Newly Passed Bill May Overhaul Employers’ Personnel Recordkeeping Obligations
Written By: James R. O’Connor, Colleen R. McMullen
As of May 19, 2026, both houses of the New York State Legislature passed Senate Bill S3460. If signed into law by Governor Kathy Hochul, the bill will amend the New York Labor Law to require employers to provide employees with access to personnel records upon request and to notify employees when negative information is placed in their personnel files, among other obligations.
Existing Employer Obligations Concerning Personnel Records
Under current New York State law, an employee’s personnel file is generally considered the property of the employer, and employers are not presently required to provide employees with access to those records. However, if S3460 is signed into law, this will change, as discussed below.
Key Changes if S3460 Is Enacted
If Governor Hochul signs S3460 into law, employers will have 60 days following enactment to implement compliant policies and procedures.
A. Mandatory Employee Access to Personnel Records
If signed, the bill would amend the New York Labor Law by adding a new Section 210-b to require employers to provide a requesting employee with access to the employee’s personnel record within five business days of the employee’s written request, at no cost to the employee.
A “personnel record” is defined by S3460 as “a record kept by an employer that identifies an employee, to the extent that the record is used or has been used, or may affect or be used relative to that employee’s qualifications for employment.” The bill specifically notes that this includes, but is not limited to:
- The name, address, date of birth, job title and description.
- Rate of pay and any other compensation paid to the employee.
- Starting date of employment.
- The job application of the employee; resumes or other forms of employment inquiry submitted to the employer in response to the employer’s advertisement by the employee.
- All employee performance evaluations, including but not limited to, employee evaluation documents.
- Written warnings of substandard performance.
- Lists of probationary periods.
- Waivers signed by the employee.
- Copies of dated termination notices.
- Any other documents relating to disciplinary action regarding the employee.
Employers would be required to provide copies of a requesting employee’s personnel record on up to two occasions per year, except where the request arises from notice that negative information has been added to the record, as discussed below. Such reviews do not count towards an employee’s annual two-request limit.
B. Employees Must Receive Notice of Negative Information Placed in a Personnel Record and Must Also Be Permitted to Rebut Such Information in Writing
One of the most significant changes proposed by the bill is the new requirement that employers notify employees when information has been placed in a personnel record that “has been used or may be used, to negatively affect the employee’s qualifications for employment, promotion, transfer, additional compensation or the possibility that the employee will be subject to disciplinary action.”
If an employer adds such information to an employee’s personnel record, the employer will be required to notify that employee within 10 days of the information’s addition—assuming that Governor Hochul signs the bill into law. At this point, it is presumed that the notification must occur within 10 calendar days as opposed to business days. It is unclear what form that notice must take, if any.
If, after receiving such notice, an employee requests in writing to review the negative personnel record, the employer is obligated to provide a copy to the employee within five business days. This request would be excluded from the bill’s two-request annual cap.
Most significantly, employees must also be afforded the opportunity to submit a written statement explaining the employee’s position—an apparent means to counter or rebut the negative information. Under this proposed law, the employer must also include the employee’s written rebuttal in the personnel record. Moreover, employers must include the employee’s statement whenever such negative information is transmitted to a third party.
C. Potential Penalties and Remedies
The Attorney General could bring an action, at their discretion, against violators of the bill and subject them to a fine between $500 and $2,500. Individual employees who face illegal discrimination or retaliation for exercising their rights under the amended statute may also bring a claim. If an employer places information in a personnel file that the employer “knew or should have known to be false,” the employee can seek to have the information expunged through a judicial action for injunctive relief (i.e., a lawsuit), “other personnel procedures,” or an applicable collective bargaining agreement.
What Employers Should Consider
If Governor Hochul signs this bill into law, employers will have a short 60-day window to bring their policies and procedures into compliance. Thus, employers should begin considering how they will be affected by this legislation right away. The proposed notice requirements, paired with the increased employee visibility into their personnel records, will require significant changes to how New York employers document performance, discipline and other employment-related matters. The opportunity for employees to rebut each and every piece of “negative information” added to their file presents obvious and significant challenges. Employers should consider additional HR training on these potential new requirements and should be prepared to revise handbooks and implement standardized procedures to ensure timely notice when negative information is added to a personnel file.
Additional Assistance
For further assistance, please contact any of the attorneys on our Labor and Employment Practice Team or the Phillips Lytle attorney with whom you have a relationship.
EEOC’s New National Enforcement Plan signals a shift in enforcement priorities.
Written By: James R. O’Connor, Beatrice Nisoli
On June 4, 2026, the U.S. Equal Employment Opportunity Commission (EEOC) released the National Enforcement Plan (NEP), outlining the agency’s substantive priorities for anti-discrimination enforcement, investigation and litigation. The new six-page plan rescinds the agency’s previous Strategic Enforcement Plan, which was approved during the Biden administration in 2023. The NEP is now in effect and will remain in place through 2029.
