Amid the stress, difficulties and uncertainty of a pandemic, it’s vital to be particularly vigilant about the way you work together along with your staff. In any other case, you make your online business weak to COVID-related Equal Employment Alternative Fee (EEOC) complaints.

What’s behind the uptick in COVID-related EEOC complaints

COVID-19 is a widespread virus that’s having an incredible influence on tens of millions of people and workplaces concurrently – throughout the U.S. and the world.

Employers not solely need to adjust to standard employment legal guidelines, however they have to additionally adhere to steadily up to date and generally contradictory tips about protected work practices from:

  • State and native well being departments
  • Mayors
  • Governors
  • The White Home
  • The Facilities for Illness Management (CDC)
  • The World Well being Group (WHO)

In response to the nationwide financial misery, employers have been compelled to make tough selections about points like:

  • The place staff work
  • Adapting work schedules
  • The way to keep enterprise operations
  • Adjusting job roles

Among the hardest selections have concerned adjustments to worker compensation and whether or not to furlough or lay off staff members.

To complicate issues, COVID-19 has confirmed to be a fluid and ever-evolving state of affairs. Usually, employers’ selections have needed to be made shortly. You would possibly say that they’re “constructing the parachute on the way in which down.”

A nerve-racking surroundings actually isn’t conducive to creating well-thought-out, clear-headed selections with wide-ranging, long-term influence.

Normally, difficult instances deliver out each the most effective and the worst in individuals.

COVID-19 has created the right storm. As employers navigate these tough and uncharted waters, the potential is nice to make errors and allow publicity to liabilities.

Widespread COVID-related EEOC complaints – and what employers ought to do to forestall them

1. Retaliation

In accordance with current EEOC knowledge, the highest grievance from staff by far is retaliation. In 2019, the EEOC obtained 39,110 complaints of retaliation – accounting for 53.8 % of all prices filed with the EEOC that 12 months. That is on development with the information from earlier years.

Retaliation is when an employer takes adversarial motion in opposition to an worker as punishment for:

  • Submitting a discrimination grievance with the EEOC
  • Confronting their employer straight about conduct that they understand to be discriminatory
  • Requesting lodging beneath sure employment legal guidelines associated to a protected class, corresponding to incapacity

It’s the final situation that has develop into prevalent within the pandemic period.

On account of the COVID-19 pandemic, rising numbers of staff have filed complaints that they had been laid off or had pay decreased as retaliation for taking emergency sick go away or expanded go away beneath the Household Medical Depart Act (FMLA), each of that are mandated within the Households First Coronavirus Response Act (FFCRA).

This FFCRA was handed by the U.S. Congress in March 2020 to guard people who’re:

  • Personally contaminated with COVID-19
  • Caring for a member of the family contaminated with COVID-19
  • Caring for a kid whose faculty or place of daycare is closed

Till the legislation sunsets on the finish of 2020, staff who take most of these go away should proceed to be paid at two-thirds the common fee of pay for a set time period, with general fee caps in place.

(Refusing to permit staff to take emergency sick go away or expanded FMLA go away isn’t solely a violation of the FFCRA. It’s additionally a violation of the People with Disabilities Act. Extra on that under.)

COVID-19 has wrought a lot financial devastation. Nevertheless, what you as an employer view as a response to monetary hardship isn’t at all times so clear to staff. They could view their decrease pay fee or departure from the corporate as an ill-timed motion coinciding with an prolonged sick go away.

The answer: Be capable of reveal that your actions weren’t retaliatory however had been a enterprise necessity.

  • Work carefully along with your human sources (HR) staff or skilled employer group (PEO) to find out essentially the most important roles to maintain your organization afloat throughout COVID-19.
  • Decide which staff could be most adversely impacted by layoffs or pay reductions.
  • Attempt to protect these jobs and pay ranges when potential. However, finally, you should do what’s greatest for the enterprise.

Rigorously doc these conferences with HR or your PEO. Your objective is to have the ability to present that these actions had been determined in a authorized, non-discriminatory approach. It also needs to be obvious that these actions affected a number of staff, not any single particular person who could have taken sick go away.

Implement a sick-leave coverage centered on COVID-19 that:

  • Encourages staff to remain residence in the event that they expertise sure signs
  • Dictates the period of time they need to be out of the workplace in self-isolation
  • Specifies whether or not a unfavorable COVID take a look at is required to return to work as soon as signs have subsided

This demonstrates to staff on the outset that you just’re taking the virus significantly and are doing what you may to manage the unfold. The implication is that nobody will probably be punished for following the coverage and taking sick go away.

2. Violations of the People with Disabilities Act

The People with Disabilities Act (ADA) protects staff in opposition to office discrimination on the premise of a bodily or psychological incapacity.

A serious a part of the ADA is the requirement that employers have interaction within the interactive course of (a dialog) with any worker who wants a office lodging to have the ability to carry out the important components of their job due to a qualifying incapacity.

The objective is to reach at a mutually agreed upon lodging that doesn’t considerably disrupt operations or place an undue hardship on the enterprise.

COVID-19, with its in depth restoration interval and various long-term negative effects for some, qualifies as a incapacity. As soon as an worker not checks constructive for the virus, ongoing negative effects impacting the flexibility to work might embrace:

  • Fatigue
  • Shortness of breath
  • Recurring complications or dizziness
  • Blood clots, which might result in stroke
  • Different respiratory, cardiac and kidney points with various levels of severity

Having underlying medical points or a situation that compromises one’s immune system additionally qualifies as a incapacity. It is because staff with these pre-existing well being situations have a higher danger of experiencing a unfavorable final result in the event that they contract the virus. Many staff are fearful to return to work due to potential publicity to the virus.

