Page 43 - Healthcare News May/June 2022

BEHAVIORAL HEALTH NETWORK (BHN) ....... 28
BRATTLEBORO RETREAT................................ 28
CENTER FOR EXTENDED CARE & REHAB....... 15
EAST LONGMEADOW MEMORY CARE ASSISTED LIVING ....................................... 8
FLORENCE BANK .......................................... 27
GREATER SPRINGFIELD SENIOR SERVICES (GSSS) ..................................................... 20
HCN EDITORIAL CALENDAR .......................... 41 HEALTH NEW ENGLAND .............................. 13
HEALTHCARE HEROES NOMINATIONS ........... 2 HOLYOKE COMMUNITY COLLEGE................. 19 HOLYOKE MEDICAL CENTER......................... 15 HOSPICE OF THE FISHER HOME .................. 21 MACMILLAN GROUP ...................................... 7 MENTAL HEALTH ASSOCIATION (MHA)......... 29 MERCY MEDICAL CENTER/
TRINITY HEALTH ....................... BACK COVER MEYERS BROTHERS KALICKA, P.C................... 5 MIRAVISTA ................................................... 18
NAI PLOTKIN COMMERCIAL R.E. SERVICES .. 11 RIVER VALLEY COUNSELING CENTER............ 31 WHAT’S NEXT IN HEALTHCARE NEWS ............ 5 VA CENTRAL WESTERN MA
HEALTHCARE SYSTEM .............................. 20 VALLEY HEALTH SYSTEMS ............................ 15 VISITINGANGELS ........................................30 WESTMASS ELDERCARE ............................... 17 YMCA OF GREATER SPRINGFIELD ................ 35
MAY/JUNE 2022 WWW.HEALTHCARENEWS.COM 43
Work
Continued from page 8
tion and the systems and structure around work. While more a practical component of an employer value proposition than a corporate purpose, this area of work has become increasingly scrutinized by the workforce. People want to be challenged in their work, excited by the mission of an or- ganization, and contribute to the outcomes of the organization in a way that makes sense for them.
In order to do this, an employer has to
Law
Continued from page 33
Meal break miscues: Massachusetts law requires employ- ers to provide a 30-minute meal break to employees when they work more than six hours in a day. The break does not need to be paid; however, if an employee does any work during an unpaid break, the employee needs to be compen- sated for their time. This could be as little as answering a work-related phone call or making a few copies on the copy machine during a break.
Meal break time may be used by employees for activi- ties other than eating, such as running an errand or taking a walk outside. The key here is that if the meal break is
Square One
Continued from page 28
“Here at Square One, we prefer to say we are growing tomorrow’s future leaders. No different than growing a tomato plant that we’ll harvest at the end of the summer, we’re growing tomorrow’s leaders,:” said DiStefano. “It would be a shame not to serve them in a capacity that allows their gifts to come out. That requires a commu-
meet people where they are when it comes to how that work gets done. This can look different depending on the organization type and can vary even within an organiza- tion depending on the position. Flexibility in the workplace isn’t new, but the fact that it is a requirement for many people in the workplace has caused many organizations to rethink work hours, days of work, and the location of work.
In different times companies were doing great things to provide an inviting and calm workspace with nice desks, décor that complimented the values of the organiza- tion and convenience amenities like a café, gym or dry cleaner. Now an employer is
seriously considering four-day work weeks, 35-hour schedules, remote work, hybrid work, work from anywhere, and unlimited time off, just to name a few.
The stakes are higher than ever to imple- ment programs that provide an organi- zation with the desired outcomes to be successful in a way that allows employees to live a meaningful and well-balanced life. v
Amy Roberts is executive vice presi- dent and chief human resources officer at PeoplesBank.
consider the person doing the work as an important aspect of how the work will be done. This represents a huge paradigm shift in workforce planning and it requires an organization to examine its policies and procedures of work to determine how to go about this in a consistent and sustainable way.
We all know it would be impossible for an organization to design its work structure to handle all of the elements of a person, so one approach an employer can take is to set some basic tenets of how work gets done, usually in the form of establishing goals and outcomes required of each role in the organization and then be flexible enough to
unpaid, workers must be allowed to use the time as they choose, including leaving the building/work premises. Illegal deductions from pay: When it comes to pay-
checks, the general rule is that employers cannot make any deductions, with a few exceptions. Some deductions are federal or state mandated, such as any deductions for taxes or child support. Other deductions are consented to by em- ployees, including money put toward insurance premiums and retirement benefits. Other than that, employers should not be deducting money from paychecks under almost any circumstances.
One common scenario where employers want to make a deduction is a situation involving a wage overpayment. In this case, a deduction might be ok if: (1) the employee agrees in writing to the overpayment and deduction; and (2) the deduction does not bring the employee’s earnings below minimum wage. Be sure to check in with employ-
ment counsel before making a deduction for an overpay- ment though, as it does have some potential risk. Also, be sure to never make deductions associated with damaging or failure to return company property (such as a cell phone or laptop). This is not allowed in any circumstances, and can lead to triple damages under the Massachusetts Wage Act. u
John Gannon is a partner with the Springfield-based law firm of Skoler, Abbott & Presser, specializing in employment law and regularly counseling employ- ers on compliance with state and federal laws, including the Americans with Disabilities Act, the Fair Labor Standards Act, and the Occupational Health and Safety Act; (413) 737-4753; jgannon@ skoler-abbott.com.
nity approach.”
The Cornerstone Therapy Program is
open to all students that attend Square One services. Insurance isn’t needed when en- rolling a child, and the LEGO Foundation has helped Square One in many ways.
When talking with BusinessWest, DiSte- fano explained a traditional reimbursement system, like a regular state funded class- room, is per-person, typically insurance will charge per billable hour. As a nonprofit, tax money isn’t used toward the Square One nonprofit. Students that do not have health
insurance must pay out of pocket or get de- nied therapeutic services. But with the help of The LEGO Foundation, Square One is able to provide young people the mental health care they need.
The LEGO Foundation is a broad funder and supporter of Square One and its Cornerstone Therapy Program. In 2018, it remodeled and refurbished the basement of the Square One facility on King Street
in Springfield to give the students a new playroom.
“When the COVID crisis first hit, one of
the first people that called was our contact at LEGO and they said ‘what do you need? What can we do? Is there anything that would be helpful because we know your children are going to be impacted perhaps more so than other children?’” said Allard. “It’s an amazing partnership. But again, they’re part of us. It’s bigger than funding. They want to be here — they just came and visited us in April. They’re doing a volun- teer project with us.” v
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