What’s Staying the Same?
The NEP reaffirms the EEOC’s existing three-pronged framework for addressing workplace discrimination, consisting of the following measures:
- Prevention through education and outreach.
- Voluntary resolution of disputes, including alternative dispute resolution, pre-determination settlements and conciliation agreements.
- Enforcement through litigation.
What’s Changing?
Overall, the NEP reflects the EEOC’s intent to focus on facially discriminatory policies and programs, as well as repeated and overt forms of intentional discrimination. The EEOC identified several key enforcement priorities, including addressing race- and sex-based discrimination tied to diversity, equity and inclusion (DEI) initiatives, protecting workers from anti-American national origin discrimination, preserving access to single-sex workplace spaces, and promoting religious accommodations in the workplace.
The following three initiatives are intended to advance those priorities:
Departure from Disparate Impact Liability
The NEP evidences the EEOC’s intent to move away from using “disparate impact” claims. These are cases where a policy seems neutral on its face but may still be challenged if it affects certain protected groups more than others. The EEOC also stated it will stop pursuing current lawsuits that rely on these types of claims. Instead, the agency will prioritize “disparate treatment” cases, which involve intentional discrimination.
The EEOC identified the following examples of facially discriminatory policies, practices and programs:
- Job advertisements that encourage prospective employees with certain protected characteristics to apply, or otherwise welcoming “visa holders” or “diverse candidates.”
- Fellowships that exclude individuals from employment based on a protected characteristic.
- Initiatives that assign or group employees into particular job duties based on protected characteristics.
- Company-wide denials of accommodations.
- Systemic harassment.
DEI Programs as Discriminatory Initiatives
The NEP classifies DEI programs as an example of cases involving discrimination perpetuated by broad-based employment policies and practices. The EEOC provided the following examples:
- Practices that encourage race or sex-based decision-making in hiring, promotions, compensation or bonuses.
- Policies that require diverse hiring panels.
- Policies that require candidates to submit diversity statements as part of a hiring or admissions process.
- Disclosing when employees’ race or sex data is shared with managers, the public, or other non-HR personnel or legal representatives.
- Initiatives limiting access to internships and fellowships.
Cases Testing the Scope of Supreme Court Precedent
The NEP also states that the EEOC will prioritize cases and investigations that may apply, interpret or clarify recent Supreme Court decisions. The plan specifically identifies the following cases and fact patterns:
- Cases involving affirmative action or other Title VII analyses of DEI programs, including “majority-group” workplace bias claims.
- Cases involving voluntary affirmative action programs.
- Cases involving employers’ obligations to provide religious accommodations under Title VII.
- Cases involving sex-based classifications in workplace spaces, including cases related to employees’ right to “single-sex intimate spaces.”
- Cases involving the scope of liability under the Pregnant Workers Fairness Act.
The NEP also identifies other enforcement priorities, including cases involving disagreements among federal courts of appeals on anti-discrimination issues, cases protecting vulnerable workers—such as survivors of sexual assault, workers with disabilities, and adolescent workers—and “cases involving the integrity or effectiveness of the [EEOC’s] enforcement process.”
Practical Next Steps and Takeaways
The NEP signals heightened scrutiny of DEI programs and other forms of discrimination with intent, while promoting access to religious accommodations. Importantly, however, the NEP does not alter federal law. Rather, it provides a roadmap for how the EEOC is likely to approach investigations and enforcement in the coming years.
As a practical matter, employers should consider conducting a targeted review of recruiting materials, DEI-related initiatives, accommodation policies and workplace access rules in light of the EEOC’s newly articulated priorities. In addition to these efforts and continued monitoring of new developments, employers should continue to ensure compliance with applicable state and local laws.
Additional Information
For further assistance, please contact any of the attorneys on our Labor and Employment Practice Team or the Phillips Lytle attorney with whom you have a relationship.
Overtime Exemptions Under Fair Labor Standards Act Rolled Back to 2019 Standards
Written By: James R. O’Connor and Natalie Turney, May15, 2026
$684.00 Weekly Minimum for Executive, Administrative, and Professionals Exemption Now in Effect
On May 14, 2026, the U.S. Department of Labor (“DOL”) announced that it is rescinding a regulation issued during former President Joe Biden’s administration, restoring earlier and significantly lower salary thresholds for overtime exemptions under the Fair Labor Standards Act (“FLSA”). A technical amendment to the “Defining and Delimiting the Exemptions for Executive, Administrative, Professional, Outside Sales, and Computer Employees” regulation removes invalidated language and restores the 2019 standards. The amendment is effective May 15, 2026.