Some examples of COVID-related non-compliance with the ADA are employers refusing to permit:

  • Essential day without work for sickness and restoration, or to handle kids, spouses and oldsters
  • Versatile work schedules
  • Work-from-home preparations

The tip result’s that staff declare to the EEOC that they’ve been compelled to decide on between their livelihoods and their private well being.

The answer: Comply with the FFCRA mandating emergency sick go away and expanded FMLA go away (if relevant). Work with staff to search out affordable lodging.

For disabilities:

  • Have interaction in conversations with staff, and ask how one can assist them.
  • Attempt to be artistic along with your options.
  • Show your caring and adaptability in these unprecedented instances.

Rigorously take into account whether or not you may fairly accommodate distant work or versatile work schedules, given your sort of enterprise and operations, together with different situational elements.

If working from residence is possible, permit it. Overview job descriptions to see which duties will be completed remotely versus which duties will be shifted to or shared amongst colleagues.

After all, not all jobs will be carried out remotely. However maybe there are different, much less apparent methods in which you’ll be able to accommodate an worker. Because of this back-and-forth dialogue is so vital.

Doc all ADA-related conversations with staff in personnel information. Embrace an in depth clarification supporting your selections.

For extra details about COVID-19-related points with the ADA, together with the medical documentation required for sure leaves, please evaluate EEOC tips.

Word: You’ll be able to ask whether or not an worker has examined constructive or unfavorable for the virus when approving leaves, however the medical documentation that an worker is required to supply for his or her personnel file varies by state and locality.

3. Age discrimination

Older individuals – these aged 65 and up – are among the many most weak to extreme sickness related to COVID-19. As a result of most employers care about their staff and need to preserve them protected, it’s OK so that you can inform older staff to not come work, proper?


In accordance with the EEOC, you may’t legally goal any group of staff who match right into a protected class – and age is amongst these.

If yours is a enterprise that may’t accommodate distant work, you’re primarily telling older staff that they’re being excluded from work and disadvantaged of their potential to earn a dwelling solely primarily based on their age – even when they haven’t any signs of COVID-19 or have examined unfavorable for the virus. That is an instance of age discrimination, a violation of the Age Discrimination in Employment Act (ADEA).

You might have good intentions, however on this situation you’d run afoul of the legislation and probably create monetary misery in your older staff.

And the fact is, youthful individuals have gotten very sick from COVID-19 – albeit in decrease numbers. It’s unimaginable to know for positive who’s going to develop into critically in poor health primarily based on sure traits.

The answer: Deal with all staff equally and pretty.

Preserve all of your staff up to date on the newest details about populations most vulnerable to COVID-19, in addition to tips for staying protected within the office corresponding to carrying masks and bodily distancing.

You’ll be able to warn individuals of their dangers and share helpful info, however you may’t make the choice to exclude from work solely a sure group of individuals primarily based solely on traits that occur to be a protected class.

If working from residence is possible and doesn’t disrupt your online business, permit it. However it’s best to present this feature for all staff, not simply sure teams of staff.

4. Discrimination or harassment primarily based on nationwide origin

We mentioned it earlier than: Difficult instances deliver out the most effective and the worst in individuals. When present occasions corresponding to COVID-19 create tensions amongst staff, the worst in individuals will be introduced out.

  • COVID-19 originated in Wuhan, China.
  • Rising complaints about discrimination in opposition to Asian staff have been reported.
  • It solely takes one under-the-breath remark to set off an EEOC grievance about discrimination or harassment primarily based on nationwide origin – a protected class.

Keep in mind, EEOC complaints don’t at all times concern conduct from managers – in addition they embody conduct amongst friends within the office.

The answer: Make it clear from the outset that this conduct gained’t be tolerated in your office, and again up your phrases with motion.

You must have already got an equal employment alternative (EEO), or nondiscrimination, coverage in place that outlines unacceptable behaviors. You also needs to have a self-discipline coverage for many who violate the foundations.

Proactively ship out an e mail to all staff reminding them of the EEO coverage, and ask everybody to stay respectful of their colleagues.

As quickly as you hear of an incident wherein disparaging remarks had been made:

  • Instantly deal with it with these staff.
  • Let the worker who submitted the grievance know that you just’re investing the matter and taking acceptable motion.

Make sure that your managers on skilled on the best way to acknowledge discriminatory conduct and deal with complaints.

The way to deal with COVID-related EEOC complaints

So, what do you do if a grievance has been filed with the EEOC in opposition to your organization? The steps that you’d take to deal with EEOC complaints in our COVID-19 world are the identical that you’d take beneath regular circumstances.

One of many principal issues to recollect is that you just and your managers shouldn’t behave in any approach that could possibly be construed as retaliatory in opposition to any worker alleging discrimination. Retaliation is broadly outlined – it could possibly be refined or blatant, encompassing a spread of behaviors.

As quickly as you develop into conscious of an EEOC grievance, get your human sources (HR) staff or skilled employer group (PEO) concerned instantly earlier than you unknowingly take any adversarial motion that would additional complicate issues.

Summing all of it up

For all of the disruptions, stress and confusion that this virus has stirred up for employers and staff alike, the surroundings is ripe for making errors. Keep consciousness of the highest 4 COVID-related EEOC complaints:

  1. Retaliation
  2. Violations of the ADA
  3. Age discrimination
  4. Discrimination or harassment primarily based on nationwide origin

It’s crucial that you just perceive the causes of those complaints so you understand how to forestall them within the first place. Ought to an EEOC grievance be submitted in opposition to your organization, contain your HR staff or your PEO instantly and comply with greatest practices in dealing with EEOC complaints.

To study extra about avoiding expensive, time-consuming authorized missteps in your office, obtain our free e-book: HR compliance: Are you placing your online business in danger?