Remote Work – Servers Under The Sun Fri, 17 Sep 2021 21:11:00 +0000 en-US hourly 1 Remote Work – Servers Under The Sun 32 32 Kandiyohi County to Consider Remote Work Policy at Board Meeting on Tuesday, September 21 Fri, 17 Sep 2021 21:11:00 +0000

WILLMAR – Kandiyohi County’s first-ever remote work policy is on the agenda when the county commissioners’ council meets in the health and social services building on Tuesday.

If approved, it would allow some employees to work from home provided they have the approval of their immediate superiors. A remote work option would be considered a privilege. Employees working from home would be required to visit the office site every week.

The county does not have a policy for remote working. The COVID-19 pandemic and the need for some employees to work remotely have shown that there can be benefits for employees as well as the employer, according to County Administrator Larry Kleindl. He said the county was considering the option of remote working as a tool to be used where appropriate.

The county’s work is very service-oriented and most positions involve face-to-face contact with citizens and clients. Therefore, Kleindl said most employees will not be able to work remotely.

The administrator said employees who work remotely will need to remain available to come in as needed to see customers.

The county’s intention is to start slowly and build from there, he added.

Like other employers, the county faces a tight labor market. The administrator said the labor shortage is made evident by the drop in the number of successful candidates for open positions. A remote work policy can benefit the county by recruiting workers for positions where interaction with the public is limited.

Other cases submitted to county council on Tuesday include an agreement and a request for US bailout funding for the town of Prinsburg to make a broadband project possible; an agreement to improve a control structure for Timber Lake; a grant agreement for a two-year victim services program; and an appointment to the board of directors of Southwest Emergency Management Services.

The regular council meeting begins at 10 a.m. on Tuesday. The Board of Directors meets at 9 a.m. as a Human Services Committee. Both meetings are held in the boardroom of the HHS building, 2200 23rd St. NE, Willmar.

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EEOC files first combination of remote work stigma linked to pandemic Fri, 17 Sep 2021 03:11:08 +0000

After the COVID-19 pandemic forced many employers to implement remote working arrangements (both to continue their operations and to comply with new state and federal regulations), many employers and legal lawyers have wondered how this development would impact on the obligation of companies to allow employees to work from home as an accommodation to a disability in the future.

Following a unique case of its kind filed by the US Equal Employment Opportunity Commission (EEOC), employers may soon get a glimpse of the administrative body’s attitude towards the future of work-from-home arrangements.

Here are the lessons employers can learn from the September 7 trial.

Alleged denial of the request leads to litigation

The case, which has been filed in federal court in Georgia, involves a former health and safety official for ISS Facility Services. In March 2020, at the start of the pandemic, she said she requested accommodation to work from home two days a week as accommodation for her chronic obstructive pulmonary disease and hypertension. Shortly after her request, the lawsuit alleges that ISS placed its staff on modified work schedules where employees worked from home four days a week. However, in June 2020, ISS asked all staff to return to work in person at their facilities five days a week.

After the company asked employees to return to work, the complainant said she reiterated her request to the human resources department for her to be allowed to work from home two days a week as accommodation in accordance with the Human Resources Act. Americans with Disabilities (ADA). The EEOC alleges that the complainant provided ISS with documents indicating that her history of heart problems increased her risk of COVID-19. The EEOC further alleges that his duties generally required him to be in close contact with other employees and that other employees were allowed to work from home after the return to work in June 2020.

According to the lawsuit, ISS rejected the complainant’s request to work from home in July 2020. Subsequently, in August 2020, her supervisor then recommended her dismissal based on her performance. In September 2020, the lawsuit alleges that ISS fired the complainant for performance issues. The EEOC alleges that she was not informed that her performance was grounds for termination at any time prior to her termination.

What does this mean for your operations?

Even before the pandemic, the EEOC historically advocated that work-from-home applications be granted as accommodation under the ADA. As expected, the EEOC is now attempting to use an employer’s previous remote work agreements during the COVID-19 pandemic as evidence that employees should have been allowed to continue performing essential job functions remotely. . This gives a perspective on the likely attack vectors that will be used against employers who deny remote work requests.

What should you do

In addition to following regular interactive process protocols, you should pay special attention to remote work requests. It is possible that workplaces that have been able to function effectively under remote arrangements may be expected to offer remote work as accommodation in the future. The arguments adopted by the EEOC will no doubt be used by the agency and lawyers for enterprising plaintiffs across the country to undermine the credibility of employers who argue that demands for remote work cannot be met. If you determine that continuing to work remotely will create an undue burden on your operations, you should be able to explain how this burden is to be understood.

While this lawsuit is in its infancy and ISS has not even had a chance to respond to the EEOC allegations yet, you can still learn from the allegations in order to minimize the risk to your organization. Here are three tips employers should consider in light of this litigation.

1. Review existing accommodation requests.

While the lawsuit does not provide details of the employer’s response to the employee’s initial accommodation request, it would be wise to consider any pending request for remote work as an accommodation. The provision of accommodation for remote work, like any request for accommodation, should be considered on a case-by-case basis.

The EEOC’s position in this case indicates that an employer’s denial of such a request will be more closely scrutinized in the future, particularly if the employee in question has been working remotely for some time or if others were allowed to continue working remotely.