However, in late 2024, federal courts in Texas struck down the Biden-era rule, finding that the DOL exceeded its authority by placing too much emphasis on salary level rather than job duties. In early May 2026, the DOL dropped its appeals of these rulings, and the Fifth Circuit dismissed the cases, leaving the lower court rulings in place. In addition, the DOL has ended its defense of the Biden-era rule in related litigation.
The technical amendment cites the Texas court rulings and Fifth Circuit decision as justification for reverting the regulation to the 2019 standards. As a practical matter, the federal overtime exemption threshold is now:
- $684.00 per week minimum for the executive, administrative, and professional exemptions; and
- $107,432.00 annual salary for certain highly compensated employees.
The DOL is not accepting public comment because it is merely conforming the regulation to reflect the recent court decisions.
Employers should assess their wage-and-hour policies and, if necessary, communicate this new rule change to their employees. Employers should also continue to follow all applicable state and local laws, paying close attention to those states that provide higher thresholds, such as New York, to ensure they are in compliance with all relevant standards.
Four Factors Establish Joint Employer Control
On April 22, 2026, the U.S. Department of Labor, Wage and Hour Division, (DOL) announced a proposed rule that, if
finalized, would revise the standard for joint employer status under three federal wage and hour laws: the Fair Labor
Standards Act (FLSA); the Family and Medical Leave Act (FMLA); and the Migrant and Seasonal Agricultural Worker
Protection Act (MSPA). This structure mirrors the DOL’s plan for its independent contractor rule, as we previously
reported.
In sum, the DOL seeks to create a single nationwide standard for when two or more employers can be jointly liable for
workplace offenses under federal laws that protect wages, unpaid leave, and migrant and seasonal farm employees. This
rule, if enacted, will impact franchises, staffing agencies, gig workers, businesses that outsource their labor, and
employers in the health care and construction industries, among others.
The first Trump Administration’s DOL issued a rule that required one business to exert “actual” control over another
company’s workers to be jointly on the hook for wage, overtime and other labor violations. After a federal court largely
vacated the Trump 1.0 rule, the Biden Administration’s DOL rescinded that rule.
The current proposed rule takes a different approach from Trump 1.0, stating that a set of four factors should “weigh the
economic reality of the potential joint employer’s control, direct or indirect, over the employee.”
The four factors are whether a company:
1. Has the power to hire or fire a worker.
2. Supervises or controls a worker’s schedule or conditions of employment to a substantial degree.
3. Determines the rate and method of payment.
4. Maintains a worker’s employment records.
According to the proposal, additional factors may be relevant in assessing joint employment, but a unanimous finding on
the above four factors in either direction would establish a "substantial likelihood" regarding whether an individual or
entity is a joint employer with another business.
The rule is scheduled to be published in the Federal Register on April 23, 2026. The DOL will accept public comments until
June 22, 2026. Employers affected by this rule should consider submitting comments during this 60-day period. If the
proposed rule is finalized, employers should reassess their work-sharing agreements, wage-and-hour policies and FMLA
leave procedures through the lens of the new standard, ensuring that all joint employer issues are properly addressed.
In the meantime, employers should recognize that the proposed rule does not affect the analysis for determining joint
employer status under other laws or standards, including state law. Employers should continue to follow all applicable
state and local laws to ensure they are in compliance with all relevant standards.
Additional Assistance
For further assistance, please contact any of the attorneys on our Labor and Employment Practice Team or the Phillips
Lytle attorney with whom you have a relationship.
EEOC Rescinds Enforcement Guidance on Harassment in the Workplace
Written By: James R. O’Connor
January 27, 2026
Employers Must Continue to Follow Title VII and Protections Set Forth by State Law
On January 22, 2026, the U.S. Equal Employment Opportunity Commission (EEOC) voted to rescind its Enforcement Guidance on Harassment in the Workplace. This is one of the first acts the EEOC has taken since it achieved a quorum in October 2025.
The rescission took effect immediately. EEOC guidance is certainly an instructive resource for employers and practitioners, but it is not binding law. Thus, the rescission does not significantly change federal law, and employers must remain vigilant that they are also complying with state and local laws, which are often more favorable to workers than federal law.
THE HARASSMENT ENFORCEMENT GUIDANCE
In September 2023, the EEOC published proposed Enforcement Guidance; that document was approved and finalized in April 2024. The Guidance consolidated previous EEOC publications and expanded the harassment protections in the
workplace. It was widely viewed as a response to the impact of the #MeToo movement. It also provided guidance on LGBTQ+ discrimination in the wake of the U.S. Supreme Court’s 2020 decision in Bostock v. Clayton County, which held that Title VII of the Civil Rights Act of 1964 prohibits employment discrimination based on sexual orientation or gender identity.
