at home instead of a worksite of one form or another,

Although the proportion of employees working from home has certainly decreased from its high water mark during the peak of the pandemic, at which point about 47% of the US workforce was spending at least some of their time on the clock working off-site, only about 3% of US workers had this kind of work arrangement prior to the onset of the pandemic, which is a good benchmark to look when evaluating just how dramatic this change has been over a relatively short time period.

Further, those numbers seem to indicate that about half of the jobs that went hybrid during the pandemic have stayed that way, and many thought leaders in the field believe that those changes aren't likely to revert any time soon.

For example, one confounder of a think tank that focuses on the future of work believes that the the flashy headlines highlighting big business leaders pushing for a return to in-person work are really just outliers that are outnumbered by the majority of company leaders who have realized the fight to bring workers back on-site does more harm than good.

Even companies run by outspoken proponents of full-time on-site work like Jamie Dimon continue to offer hybrid policies - 3 days in-office per week for most office workers excluding senior bankers in the case of JPMorgan Chase.

The battle may be over, as one member of the Conference Board’s leadership team put it, but what remains to be seen is whether some of the CEOs who pushed back hardest in the past will pick the fight back up again in the event that the labor market continues softening and leverage shifts back to employers to such a degree as to cross some undefined tipping point.

In the meantime, if the war continues in any form, it’s a cold war because hybrid and remote work arrangements have proven sturdier than most leaders were expecting, and the more ingrained and widespread that flexible work arrangements become, the bigger the fight will be the next time someone tries to put those opportunities back on the chopping block.

You can read more about this topic here.

Employee Benefits
What Is The Key To Better Wellness Programs?
Wellness and well-being have become areas of increasing focus and attention in recent years, but not all means of fostering and harnessing wellness in the workplace have been equally effective.
January 17, 2024

Wellness and general well-being have become areas of increasing focus and attention in recent years, both inside and outside the workplace for both employees and employers alike.

After all, employees that are in a better place mentally and physically tend to be more productive and achieve better outcomes on the job.

Further, given the growing interest in wellness among the workforce, employers have had an added incentive to introduce and promote well-being-related benefits and perks just in terms of attraction and retention alone even absent the productivity gains. 

The concepts of well-being and wellness, however, are fairly broad, abstract ideas, for which there is no universal agreement with any specificity about what it means to achieve well-being or how best to do so.

As a result, the variety of potential solutions for achieving well-being has been fairly broad in their own right, which has led to a great deal of employer experimentation with mixing and matching programs, practices, and policies aimed at promoting well-being.

While not all of those means have been equally effective at fostering and harnessing wellness in the workplace, of course, there does appear to be a growing acknowledgement among professionals in the field that a buffet of disconnected offerings is pretty unlikely to achieve the intended outcomes.

As for how the desired results from well-being related efforts might be better achieved, this recent article from Fortune contains some insight on the matter that may be worth considering.

How To Achieve Better Results From Wellness & Well-Being Programs

  • Offer/Promote Volunteer Opportunities: One recent study involving nearly 50 thousand workers found that of all the well-being-centric benefits they analyzed - including resilience training, apps that monitor sleep, and virtual wellness coaching - the only offering that actually correlated positively with improved workplace well-being was volunteering. 
  • Integrate Well-Being Into Company Culture: It’s not enough to provide a smorgasbord of wellness options and leave it up to the employees to take the next steps. Leadership within the company must be developed and encouraged to prioritize the well-being of their people in order to make it possible for either the employees or the company as a whole to realize the potential of their wellness efforts. 
  • Remove Stressors: Many wellness interventions seem to treat the symptoms without addressing the underlying disease. Removing sources of stress from an employee’s on-the-job experience can be more beneficial than offering solutions that help better manage the resulting stress. Some of the most effective means for increasing wellness company wide can range from increasing schedule flexibility and minimizing work requirements during non-business hours to implementing a 4-day workweek and offering additional mental health PTO.

While the experiment with how best to promote wellness in the workplace will likely continue for some time into the future, it does seem to be becoming more clear that there will be no simple one-size-fits-all solution for every organization.

That said, focusing on the needs and concerns most relevant to your employees and the talent pool you want to attract is emerging as a pretty good place to start.