2. Review the duties and job descriptions.

The first step in determining whether an employee can perform their tasks with a facility such as remote working is knowing precisely what the employee’s essential tasks are and how often they perform those tasks.

Outdated job descriptions or an understanding of an employee’s actual duties can hamper this analysis. For example, a job that requires frequent or daily face-to-face interaction with a client or client may no longer be an expectation. Instead, the prevalence of meeting through one of the many video conferencing platforms that have flourished over the past year may be a more acceptable form of communication for many clients or clients. Additionally, many employers have had to provide employees with the necessary equipment and access to work remotely, which in many cases undermines any argument that it would constitute an undue burden.

3. Make sure requests are handled consistently.

As the EEOC’s allegations in this case demonstrate, evidence that other employees, especially those in the same or similar positions, have been allowed to work remotely or continue working remotely may constitute considerable evidence. that an employer has violated its obligations under the ADA.

If you are faced with more than one request for remote work as an accommodation, you should be able to adequately explain why it can accommodate some employees and not others. This can be for legitimate reasons such as data security or to be physically present to access or use equipment or products. Whatever the reason, it seems clear that in most cases you should no longer take a holistic approach to work-from-home requests and instead engage in a case-by-case assessment of each employee’s request on the job. light of what was done during the COVID-19 pandemic.


Employers should also continue to monitor the changing legal landscape around COVID-19 discrimination lawsuits. The oldest of COVID-19-inspired litigation has only recently started to produce a court precedent that you can use to inform your decisions.
George A. Reeves III is a lawyer with Fisher Phillips in Columbia, SC Ben Carney is a lawyer with Fisher Phillips in San Diego. © 2021 Fisher Phillips. All rights reserved. Republished with permission.

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We asked you what you think of your return to work. Here is what you had to say. Thu, 16 Sep 2021 19:57:24 +0000

We know it and you know it too: the pandemic has ruined a LOT of jobs.

Some workers lost their jobs, some found new jobs, some started working from home (and some never stopped), some did a little remote work and office projects – you name a scenario of work, and that was probably someone’s reality for the past year or so.

And now, more and more, we hear that people have to come home, or for many, the work environment is changing again. Maybe you came back months ago, or maybe the in-person plans are on hold due to the variants we are now seeing of COVID-19.

(By the way, if you still want to take our survey, you can find it here. We would love to hear from you).

In the meantime, we’ll start compiling the results as shown below, and we’ll update these numbers and answers as they grow.

A d

Here’s a look at some of the data and your lyrics, so far.

First question: “Has your workplace changed due to the pandemic?” “

The survey said:

About 71% of you said yes, you started working from home once COVID-19 started to spread in the United States. no one else.

Only 9% of you said you had to physically show up for work throughout the pandemic. And several of you have mentioned that you lost your jobs entirely because of the COVID situation.

Next Step: “Now that vaccines are readily available, are you being asked to return to a work environment in person? “

* (We first published this survey in July, so before we knew there would be a vaccine requirement).

The survey said:

About 40% of you said the work will remain hybrid, which means a combination of in-person and remote work.

Almost 31% of you said you should go back.

In the smaller percentages, just 7% said you’ve been back for some time now, and an even smaller group said they are working from home regardless of the pandemic.

A d

We asked, “If you have to go back, what do you think, on a scale of 1 to 10?”

The survey said:

Most of you – 47 of you – said you would rank your feelings as 1 (the lowest possible score). On the opposite end of the spectrum, 15 of you ranked 10.

The rest of the answers were everywhere. So far, we have 145 people who have responded to the survey.

And then: “If you’re happy to go back, why?

The survey said:

Over 52% of you said you enjoyed the separation of home and work.

About 27% of respondents said you miss your colleagues and the office environment.

On the other hand, “If you’re sad to have to go home, why? “

The survey said:

Almost 51% of you said they like to avoid traveling and having to put on real work clothes.

Over 29% said they felt more productive at home.

And finally, “When you think of the concerns over the idea of ​​working in person, are you concerned about COVID-19 or the other factors?” (Childcare, lifestyle changes, etc.) ‘

The survey said:

Over 50% responded that they were concerned about COVID.

Over 31% said they are not worried.

Open comments

It was a place where we asked to hear from you, in your own words. Some of them have been edited for clarity, brevity and / or grammar. Here’s how you sounded, regarding everything that works and the pandemic:

A d

  • “In my old job, before COVID (or as the pandemic was just beginning), a colleague was upset about the country’s shutdown. She said COVID was the flu, and coughed on me, then rubbed her hands on my keyboard. She had no consideration for those around her immediately, resulting in a dangerous work environment. I fear these kinds of people more than COVID. “

  • “Working from home is best, and businesses need to change. It’s late.

  • “In the end, I ended up quitting my job. I wasn’t looking forward to returning to the office full time, and my company kept pushing for it. They weren’t even willing to continue our hybrid model, which we’ve all proven as employees to be effective. I was able to find a job from home, which allowed me a lot more flexibility, time with my children and no commuting. These are all huge factors for a working mom. I would like more companies to realize this.

  • “Even though we’re back in the office two days a week, people are still on Teams calls or Zoom calls all the time. So I ask myself: what is it for?