Of note, the Guidance stated that sex-based harassment under Title VII includes conduct based on an individual’s sexual orientation or gender identity, including how that identity is expressed. This would include “outing” a person’s sexual
orientation or gender identity, repeated or intentional misgendering (using a pronoun inconsistent with a person’s gender identity) and “dead naming” (using a name used by a person prior to their transition), as well as denying a person access to a bathroom or other sex-segregated facility consistent with the person’s gender identity. The Guidance also stated that harassment also includes conduct directed toward a person because the person presents themselves in a manner that is different from that which would be stereotypically associated with that person’s sex.
In May 2025, a federal court concluded that the EEOC’s guidance improperly “expand[ed] the scope of ‘sex’ beyond the biological binary” and “contravene[d] Title VII by defining discriminatory ‘harassment’ to include transgender bathroom, pronoun, and dress preferences.” Among other things, the court vacated those sections of the Guidance relating to sexual orientation and gender identity. After the decision, the EEOC revised its website to indicate precisely which provisions of the guidance were voided. But the Guidance remained otherwise valid because the EEOC could not formally rescind or repeal it without a quorum.
THE RESCISSION OF ENFORCEMENT GUIDANCE ON HARASSMENT IN THE WORKPLACE
Current EEOC Chair Andrea Lucas has long signaled a desire to rescind the Guidance, which she voted against in 2024. On January 22, 2026, the EEOC rescinded the entire Guidance document, not just the items vacated by the court. Rather, the Commission repealed the Guidance in its entirety.
Employers should still proceed with caution where these issues arise in the workplace. All complaints of harassment should be taken seriously and investigated per company policy.
The Bostock decision remains valid Supreme Court precedent. Thus, Title VII protects against discrimination on the basis of sexual orientation and gender identity, although the full scope of those protections is not yet entirely clear. When it decided Bostock, the Supreme Court expressly noted that it was not “addressing bathrooms, locker rooms, or anything else of the kind” and that those were “questions for future cases.” After Bostock, courts have come to differing conclusions as to the scope of the decision.
Importantly, many state and local laws, including the New York State Human Rights Law and New York City Human RightsLaw, expressly prohibit discrimination and harassment on the basis of sexual orientation and gender identity. Employers still must comply with these laws, and employees can still bring such lawsuits under both state and federal law on these grounds.
Additional Assistance
Our Labor and Employment attorneys remain ready to provide advice and guidance on complying with these new laws or any other workplace issues. For further assistance, please contact any of the attorneys on our Labor and Employment Practice Team or the Phillips Lytle attorney with whom you have a relationship.
What Employers Need to Know About New York
State’s Trapped at Work Act
Written By: James R. O’Connor, Linda T. Prestegaard, Colleen R. McMullen
January 7, 2026
Workers Cannot Be Required to Repay Certain Advances, Stipends, or Reimbursements if Leaving a Job Before a Set Amount of Time
Does your business require employees who leave before a set period of time to repay the business certain advances, stipends, or reimbursements the employee received—such as for training costs? If your business is located in New York State, a major development in New York Labor Law may apply.
On December 19th, 2025, Governor Kathy Hochul signed the “Trapped at Work Act” (the “Act”) into law. The Act, which takes effect immediately, mandates that “no employer may require, as a condition of employment, any worker or prospective worker to execute an employment promissory note.” If any employment promissory notes are executed, the “note shall be null and void.”
WHO IS AFFECTED BY THE TRAPPED AT WORK ACT?
The Act broadly defines an affected “employer” as “an individual, partnership, association, corporation, limited liability company, trust, government or government subdivision, or any organized group that hires or contracts with a worker to work for the employer.”
An affected “worker” is also broadly defined to include “an employee, independent contractor, extern, intern, volunteer, apprentice, sole proprietor . . . [or] an individual who provides service through a business or nonprofit entity or association.” Individuals who solely interact with an employer as a vendor of goods are not considered “workers” for purposes of the Act.
WHAT DOES THE ACT PROHIBIT?
The Act prohibits any covered employer from requiring a worker to execute an employment promissory note as a condition of the worker’s employment.
An “employment promissory note” is defined as “any instrument, agreement, or contract provision that requires a worker to pay the employer, or the employer’s agent or assignee, a sum of money if the worker leaves such employment before the passage of a stated period of time.”
The Act specifically notes that this definition includes “any such instrument, agreement, or contract provision which states such payment of moneys constitutes reimbursement for training provided to the worker by the employer or by a third party.”
EXCEPTIONS TO THE ACT
Notably, the Act lists four distinct categories of agreements between workers and employers that are not prohibited:
1. An agreement that “requires the worker to repay to the employer any sums advanced to such worker by the employer, unless such sums were used to pay for training related to the worker’s employment with the employer” (emphasis added).