DEI
How DEI Initiatives Are Adapting To Pushback
The uncertainty surrounding the legal foundations and limitations set on diversity, equity, and inclusion efforts has had a chilling effect in recent years, but 2024 may be primed for DEI advocates to retake some of the ground that had been lost while gaining new footing on some less contentious territory.
January 12, 2024

Benefits PRO recently released a piece that highlights an interesting perspective on the likely influence and prevalence of Diversity, Equity, and Inclusion initiatives in the year ahead.

The article notes that there has been a significant reduction in the scope and number of DEI programs across US companies over the past 2 years - in part in response to the additional calls for oversight and negative attention coming from some policymakers and legislators, as we have covered in previous blog entries.

Even beyond the direct action that has been taken in opposition to some DEI initiatives, the resulting uncertainty surrounding the legal foundation and limitations set on diversity-encouraging efforts has had a chilling effect that has likely discouraged additional DEI exploration and investment more than just staying in line with the letter of the law.

The author’s premise, however, is that these dynamics have resulted in a gap in the market, which creates an opportunity for forward-looking companies to bolster their DEI efforts and potentially not only reap all the benefits that diverse thinking, experience, and representation can bring to cooperative problem-solving, but reimagined and reinvigorated DEI programs can better position your organization to attract and retain a more diverse and currently underserved talent pool.

How Will DEI Programs Evolve In 2024?

Three of the top ways that DEI initiatives are expected to adapt and change over the coming year are through an increased focus on inclusion and equity, better integration into the overall business in a way that can be apparent from both internal and external perspectives, and increased adoption of AI to open up enable more opportunities for people with disabilities.

  • Focusing on Inclusion and Equity: Given that some of the more contentious backlash against some DEI efforts was largely specific to the diversity component, additional emphasis and building out the more inclusion and equity oriented aspects of these programs makes a lot of sense. Some companies are taking a look at their existing policies and looking for ways to expand them to cover additional, complementary services or employee groups who may not have been considered when the policy was originally envisioned and enacted - for example, broadening fertility benefits to include adoption support and/or to apply to same-sex couples. 
  • Ingraining DEI Companywide: To optimize the return on investment that can be gained through well-executed DEI programs including the talent-pool-broadening effect, these DEI efforts must be built into the company culture and operations so that people both inside and outside the company can see that these efforts are a priority, which is a necessary first element in order to maximize their impact. 
  • AI Further Enabling People With Disabilities: Artificial intelligence seems well positioned to impact just about every aspect of life and business in the relatively near future, but one less discussed opportunity that AI will afford is to both increase inclusion and broaden the talent pool by making a much wider range of tasks and roles accessible to disabled people.

You can read more about DEI initiatives and which ones your company should be prioritizing here

Market Insights
Tech Roundup - January 2024
Each month, Mployer collects and presents some of the most relevant and interesting technology-related information, insight, and examples we've encountered in the areas of insurance, workforce management, and employee benefits.
January 10, 2024

Each month, Mployer collects and presents some of the most relevant and interesting technology-related information, insight, and examples we've encountered in the areas of insurance, workforce management, and employee benefits.

Insurance Telemetric Growing Pains

We have noted in the past some of the many reasons telemetrics are becoming more prevalent in the insurance industry, but two recent lawsuits highlight a couple of the more problematic issues being raised by the use of these technologies, which provide insurance companies with the ability to monitor and analyze the performance data of individual policyholders in order to better quantify risk and even prevent some of the potential negative outcomes being insured against.

3 Potential Problems With Telemetrics In The Insurance Industry

  • Better Data Won’t Work In Every Customer’s Favor: While theoretically, most policyholders who incorporate telemetric-device-monitoring into their business operations should see a benefit from risk prevention alone and lower premiums as a result, there are some high-risk policyholders whose risk profiles and claims history data may ultimately lead to a higher rate than anticipated.
  • Negative Telemetric Data May Be Questioned: Among those policyholders whose telemetric performance is assessed as high-risk and leads to higher premiums as a result, some may question the accuracy or integrity of the data produced by the relevant telemetric devices. 
  • Conflicts of Interest Should Be Avoided: While conflicts of interest between telemetric device creators and the insurance companies incorporating the output of those devices into risk and claims assessment processes should be minimized as a preemptive defense against policyholders who question the accuracy of those data and assessments, that defense alone is insufficient to avoid litigation.