  • “Executives need to realize that people love to work from home – and we’ve proven that it is possible. Companies that embrace this fact and offer remote working will have the upper hand in the future. “

  • “I’ve dealt with more quits over the past two months now that we’ve been trying to get people into the office. Senior management wants bodies in the office despite good performance from a distance. People choose to quit and find remote work. “

  • “Everyone in my office wants to continue working from home, so now we’re forced to live in an environment where no one wants to be. It doesn’t seem to be good for anyone’s mental health. We are already experiencing a burnout. Businesses just don’t seem to care.

  • “I feel like my whole family has benefited from working from home. My child didn’t need to go to an after-school program and we had more time to spend together after we all left work or school. The lack of a shuttle gave us more time to focus on each other and enjoy being together. I will miss this more than anything, and it’s sad that we don’t encourage a better work-life / family life balance, because I imagine happy, mentally healthy workers would work better.

  • “I am pro-hybrid. If a person is not feeling well, stay home. If the weather causes a dangerous journey, stay home. If a person has the means and the means to work from home, stay home.

  • “I still don’t feel 100% comfortable with a child at home who is not old enough to be vaccinated. Plus, now I know my work can be done from home, so it doesn’t seem to make sense. Why should we come in?

  • “Preparation and driving takes me almost two hours of my day. It’s wasted time. I was able to take care of myself and my family while working from home. Now I am feeling stress and strain on my overall mental health trying to figure out how to make it all happen. There is no point in going to an office and working in an office just because we are renting space.

Data is based on 145 completed surveys and was last reviewed on September 15. All responses are anonymous. We’ll update this report as we see more responses. Thanks to everyone who contributed.

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FoCo, BoCo crack list of the best remote working sites – BizWest Tue, 14 Sep 2021 13:25:31 +0000

FORT COLLINS and BOULDER – An advertisement real estate news site reports Fort Collins and Boulder are two of the top 20 cities for remote working.

FoCo was # 11; The eponymous town of BoCo was No. 15.

Other cities included those attracting because of the weather – the first two were in Arizona and two more in Florida – or business and technology: Raleigh and Durham, North Carolina; Plano and Austin, Texas; Bellevue, Washington; Henderson, Nevada; Irvine, California.

The impetus for the list came from a spring Gallup poll showing that nearly three-quarters of white-collar jobs are still done from home and workers are still thinking about where they would like to live if they can. now work from anywhere.

The poll looked at these ‘digital nomads’ and the types of amenities they were looking for, including internet service – highlighted by attendees at a BizWest innovation roundtable last month – product suppliers food working with local restaurants at Nosh Delivery, and low house prices and crime rates.

© 2021 BizWest Media LLC

FORT COLLINS and BOULDER – An advertisement real estate news site reports Fort Collins and Boulder are two of the top 20 cities for remote working.

FoCo was # 11; The eponymous town of BoCo was No. 15.

Other cities included those attracting because of the weather – the first two were in Arizona and two more in Florida – or business and technology: Raleigh and Durham, North Carolina; Plano and Austin, Texas; Bellevue, Washington; Henderson, Nevada; Irvine, California.

The impetus for the list came from a spring Gallup poll showing that nearly three-quarters of white-collar jobs are still done from home and workers are still thinking about where they would like to live if they can. now work from anywhere.

The poll looked at these ‘digital nomads’ and the types of amenities they were looking for, including internet service – highlighted by attendees at a BizWest innovation roundtable last month – product suppliers food working with local restaurants at Nosh Delivery, and low house prices and crime rates.

© 2021 BizWest Media LLC

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Saul Ewing’s new talent director talks about remote work and wage wars Fri, 10 Sep 2021 21:57:00 +0000 The logo of the law firm Saul Ewing Arnstein & Lehr at their offices in Philadelphia, PA on June 10, 2021. REUTERS / Andrew Kelly

  • Chandra Kilgriff is the first to occupy the newly created position
  • With advocates eager for flexibility, “We must determine what the ideal looks like after the pandemic”

The company and law firm names shown above are generated automatically based on the text of the article. We are improving this functionality as we continue to test and develop in beta. We appreciate comments, which you can provide using the comments tab on the right of the page.

(Reuters) – Law firms are grappling with office return policies, vaccine warrants, a partner wage war and a highly competitive sideways market. In this context, Saul Ewing Arnstein & Lehr added the role of Director of Talent to its management team, hiring Chandra Kilgriff away from Robins Kaplan, where she was Director of Talent and Diversity.

Minneapolis-based Kilgriff, who reports directly to executives at Saul Ewing, oversees recruitment, retention, professional development, and diversity and inclusion efforts at the firm, which has 366 attorneys.

She spoke to Reuters about the scorching sideline hiring scene, what the race to raise associate wages means for companies in smaller markets, and how companies can improve their recruiting and the retention of various lawyers.

The conversation below has been edited for clarity and brevity.

REUTERS: Why do you think Saul Ewing created this role?

KILGRIFF: I think right now it’s a very pivotal moment in the profession. Businesses are all grappling with the question, “What does a post-pandemic world look like?” The company is very interested in aligning our human resources and talent management functions to meet the needs of the business as we operate in this hybrid world.

REUTERS: What is Saul Ewing doing right now, in terms of remote work?

KILGRIFF: Our offices are all open to people who want to come in, but there are a lot of people still working remotely. We don’t force anyone into the office, other than a small team. We are constantly reviewing what is going on and evaluating national and local guidelines. But we have a large percentage of our people who are still mostly remote.