2. Agreements requiring a worker to pay the employer for any property it has sold or leased to such worker.
3. Agreements requiring educational personnel to comply with sabbatical leaves.
4. Agreements entered into as part of an applicable collective bargaining agreement.
Future agreements between employers and workers that seek to include employee repayment provisions must be carefully drafted to ensure that the language of each agreement falls within one of these four exceptions.
CONSEQUENCES OF VIOLATING THE ACT
If an employer is found to have required a worker to execute an employment promissory note in violation of the Act, the New York State Department of Labor may issue a fine ranging from at least $1,000 up to a maximum of $5,000.
Notably, each individual agreement that an employer executes with a worker constitutes a separate violation of the Act, which may be fined separately. This means that if an employer were to execute multiple employment promissory notes with various employees, a fine between $1,000-$5,000 could be imposed for each prohibited agreement.
Employees do not have a private right of action to sue an employer for violations of the Act. However, workers may recover “attorney’s fees upon a successful defense” of any action where an employer sues an employee based on a promissory note that violates the Act.
CURRENT AMBIGUITIES WITHIN THE ACT
Although the Act is currently in effect, the New York State Department of Labor has yet to issue any guiding regulations pursuant to the Act. Thus, any ambiguities within the Act remain uncertain, pending additional guidance.
For example, it is unclear based on the text of the Act alone whether it applies retroactively to agreements entered into before December 19, 2025. If the Act does apply retroactively, employers will likely be extremely limited in enforcing such agreements.
Gov. Hochul herself noted this lack of clarity in the Act and stated that her signature was based on her “agreement with the Legislature to address these concerns in the upcoming legislative session.”
However, until these ambiguities are addressed, employers must rely on interpreting the text of the Act itself. Phillips Lytle will continue to track statutory updates and can assist employers with interpreting and applying the Act to the employer’s unique needs.
HOW TO PROCEED
Moving forward, New York employers should carefully review all policies, onboarding materials, and agreements for potential repayment provisions that violate the Act. Employers should also keep alert for forthcoming guidance from the New York State Legislature and/or New York State Department of Labor, which may further clarify which agreements are impacted and how employers are expected to comply with the Act.
Phillips Lytle’s experienced Labor and Employment attorneys can assist in drafting or reviewing repayment agreements to ensure compliance with the Act.
Additional Assistance
Our Labor and Employment attorneys remain ready to provide advice and guidance on complying with these new laws or any other workplace issues. For further assistance, please contact any of the attorneys on our Labor and Employment Practice Team or the Phillips Lytle attorney with whom you have a relationship.
Posted by LauraA on 01/19/2025 12:00 am /
Resources
Julie Gee, SPHR, SHRM-SCP is currently the Human Resources Manager at Astronics LSI. She is a current BNHRA member and earned her SHRM-SCP certification in 2023. Congrats Julie! As the current Certification Director serving on the BNHRA Board of Directors, I wanted to talk to Julie about her certification journey and share it with other HR pros. One question I frequently get is, “I’m interested in getting certified. What’s the right way to go about it?” That is such a broad question because everyone’s experiences are different. You can check out my certification journey on my blog here. Read on below to see what Julie did and what worked for her!
How did she decide to go for an HR certification?
Julie had a background as an instructor and working in academia. She was pivoting into the HR field and felt that getting a certification would help employers understand what skill set she brings to the table because she wasn’t a typical candidate applying for HR jobs. After getting her first certification through HRCI, she very much felt that was the case. Getting her certification helped her bridge the gap and immediately improved her job search and the responses back she got.
Which certifications did she choose and when/why?
Julie originally earned her PHR through HRCI in 2015. (SHRM had just started offering their own exams in 2014, and they were not widely known or understood by employers.) She quickly realized she should have just gone for the SPHR. She originally thought that since she didn’t have the past formal HR job titles, she wouldn’t qualify for the SPHR exam. However, she actually did have the knowledge and years of experience for registering for the SPHR exam. (On the HRCI website they list the minimum time you need to have in various roles and other qualifications for each of their exams) After passing the PHR, she registered right away for the SPHR exam during the next testing window, and earned her SPHR within 6 months after earning her PHR. Since she had recently come out of an academic program, she was still used to studying and knew a lot about HR from school that could be applied to the exam. Her biggest lesson learned here, and what she’d like to share with you, is to apply for the exam that you want to do. Let them tell you no if they review and feel you don’t meet the qualifications, but don’t count yourself out early!
How did she study for the PHR?
Julie did the HRCI prep class through the Canisius College Center for Professional Development. Unfortunately, this class is no longer offered locally in Buffalo. I also took this prep course in the spring of 2016 and passed my PHR in March of 2016. (If I recall correctly, the prep class was 10-12 weeks. I took that prep course as well as studied individually outside of the weekly sessions, and found that 12 weeks/3 months to study was a good amount of time in order to pass.) It was fun that Julie and I had this in common and could talk about our experience. During the prep class, Julie formed a study group with ~5 other folks. They helped each other and quizzed each other along the way as they studied and prepared to take the exam. She told me that people in the study group would continue to come to the group meetings even after they passed, to continue to support the other people who hadn’t taken it yet. I absolutely loved hearing about this, because this is the true magic of the #HRCommunity. Helping and showing up for each other! Getting certified is a big commitment. Time away from family, friends, other responsibilities, etc, so it was really nice to have friendship, support and accountability.