Both of the aforementioned lawsuits at issue involve Tesla drivers who saw their insurance premiums go up in response to data gathered from devices in their cars that assess driving performance including turning behaviors, braking behaviors, and initiated collision warnings. 

Going forward in the near term, insurers and policyholders alike would both be wise to consider the implications that potential alignment of interests between telemetric device makers and insurers may have on the propensity of policyholders to take legal action. 

All parties involved would also be wise to be thoroughly aware of the sensitivity of these devices as well as how various data ranges will affect premium expenses with as much specificity as possible.

Insurance AI Goes To Court

United Health is facing a potential class action lawsuit alleging that they are utilizing an artificial intelligence program that denies claims on faulty grounds, which has resulted in multiple deaths, including those of the plaintiffs whose estates are leading this suit.

The core of this case involves nH Predict, which is an AI platform that UnitedHealth has been developing through a subsidiary and using since the fall of 2019.

The primary complaint alleged by the plaintiffs is that United Health overly relies on nH Predict system output that significantly underestimate the amount of post-acute care or recovery-related therapy that patients will need following a traumatic illness and/or injury.

Plaintiffs argue that the system doesn’t take into account various factors that should be included among decision-making criteria, such as patient comorbidities and external factors like whether or not a patient caught a virus or infection while receiving care at a medical facility. 

According to independent research, when complaint denials have been challenged - whether through internal appeals or via administrative courts - around 90% have been reversed, which plaintiffs believe shows that the system doesn’t work and that UnitedHealth is therefore knowingly benefiting from the improper denial of claims that should be covered.

Although the defense has yet to make their case, the path on which this case proceeds and finds ultimate resolution could potentially have serious implications for how AI will be used in the insurance space going forward.

Workforce Management
The Most Pressing HR Issues of 2024
One recent study took an in-depth look at some of the biggest issues in workforce management and provided some recommendations about how best to meet those challenges.
January 9, 2024

Non-profit research organization The Integrated Benefit Institute recently conducted an in-depth study in order to better understand some of today’s most pressing issues in workforce management.

The research involved more than 300 human resources professionals and collected survey data in addition to less quantitative information and insights, largely focusing on the following topics:

  • Prioritization of Benefits
  • Data & Key Performance Indicators
  • Pandemic Takeaways
  • Strategic Investment Targets
  • Conflict Between Business Interests and Employee Interests
  • Challenges Implementing Effective Employee Well-Being Initiatives

Employers’  Top Organizational Goals

One of the most interesting insights that the research data revealed is that more than half (51%) of respondents claimed that improving employee job satisfaction was their organization’s top goal heading into the new year, which underscores the continuing resilience of the labor market and a power balance that remains relatively favorable to labor. 

Mitigating expenses and boosting revenue was the top priority for the vast majority of the remainder of study participants, accounting for 41% of survey responses. 

Employers’ Top Benefit Priorities

According to the survey results, participants ranked the following employee benefits as top priorities for their organizations:

  • Mental Health & Well-being
  • Financial Security
  • Physical Health & Wellness
  • Job Flexibility and Life Balance
  • Caregiving Support

There were of course generational discrepancies in benefit prioritization, for example employees age 46 and older were most interested in preventative health screenings and retirement related financial concerns, whereas employees under 30 placed the highest priority on work-life balance and fitness/wellness initiatives. 

Organizational Data Habits

The study also revealed that while the adoption of better data collection and management practices is becoming fairly widespread across industry in general, there are still significant opportunities to improve internal processes and gain competitive advantages through better/broader data capture and analysis.

Perhaps unsurprisingly given the employee-job-satisfaction focus that many organizational leaders are emphasizing in the new year, the highest rate of adoption among data categories in the survey responses was the collection of employee job satisfaction data, which nearly 3 out of 4 (72%) survey respondents reported collecting.

Only a little more than half of responding organizations gather data on employee retention or productivity (57% and 52%, respectively), which may reflect the continuing prevalence of outdated presumptions about diminishing returns in the quality of these kinds of measures that have not kept up with recent advancements in data analytics.