REUTERS: Has this shift to telecommuting changed the recruiting game?

KILGRIFF: I think candidates and current employees are increasingly looking for flexibility. We have seen that it can work. Now we need to figure out what the ideal looks like after the pandemic. What have we missed through remote working that we want to bring back? And what don’t we need to bring back because we’ve developed a better process or a better way of doing things? We are constantly evaluating what is going on in the industry. We will have to continue to adapt.

REUTERS: What are some elements of the traditional work structure that you think could be abandoned?

KILGRIFF: I think there’s a lot of work that can be done remotely – when you’re not interacting with people, when you’re writing a brief, or working with your head down. I think this is easily done outside of the office. Inside the office, people are missing out on the connections and some of the training opportunities. But connections can also be made remotely. It’s just about finding the right balance.

REUTERS: We’ve seen a lot of companies increase starting salaries for associates to $ 205,000 this summer. Saul Ewing has a starting associate’s salary of $ 170,000. Does this put the business at a disadvantage?

KILGRIFF: We regularly review our salary structure to make sure we can attract and retain talented associates. We also have a lot to sell in terms of our culture, our customers and our work. We attract people who see that we are committed to their career development, training and excellence in our practice.

REUTERS: If money isn’t the main motivation for associates, what do you think?

KILGRIFF: I think associates and employees in general often look for empowerment in their jobs, career paths and growth, mentors and great people around them who support them, and an inclusive culture and welcoming.

REUTERS: Diversity has proven to be a difficult problem for large law firms. What are the top things firms can do to improve the recruitment and retention of diverse lawyers?

KILGRIFF: I think it’s really important to embed the principles of diversity, equity and inclusion into all of the company’s systems, and not make it an isolated function that works in silos. We need to create a more formalized structure in areas such as recruiting, workflow and promotions to minimize the impact of bias.

One of my goals is to make sure leaders have inclusive leadership skills. We know that the people that associates work with directly have the greatest impact on their careers. We need to make sure that everyone who is able to lead a team understands what it means to lead a diverse and inclusive team.

Read more:

See you in November? Delta’s surge prompts law firms to review return plans

Big Law’s hybrid future will hinge on the honor system, for now

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Trends in remote work and litigation in the legal sector Tue, 07 Sep 2021 21:53:32 +0000

The legal industry has faced many challenges during the COVID-19 pandemic, including the shift to remote work, adapting to remote litigation, and increased competition for talent. While it remains to be seen whether the legal industry will embrace remote work and litigation permanently after the pandemic ends, law firms that adapt to these challenges may be better positioned to succeed in the world. post-COVID.

How is the legal sector adapting to remote work?

After more than a year of maneuvering through a global pandemic, employers are taking action to adjust their workplaces in the post-COVID-19 environment. Many offices are slowly converting to more permanent remote work to ensure employee safety and comply with evolving nationally defined OSHA standards. COVID forced abrupt changes in employment policies shaped a new kind of workforce towards the end of 2020, and affected the labor market.

As offices get used to their new labor policies, what can lawyers and legal staff expect from their partners once the dust settles? Some of the major changes in law firms nationwide include:

  • Law firm managing teleworkers

  • New types of lawyer-client relationships

  • Work-life balance for all company employees

  • Changes in billable and firm expenses

  • Virtual courts and arbitration hearings

While the legal field has historically relied on an in-person workforce, law firms have made drastic changes not only to ensure workplace safety, but also to maintain productivity during the pandemic. Michelle fivel, a partner with Major, Lindsey and Africa, a leading law firm, commented on recent law firm management overhauls:

“It’s an incredibly demanding job. It’s a 24/7 job, whether you’re in the office or on the beach on vacation. The vast majority of lawyers, they are never off the grid. You have to trust people to be their own bosses and to be professional, responsive and hardworking. And it will have to be to be successful, whether you are sitting in a business office or inside your home office. I think it’s a huge improvement, especially since I started training.

According to Edina beasley, a general manager with Major, Lindsey and Africa ‘s In-House Counsel Recruiting Group, COVID-19 changes have impacted the legal industry hiring and recruitment process.

“There is a war for talent and lawyers are more powerful than ever. For most of the lawyers I speak with, being allowed to work remotely has become essential, and for many, their employer’s impending return-to-work policy motivates them to take a step. That said, with client demands at an all time high, law firms have been creative and aggressive when it comes to creating incentives to attract and retain talent (e.g. pay increases, bonuses long-term flexible working arrangements).

Law firm management often struggles between keeping the staff they have (in line with their state’s coronavirus mandates) and keeping the clients who keep the firm afloat. While the shift to remote working presented challenges initially, adopting flexible home work policies offers the opportunity to create lasting improvement for law firms in the future. Additionally, legal organizations with flexible working options appeal to both current and future staff and clients.

“They try to focus on the positive and practical aspects, as well as the cost savings for their customers. Not having to get on a train or on a plane or even just in a car and accumulate those hours to go and return from some of these obligations, ”added Ms. Fivel.

Switching to remote work was not the only challenge encountered during the pandemic – law firms also had to adapt to conducting litigation virtually.

What does a virtual trial look like?

Structurally, a virtual lawsuit works just as a traditional litigation would. However, conducting a prosecution through a screen presents unique logistical challenges. Melanie Baird, partner of Blake, Cassels & Graydon LLP, highlights the evolution of the daily process.