Now, let’s get to the SHRM-SCP part of Julie’s certification journey. In 2023, Julie was feeling up for a challenge and wanted to see if she could pass the SHRM-SCP exam, based on what she remembered from her SPHR exam. She did not take a course or spend time studying like she did for her PHR. She wanted to challenge herself and see if she had retained the knowledge and also wanted to put her knowledge to the test that she had acquired from working in the HR field since 2016. She had heard that the SHRM exam was more based on situational questions, using your best judgment questions, and life experience, so she felt now would be a good time to take it. (I also found the SHRM exam to be more situational and application questions, and the PHR to be more memorization.) She also decided against the test insurance – she wanted to bet on herself! Julie found the SPHR and SHRM-SCP exams to be pretty similar. Her work experience, especially in labor and employee relations, helped her answer the situational questions.
What did she learn?
Julie enjoyed learning a lot about the historical federal laws. As HR Pros in New York, we get wrapped up in NYS laws because it’s.. a lot! She learned about the names of laws and what that law actually required, the year and context of why and how that law came to be. This has really helped her in her career as an HR Manager because she continually does compliance related searches as part of her day to day job, and this knowledge gives you a starting point when you have a compliance issue or investigation.
I was curious if Julie found getting certified to be rewarding. Let’s hear what she had to say!
She liked school, and likes learning, stretching herself and getting better. When studying for the PHR, it was rewarding to see her score improving with each practice test she took. The studying and testing process was enjoyable for its own sake because you are taking the time to invest in yourself! She found where her weak areas were and where to focus and make improvements.
“In HR, sometimes we are just surviving and keeping the lights on” Julie said. Keeping payroll rolling week to week. We don’t step back sometimes to say this is the direction I want to go in my career, or how can I invest in myself? Through the studying process, you learn a lot about various areas within HR – technology, compensation, benefits, recruiting, training, labor relations, etc. You will gain insight into what areas you may not want to work in. You could also find your passion through studying all the different areas and find what excites you about HR!
Any other advice for those considering HR certification?
Julie still has good friends today that she met through the HRCI study course. They really pulled each other along. Julie recommends having a study group or study buddy to quiz each other. (Do what works best for you. Me personally, (Claire) I did not enjoy studying in groups. I did all of my studying individually and I passed both the PHR and SHRM-CP exams.) A main benefit for Julie of the study group was that each person in the group had different strengths and life experiences, therefore certain members of the group could explain things to each other. Each person played a role since each of us excels in different areas.
The hardest part for Julie was finding the time to prepare. She felt that going for her PHR was an act of self-care. She invested in herself, developed herself, and gave herself that time and space. We are all trying to manage family, kids, pets, and it can feel radical to carve out time away to study for an exam. Ask the people in your life to support you as you prepare.
Julie left me with – GO FOR IT! What is the worst that could happen? You study and take it again. You can only grow and learn, there is nothing to lose.
Thank you Julie for your time to speak with me and help out the #HRCommunity thinking about going for HR certification!
Evergreen Health fosters healthy communities by providing medical, supportive and behavioral services to individuals and families in Western New York — especially those who are living with chronic illness or who are underserved by the healthcare system.
We envision a future in which all Western New Yorkers have access to affordable healthcare in an environment that is inclusive, compassionate, respectful and judgement-free; that honors diversity and life experience; and that empowers patients to lead healthier, happier lives.
We operate and succeed because of these core values:
- We welcome everyone.
- We are authentic, respect everyone’s life experiences and don’t judge.
- We collaborate with each other, our patients and our community.
- We are committed to diversity, equity, inclusion and belonging.
- We use the harm reduction model and celebrate all successes.
Our organization is composed of friendly, dedicated people who work every day to make a difference in our community. At Evergreen, we value collaborative, down-to-earth individuals and encourage self-expression. We recognize that our diverse workforce allows us to provide culturally competent care to everyone in our community.
Visit evergreenhs.org for more information.
Selective Staffing Solutions is a full-service WBE Certified Woman-Owned staffing and talent acquisition firm located in Williamsville, NY. We specialize in uniting top local talent with the companies who need them to drive their business forward. We work across all industries with small to large businesses in the Western New York area.
The Selective Staffing Solutions Difference
We take the time to learn about our candidates just as we do with our customers so that we can provide the best match between employer and job seeker. As a local, woman-owned business, Selective Staffing Solutions will give you the personal attention that you deserve.