Interestingly, when it comes to health care, 64% of survey participants conduct a formal review of their health programs every year, but only 44% of respondents gather the necessary health data from their employee population to optimize the effectiveness and utilization of those health programs. 

Strategic Benefit Design Recommendations For Employers 

Based on their analysis, the authors make the following recommendations as to how employers can best adapt to the changing market conditions outlined above:

  • Evaluate current policies in light of the company mission and the evolving tactics being employed by the company in the furtherance of that mission;
  • Consider creating work arrangements and work flexibility policies that take into account the needs of each role/team on a smaller, more granular scale as opposed to a one-size-fits-all approach;
  • Develop employees internally to fill skill gaps and build a stable talent pool; 
  • Prioritize quality benefit outcomes over employee benefit engagement rates; and
  • Provide additional, specialized training for managers and company leaders;

You can read more about this study and the resulting analysis here.

Economy
The Employment Situation for January 2024
The latest economic release from the Bureau of Labor Statistics reports that the U.S. added 267 thousand new jobs last month, while the unemployment held steady at 3.7%.
January 8, 2024

Editor's Note: This report is based on survey data from December 2023 that was published in January 2024. This is the most recent data available. (Source: Bureau of Labor Statistics)

US companies turned in another expectation-exceeding performance last month, adding 267 thousand new jobs and topping the adjusted 173 thousand new jobs from the month before by a significant margin.

At the same time, the unemployment rate held steady at 3.7% for the second month in a row after coming down by two-tenths of a point in November, marking the twenty-third consecutive month with unemployment below 4%. 

The final month of 2023 from which this data was gathered mostly reflected stability - both on a monthly and an annual scale. 

For example, the number of long term unemployed people in the US is currently about 1.25 million, which isn’t substantially different than it was a month ago at 1.22 million, nor is it substantially different from the 1.11 million American adults categorized as long term unemployed in December of 2022. 

Similarly, while the labor force participation rate fell by three-tenths of a point last month from 62.8% to 62.5%, neither of these figures are meaningfully different from the 62.3% labor participation rate measured the same time one year ago. 

On the other hand, there was a little month-to-month movement in terms of the number of people who were employed part time as a result of having hours cut and/or being unable to find full-time work, which rose by about 217 thousand over the last month up to 4.21 million. 

That increase, while still fairly small as a proportion, represents a significant jump relative to the stability of the past year given that the number of people occupying this category had only risen by a bit more than half that (116 thousand) over the prior 11 months combined. 

The number of people who are not currently in the labor force but want a job saw a larger proportional increase, however, with growth of nearly 10% over the year, climbing from 5.16 million to 5.67 million people over the last 12 months. 

As for industry growth, the government sector saw the largest share of new payroll entries with the addition of 55 thousand jobs last month, followed by the healthcare and leisure and hospitality industries which both added about 40 thousand new jobs, while the social assistance industry added 21 thousand, and the construction and retail industries each added 17 thousand to their ranks.

The professional and business services industry saw a small amount of growth (+ 13 thousand) but in practical effect its job numbers month-to-month were essentially unchanged, alongside the mining, manufacturing, wholesale, oil and gas production, and financial activities industries.

Average hourly earnings rose last month by about 15 cents up to $34.27 per hour. Over the course of the year, hourly earnings are up a little over 4%.

The average workweek dropped by one-tenth of a point to 34.3 hours per week. 

Mployer's Take

The beginning of this year feels very much like the beginning of last year in many ways, and we can only hope we get similar results.

At the end of last year, there was a considerable amount of speculation that the US economy would experience some significant turbulence over the course of the year, and while the labor market has certainly softened somewhat, forecasts of anything close to recession clearly have not come to fruition.

Currently, there are still plenty of indicators that economic perils may yet await on the road ahead, and some additional labor market softening would seem to be almost certainly in store especially given that the cumulative effect of the Federal Reserve’s interest rate hiking campaign has likely not yet had its peak impact. 

That said, it would be hard to make the case that recession looks more likely to occur now at the  outset of 2024 than it did at the outset of last year.

Even though 2023 had the benefit of being kicked off by an unseasonably warm January on the heels of an unseasonably cold December which provided an economic boost that 2024 is unlikely to match, we still seem prepared to start the new year in a comparably strong economic position. 

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