“Electronic testing requires more logistical advance planning,” she said. “In the Federal Court in Canada electronic trial protocols are now developed with the judge and lawyer at the pre-trial management conference and cover the technology to be used (including the virtual platform); how documents will be submitted, viewed and given to witnesses; the configuration and rules for witnesses appearing virtually; […] Items that, when testing live, had standard practices and would not have required the same level of pre-play.

In some cases, dealing with these logistical challenges has revealed unprecedented benefits for lawyers. Because a virtual trial means in-person appearances are no longer necessary, witness coordination becomes considerably easier. “Without the need to travel, the availability of witnesses can be managed in real time, which means more flexibility in appearance time,” said Ms. Baird. “While this doesn’t resolve all scheduling conflicts, it also means fewer witnesses have to be heard out of order. “

In other cases, a virtual trial has obvious drawbacks. Ms. Baird specifically mentions the cross-examination process. “[It is] the one thing that will never be the same on Zoom again, ”she said. “Nothing replaces the live and in-person cross-examination of a witness on the stand.”

Is remote litigation here to stay?

COVID-19 has prompted a series of changes in the profession, and those changes will certainly continue as the world adjusts to a new normal. While the litigation process is unlikely to ever become fully virtual on a permanent basis, some of these changes are here to stay for the foreseeable future.

A likely candidate is the adoption of certain technologies. Out of necessity, many courtrooms now hold hearings remotely, using services like Zoom, Webex, and Microsoft Teams to ease the process. As Ms. Baird notes, these tools will likely remain in use after COVID-19 is gone. “COVID-19 has accelerated efforts to modernize technology in Canadian courts that were progressing slowly before the pandemic,” she said. “Some courts, including the Ontario Superior Court of Justice, have implemented electronic document sharing platforms like CaseLines to help courts and lawyers electronically manage documents before and during court hearings.

Remote litigation also provides increased public access to court proceedings – another change to the status quo that is unlikely to be reversed. Through the use of live broadcasts, the media and other interested parties no longer have to sit in a physical courthouse to watch a trial. This is a unique benefit that emerged in the wake of COVID-19, and according to Ms Baird, it resulted in a significantly higher participation rate in trials that might otherwise have been conducted in person.

What Changes Should Law Firms Make After COVID-19?

While the COVID-19 pandemic has presented challenges for the legal sector, it has also offered a myriad of opportunities for improvement and innovation. Law firms that adapt to the new normal presented by the pandemic will find themselves in a better position to manage future disruptions and attract the best talent and clients to their firms.

“By changing attitudes towards working from home, COVID-19 may have forever changed the way we work,” said Ms Beasley, “One thing is clear – the remote and flexible working arrangements in private practices. attorneys and in-house legal services have been a necessity over the past 18 months and they are here to stay.

It appears that taking a flexible approach to the changes presented by the COVID-19 pandemic is effective, and this also applies to moving to remote litigation. In some jurisdictions, a type of “hybrid trial” has arisen during the pandemic, where the judge and lawyers are in a physical courtroom, and all other participants virtually attend. Although the practice originated primarily from COVID-19 security measures, it is entirely possible that the trend will continue long after the coronavirus has subsided. “For hearings that do not require witnesses, such as appeals and some motions, virtual will likely remain an option in certain circumstances,” said Ms. Baird. “In addition, courts are likely to be more willing in the future to allow certain witnesses to appear virtually when circumstances warrant.”

Copyright © 2021 National Law Forum, LLCRevue nationale de droit, volume XI, number 250

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Remote work: Twitter CEO says employees won’t have to come back to office Fri, 03 Sep 2021 17:15:24 +0000

After growing a baby and giving birth, you accomplished a lot, mom. And trying to heal while feeding and caring for your new baby is 24 hour work. So finding your balance in your new role may not include having sex, even long after the “green light” is given. »6 weeks from your doctor or midwife. You might feel good about it (after all, you have to adapt to a lot of things), but you might also be thinking, “No. I’m not going. I don’t want to … What is wrong with me?“* Sigh. *

There is nothing wrong with you, mom. Having a low libido during the postpartum period is a normal progressive adaptive response designed to ensure that you survive to continue to reproduce.

Here’s why so many new moms have low sex drive after childbirth.

You are probably too tired to have sex, but also too hormonal to want it.

You are probably exhausted. Maybe you are feeling bad and sex is not pleasurable right now. Maybe you are worried about changes in your body or get pregnant again. Or maybe you just get touched and feel like the only thing you have control over is your body.

But beneath all of these perfectly legitimate reasons, there is a raging and dwindling stream of hormones that have an even more powerful impact on your libido.

When you are pregnant, the levels of your reproductive hormones are at a time 1000 times higher than when you are not pregnant. And once you give birth, these hormones drop to the level of menopause. The resulting low estrogen level can cause uncomfortable vaginal dryness, especially if you are breastfeeding, and loss of sex drive.

This is how evolution ensures that you “don’t want it” while you heal and invest your energy in keeping your new baby alive before you start working on the next one.

You are fulfilled in other ways.

Oxytocin is the binding hormone released when you hug, have sex, and breastfeed. Before birth, touching your partner triggers the release of oxytocin which helps you feel good and bond with each other. But after giving birth, with all the cuddling and feeding, “the mother ends up getting her oxytocin from her child,” says clinical sex therapist Dr. Kat Van Kirk. “This transfer of emotional energy is believed to decrease sexual desire and increase responsiveness to infant stimuli in postpartum women by activating regions of the brain associated with reward.”