Say Yes Buffalo was established in 2011 by a diverse group of community leaders to strengthen the Western New York economy by investing in the education of Buffalo’s future workforce. The mission of the Say Yes Buffalo partnership is to remove barriers to educational attainment, workforce participation and economic mobility for students in public and charter schools in Buffalo, NY. Our collective impact partnership, centered on racial equity and inclusion, provides a postsecondary tuition promise and cradle to career comprehensive supports to increase the rates of high school and postsecondary completion and the achievement of fulfilling professional employment.
Learn more at https://sayyesbuffalo.org/
Erie County Medical Center Corporation: Leading through Growth and Investment in Quality Healthcare for Western New York
Erie County Medical Center ECMC) has always been a leader providing quality care. From its beginning over 100 years ago as Buffalo City Hospital (est. 1918), ECMC has grown to become among our region’s leading healthcare institutions. As an employer, as well as a healthcare provider, ECMC continues to play a key role in the quality of life of Buffalo and Western New York. With over 3,800 employees, including a significant percentage residing in ECMC’s East Side of Buffalo neighborhood, the institution contributes to our region’s overall economic vitality and sustainability. Over the past five years, ECMC has experienced consistent growth in both patient volume and financial strength, reinforcing the strategic decisions to align ECMC’s core clinical strengths – trauma and burn care, behavioral health and orthopaedics – with key service lines like transplantation, head & neck oncology, and bariatrics. In 2020, ECMC had approximately 300,000 outpatient visits; over 65,000 Emergency Department patients and approximately 20,000 inpatients.
Further enhancing and strengthening that continued growth in operations is ECMC’s dynamic and unique culture. Based on a strong legacy of medical innovation, collaboration and compassionate care, ECMC’s caregivers everyday live the mission of the institution to provide every patient the highest quality of care delivered with compassion. From the most influential to the most vulnerable, every patient at ECMC is treated equally, with respect and an overriding determination to help them heal and return to their active lifestyle.
ECMC’s 65-acre health campus was first home to the Buffalo City Hospital, which opened on the location in 1918. The hospital was renamed Edward J. Meyer Memorial Hospital in 1939 and then became Erie County Medical Center in 1978. ECMC is an advanced academic medical center with 573 inpatient beds, on- and off-campus health centers, more than 30 outpatient specialty care services and Terrace View, a 390-bed long-term care facility. ECMC is Western New York’s only Level 1 Adult Trauma Center, as well as a regional center for burn care, behavioral health services, transplantation, medical oncology and head & neck cancer care, rehabilitation and is a major teaching facility for the University at Buffalo.
In 2004, ECMC became an independent health system as a public benefit corporation and was renamed the Erie County Medical Center Corporation (ECMCC). As an independent corporation, ECMC gained the ability to engage in revenue-generating joint ventures with physician groups and other healthcare organizations to enhance and strengthen patient care and ensure its long-term sustainability, contributing further to its leading position among Western New York healthcare institutions and businesses in general. In 2008, ECMC formed Great Lakes Health System of Western New York, an integrated health system, with their partners at Kaleida Health and the University at Buffalo. The collaborative effort was designed to make health care more efficient, improve quality, avoid duplication of medical services and make them more accessible. The respective institutions have maintained their independence, but the system, created via New York State law, enables the partners to collaborate on a wide variety of healthcare initiatives that draw from the specialized strengths and expertise of each of the respective partner organizations.
To ensure that it maintains that strength and sustainability, ECMC has invested in its new, state-of-the-art KeyBank Trauma Center and Emergency Department facility (opened in June 2020); a new Main Entrance and Russell J. Salvatore Atrium (opened in February 2020) and in its exterior Building Envelope to be completed in 2022; and other major Interior Renovations set for completion during 2023. These significant capital improvements contribute to ECMC’s long-term viability and maintaining the delivery of high-quality healthcare services.
As it moves into its second century, ECMC continues to focus on collaboration with its community and healthcare partners from Kaleida Health and the University at Buffalo for continued growth and future success, which will contribute further to the strength and vitality of Buffalo and Western New York.
Donna volunteers with physician practices to provide Human Resources training and management. She has been in the medical field for twenty plus years and loves all aspects of the Human Resources field. Donna loves learning and being up to date on current trends in Human Resources.
Remedy Intelligent Staffing is a full-service employment agency that specializes in providing contingent workforce solutions through temporary, temp-hire, and direct hire placement. As a locally owned franchise of the EmployBridge Company, Remedy is proud to be part of the largest industrial staffing firm in North America. Our tenured staff has over 100 years of combined experience in recruiting, staffing, and extra mile service. Remedy Intelligent Staffing is the 2018 Winner of the Best of Staffing ® Talent Satisfaction Award, and the 2017 Winner of the Best of Staffing ® Award.