Whether breastfeeding or bottle-feeding, skin-to-skin contact between you and baby increases the release of oxytocin, which creates bonds between you and baby, ensuring that you will take care of them and that they will survive.

The hormone prolactin also plays an important role in maternal behavior. Prolactin makes your breasts bigger during pregnancy and prepares them for milk production onset after birth. This hormone helps you relax while you are breastfeeding, but it also lowers your sex drive. Once again, it’s biology that makes sure you stay focused on the biological investment you just made in your baby.

Your partner may also be affected by low libido.

Although the research is still preliminary, high prolactin levels in new dads They are thought to induce babysitting behaviors, just like in moms, while reducing testosterone levels after birth.

Studies have shown that the more fathers interact with their babies, the more their testosterone levels drop, which lowers libido and forces them to focus less on the desire to have sex and more on the desire to feed. This helps ensure that dads invest more energy in parenting than in making a new baby, while also helping them relax and enjoy their newborn baby.

Breastfeeding can decrease libido.

Not wanting to have sex after childbirth is perfectly normal, and in any case, it is temporary-especially if you are breast-feeding. In a study published in the journal Obstetrics and Gynecology, researchers found a significant decrease in fatigue, improved mood, and increased sexual activity, feelings and frequency within four weeks of stopping breastfeeding, once the hormones return to pre-pregnancy levels.

When to start having sex after childbirth is up to you.

Even after you have been medically cleared to have sex, it may take some time before you feel like having sex again, and it’s okay to wait. . However, when the time is right for you and your desire for sex has returned, you may still have concerns about how to get things done. Here are some tips to help you restart your post-baby sex life:

  • Set aside time as a couple. Take the time to be alone to remind yourself that you are still in a relationship, even after you become parents.
  • Be honest with each other. Talk about your physical changes, how it might feel like having sex or being intimate now, and anything else that might worry you.
  • To get closer. Look for other ways to express your affection as you prepare to have sex. Spend time being close to each other, kissing and cuddling, without the pressure.
  • Use lubrication. When you’re ready, using a lubricant can fight vaginal dryness and make sex more pleasurable.
  • Get in touch with yourself, first. Rediscovering your body and what makes you feel good on its own is an important step in regaining intimacy with a postpartum partner. Check out our friends’ toys at Lady products below for inspiration.

At the end of the line : You are not alone if you do not have the desire for postpartum sex. And like many other things that can be difficult about pregnancy and the postpartum period, it will pass. But for now, low libido is probably just a development in securing your reproductive success – protecting the huge physical and emotional investment you’ve already made and securing your and your baby’s survival so that you can pass on your benefits. genes to future generations. Pretty powerful stuff.

Editor’s Note: Other medical conditions may be contributing to your lack of desire. And it is important not to confuse the lack of sexual desire with postpartum depression. So watch out for signs and symptoms, such as severe mood swings, loss of appetite, overwhelming fatigue, and lack of interest or joy in the things that are important to you. If you think you have postpartum depression, contact your health care provider for prompt treatment and recovery. Painful intercourse should also be evaluated by a doctor, midwife, and pelvic floor physiotherapist.

If you’re hoping to make things better, or are just looking to take some time with yourself, explore the vulva-approved options of Lady products. As a female-owned sex toy company, their mission is to cultivate pleasure and we are here for it. Motherly readers can save 15% on Dame products with the code MOTHERLY.

Pom flexible vibrator

Finally, a vibrator that can bend to your needs. Brilliantly shaped for targeted or wide stimulation, the five vibration patterns and five vibration speeds will ensure you hit the nail on the head only the right place. Rechargeable and powerful yet compact, Pom is a great way to get in touch with your body, whether solo or as a couple.

Aer suction toy

With pulses of air and a gentle seal, the Aer suction toy offers the excitement of oral stimulation even if you are not yet ready to share your body in this way or want the attention. of your partner is focused elsewhere. With multiple intensity levels and vibration patterns, your roadmap to the big O will be easy to follow.

Fine Finger Vibrator

By delivering dual sensations, the Fin Finger Vibrator is a great way to synchronize the pursuit of pleasure. Just the right size for all the right places, Fin won’t interfere with any position. The unique shape and vibrations allow users to get the feel they want during foreplay, sex or solo time.

PS Lady literally guarantees your satisfaction with hassle-free returns within the first 60 days. Get a 15% discount on your purchase with the code MOTHERLY.

This article is sponsored by Lady. Please support the brands that support Motherly et mamas.

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Study Explores ‘Bring Your Own Device’ Approach in a Remote Working World / Digital Information World Wed, 01 Sep 2021 01:30:00 +0000

With the pandemic creating a more distance-centric workforce, it makes sense that technology has become more important than ever to employees. That said, some employees prefer certain computers or types of equipment over others, and employer-provided technology can sometimes create barriers for some employees who might not be used to working with what they are given.

This has given way to the BYOD (Bring Your Own Device) approach in the workplace, which allows employees to use whatever devices they choose for work. Some use their personal laptops, while others choose tablets, phones, or a combination of the two. While it makes sense for employees to have the opportunity to work remotely in the most comfortable and productive way, this approach has affected some employees primarily on the basis of information and data security and safety.

To get a feel for the BYOD trend in today’s world of remote work, Beyond Identity interrogates 1,013 current employees with varying perspectives and experiences in workplace technology.

Choose devices

Interestingly, the Beyond Identity study showed that while, unsurprisingly, laptops and desktops were the primary device used for remote working (96.7% of respondents reported using one), smartphones were not far away. Specifically, 66% of respondents said they use a smartphone for work. Only 24.4% said they had used a tablet and 5.7% said they had used an e-reader. Overall, employees used an average of 2.5 devices for work.

Regarding the use of personal devices compared to those provided by work, a majority of respondents (49.6%) reported using only devices provided by work, while 36.1% said declared to use a combination of professional and personal devices. Only 14.4% said they only use their own personal devices to work remotely. This, however, raises the question of whether employers require their employees to use work-provided devices despite remote setups. Notably, the responses were fairly consistent with both responses: 50.3% said their employer gave them a choice between work-provided or personal devices, while 49.7% said they did not. had a choice.

The question of preference is one on which most respondents were united. Almost 81% of those polled said they preferred having separate devices for their business and personal use, while 19.3% said they preferred one device for everything.

Safety and security

Naturally, security has become a major concern for employers in the remote work landscape. Securing devices has become easier as technology advances, but employers understandably worry about securing data and information outside of the office. As a result, many have policies in place relating to securing personal devices used for work. The study found that 51% of those surveyed confirmed that their employer had a policy regarding the safety of personal devices at work. Almost 38% said their employer did not have a specific safety policy and 11.1% said they were not sure.

Securing devices can be a costly step to take, although some employers will invest in paying for device security based on whether they are work-issued or personal. About 85% of those polled said their employer only paid for work-provided devices, while 15.2% said their employer did not pay to secure work-provided devices. Just over 76% said their employer paid to secure personal and work devices, while 49% said their employer only paid to secure their personal device.

Unsurprisingly, some of the most common measures taken to secure devices were passwords and antivirus software. Specifically, 83% of respondents secured both work and personal devices with passwords, while 57.2% used passwords only for their personal devices and 73.2% used them only for personal devices. professional devices. Almost 79% of those surveyed used antivirus software for work and personal devices.

VPNs (virtual private networks) were less common but have certainly become more prominent in the remote landscape, with 51.1% of respondents reporting using one for work and personal devices, while 54% reporting using a VPN for professional devices. devices only.

Confidence among employers

A common problem with devices used for work versus personal use is that of brands. We live in a society where a large percentage of people regularly use and prefer Apple devices, especially computers, but their employer may not always have the budget for such expensive technology and prefer employees to use brands. less expensive. Some employers, however, seemed to prefer different brands for the job, possibly for a variety of reasons.

That doesn’t mean, however, that employees don’t have their preferences: 32.5% of respondents to the Beyond Identity survey said they preferred Apple devices, while 17% said they preferred them. Dell products. Over 14% showed a preference for HP devices, while 7.5% chose Lenovo and 7.2% cited Samsung. Interestingly, Microsoft and Google were brands that employees preferred less when it came to devices – 6.9% of respondents said they preferred Microsoft-branded devices, while 5.4% preferred Google.

Staff vs work

Of course, employees tend to have their reasons for using personal devices at work. For some it’s about comfort or brand preference, but for others it’s about having everything in one place rather than multiple devices for different uses. Where did the respondents land on these reasons? Thirty-one percent said they prefer to use their personal devices for work because they like having it all in one place, while 28% rated their devices as higher quality than those provided by their employers. Over 29% said they use their personal devices because their employer doesn’t provide them with the devices they need to do their jobs.

Only 24.3% of employees said they used personal devices for reasons of brand preference, while 22.6% said they felt their work devices lacked the functionality they needed to productivity.

The impact of COVID-19

The pandemic has impacted people’s use of technology in many ways, but for employees it has undoubtedly had an impact on their preference for personal devices, given how quickly they are many employers switched to remote operations early in the pandemic. 58.3% of respondents said the pandemic increased their use of personal devices at work, while 30.6% said the pandemic had no impact on their use of personal devices at work, and 11.1% said it had decreased their use. When asked if their employer gave them a device allowance for work, 61.8% said no, while 38.2% said yes.

Ultimately, the way we use devices for work will continue to change as remote working becomes more common during and after the pandemic. But one thing is certain: Employees and employers alike have a wide variety of concerns and preferences, and the issue of technology for remote working is certainly not one size fits all.

BYOD: Exploring the Evolution of Work Device Practices in a New Era of Remote Delivery [Survey]
More professionals prefer Apple for work devices than Dell and Microsoft combined

Read Next: Recent Collaboration Tools Survey Finds 44% Increase in Usage, Proving Pandemic Effect on Their Growth

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A quick guide to managing your remote team in the new normal Fri, 27 Aug 2021 18:00:00 +0000

August 27, 2021

6 minutes to read

Opinions expressed by Contractor the contributors are theirs.

At the height of the pandemic, remote working has become a necessity for almost all businesses. Now the lockdowns are over, but many companies have decided to continue working remotely. There are many benefits to working remotely, including lower costs and more productive and happier employees. However, if you plan to have a permanent, full-time remote team, then you need to be proficient in remote team management.