Remedy Intelligent Staffing specializes in the manufacturing industry and works as an industry expert in order to provide workforce solutions for any level of employment, ranging from entry-level positions to upper-level management. Remedy focuses on two broad types of positions within the manufacturing industry: Industrial/Technical/Mechanical, and Clerical. Examples of Industrial/Technical/Mechanical positions include: CNC Machinists, Forklift Operators, Warehouse and Production Associates, Lab and Quality Control Technicians, Assemblers, and Shipping/Receiving Associates. Examples of Clerical positions include: Customer Service Representative, Administrative Assistant, and Accounts Payable/Accounts Receivable Clerk. If you are a job-seeker looking to begin a new career or to make a career change, or you are a company who is looking for alternative ways to find candidates, Remedy Intelligent Staffing is here to help!
This locally owned franchise of Remedy Intelligent Staffing has an extensive footprint with thirteen branches across New York State and Erie, Pennsylvania. With four branches across Western NY, six branches across Rochester, NY, a branch in Syracuse, NY, Elmira, NY, and Erie, PA, thousands of job-seekers being placed on assignment, and new Clients constantly jumping on board, Remedy Intelligent Staffing continues to grow year after year. Remedy Intelligent Staffing colleagues all share a passion for helping job-seekers improve their lives by helping them look for jobs that match their skills, qualifications, and interests.
Remedy Intelligent Staffing also believes in the power of community, and participates in several community events across the footprint throughout the year, such as the Junior Achievement Bowl-A-Thon, and Red Nose Day, as well as fundraisers for organizations such as the Make-A-Wish Foundation, Camp Good Days, American Cancer Society, Alzheimer’s Association, and Roswell Park Cancer Institute.
Maggie Shea is a CPA and the Managing Partner of StaffBuffalo, LLC. Maggie has served on the BNHRA since 2012 (Treasurer from 2012-2017 and Communications Chair from 2017-Present). Maggie also is an Organizer of DisruptHR Buffalo (October 16, 2018).
About StaffBuffalo:
StaffBuffalo is a certified women-owned (WBE), full-service professional staffing firm, providing executive, direct hire, and contract solutions for employers in Buffalo, NY and the surrounding areas. We specialize in providing our clients with the best candidates for each job, as well as, personalized career management solutions to each candidate looking for new opportunities.
Alcott HR provides customized solutions in human resources, payroll, benefits and risk management, empowering employers to prioritize their people and business performance.
From our office in Williamsville, NY we serve a diverse group of successful profit and not for profit businesses across the Western New York region and beyond.
Our most popular service, the Professional Employer Organization (PEO) model, grants access to the same “Large Group” employee benefits that big corporations have. These benefits come in addition to HR best practices, regulatory compliance, payroll, training and development, risk management support, workers' compensation insurance and employment related administration, along with other options not commonly found in the PEO industry, including personalized trainings, employee relations incident investigations and even recruiting.
Already have large group benefits? Get all the HR you want and give us all that you don’t, with our custom scope concierge services. We’ll build a unique HR solution tailored specifically for your organization’s needs.
For more information, please call 716-626-9500 or go to alcotthr.com/connect
StaffBuffalo is a certified women-owned (WBE), full-service professional staffing firm, providing executive, direct hire, and contract solutions for employers in Buffalo, NY and the surrounding areas. We specialize in providing our clients with the best candidates for each job, as well as, personalized career management solutions to each candidate looking for new opportunities.
Job Seekers:
In today's economy, many people are relieved simply to be employed. StaffBuffalo seeks to make you happy with your employment. What do you want to be when you grow up?
For a full list of our positions, please check out StaffBuffalo.com/OpenJobs/
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Employers:
StaffBuffalo offers an array of services with an unparalleled focus on client satisfaction. From temporary administrative positions to the highest level executives, StaffBuffalo will work with you to find the candidate you want and need. How do we provide such exceptional service? By listening.
It is nearly impossible for an organization to achieve their goals without top performers. StaffBuffalo aims to establish relationships with companies and provide those top performers. Filling a key position requires focused research, an organized approach, and a systematic search process. We invest the time to understand your company, your values, and your business goals. We work closely with you to clarify your objectives and your job specifications. We know that candidates who thrive in one company may not necessarily thrive in another, so we make sure that we have a feel for the character and culture of your organization. Recruiting is all that we do. That focus makes us great at delivering the best candidates.
Fill out this Employer Inquiry Form and we will contact you directly!
Visit our website to learn more! www.staffbuffalo.com
StaffBuffalo is a certified women-owned (WBE), full-service professional staffing firm, providing executive, direct hire, and contract solutions for employers in Buffalo, NY and the surrounding areas. We specialize in providing our clients with the best candidates for each job, as well as, personalized career management solutions to each candidate looking for new opportunities.