Managing remote teams presents different challenges than managing a team in person. As advanced as communication technology is, it still cannot replace face-to-face communication perfectly. Proficiency in remote team management can be achieved Here’s how.

1. Communication is the key

A communication breakdown in an office is frustrating and time consuming, but when teams are working remotely, missed messages and misunderstood instructions can be catastrophic. A investigation found that large companies with 100,000 employees suffered an average loss of $ 62.4 million per year due to inadequate communication. Small businesses with 100 employees lost an average of $ 420,000 per year for the same reason.

Email assignment of projects and tasks may have worked in an office when employees could come to their manager’s office for a live demonstration, but in a remote environment this just isn’t enough. .

Having multiple communication channels and getting the most out of your company’s communication stack will help remote team members stay organized, collaborate, and get the feedback they need when they need it.

Related: 7 Mistakes Leaders Make When Managing a Team Remotely

2. Team chat and collaboration apps are essential

Team chat apps like Slack and Microsoft Teams will organize your teams’ communication into channels or threads so remote workers can keep up with the latest company updates on a particular project or department. Team members can also contact each other directly and, with most solutions, can further organize their direct and group messages into discussion threads to track progress on specific topics.

Some chat apps like Microsoft Teams and Ryver also combine team chat functionality with project management. Remote workers can use Microsoft Teams to edit documents and presentations right in the app, while Ryver includes a kanban-style board called Tasks that allows team members to create, organize, and complete tasks.

In order to get the most out of the team collaboration software you use, spend some time researching what features are available. For many popular vendors, a quick Google search for the name of the software and the words “power user” should bring up some useful documents. For example, Microsoft Teams offers an advanced search feature, the ability to save messages you want to come back to later, and keyboard shortcuts. Slack and many other apps let users customize notifications so team members can avoid distractions when they need to focus, but never miss an important message.

3. Regular videoconferences

For training and more formal meetings, video calling apps are essential. While they’re not a perfect replacement for face-to-face contact, there is something about seeing people’s faces that helps communication be clear and direct.

Due to the pandemic, we have all probably had an experience where we finally met someone in person who we had video spoken with several times. Most likely, you immediately recognized the person and felt that you knew them. Indeed, video calling apps like Zoom do a great job of creating an in-person experience that is almost as good as the real thing.

Some ways to use video calls to improve effective communication are to organize smaller video conferences of five people or less, eliminate annoying background noise, and create an agenda in advance. In addition, take the time to learn about the features offered by your video conferencing provider so that you can get the most out of your software. Some communication enhancement features to watch out for are screen sharing and whiteboard capabilities.

Related: 5 Tips for Aligning Your Team’s Goals Remotely

4. Cloud and mobile telephony solutions

A cloud phone system that harnesses the power of VoIP technology is an absolute must for remote workers and corporate communication in general. Enterprise VoIP is cheaper and infinitely more versatile and scalable than traditional landlines, but where enterprise VoIP really shines for remote teams is in mobility, with the evolution of softphones.

When selecting a VoIP provider to facilitate great communication with remote teams, some features you want to look for are Voicemail Transcription, Track Me, Mobile App, Voice Notes, SMS and (probably the most important feature for remote teams) reports. and surveillance.

5. Structure

When managing a team, it is important to set clear expectations. With remote teams, your employees need to know when they’re supposed to be available and when they can focus on other things like family. This is important for both the health of the business and your remote team. If employees feel like they are “on call” 24/7, they will be more stressed and their mental health will suffer.

To avoid this, establish a structure in your business. Give your employees a free time for their day. Flexibility for remote teams is good, but you need to set working hours so that employees can communicate with each other and you can get in touch with them.

On that note, try to contact team members on a daily basis or at least once a week. It can be as formal as a video call or as informal as a message in Slack. Regular check-ins will help your remote workers structure their work and make adjustments based on your feedback.

6. Focus on the results

Micromanaging is a bad practice even in an office, but with remote teams micromanaging can lead to enormous unnecessary frustration for employees and managers.

A best practice is to set clear KPIs, hire the right people, and let them find the best way to achieve their goals. Research has shown that when employees are given clear direction on roles, responsibilities, and goals, but have flexibility in the process, they tend to ask for advice, collaborate more, and think outside of the box. more creative way in order to achieve the goals.

These areas all need to be addressed simultaneously, as there is a lot of overlap between them. For example, when the focus is on results rather than processes, there is more incentive to collaborate and communicate effectively. An intentional structure that includes regular (but not obsessive) check-ins allows managers to stay organized in their follow-ups and ensure that goals are met. It also promotes open communication.

If you make sure you focus on these areas as you transition to a remote workforce, you can experience all the benefits of a remote workforce without a painful transition.

Related: How To Sustain Your Remote Team

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It’s “Back to that bubble of isolation” for workers who aspire to the office Mon, 23 Aug 2021 21:31:09 +0000

By Kellen Browning, The New York Times

Before the pandemic, Roya Joseph’s days at the office were defined by interaction. She looked forward to informal conversations with coworkers, mentoring sessions with managers, and periodic freewheeling discussions – known as “tea time” – in the office kitchen.

This was all swept away when Joseph, a water engineer for Black & Veatch, an engineering company, was sent home from her office in Walnut Creek, Calif., Along with the rest of her colleagues as the coronavirus began to take hold. spread to the United States last year. She jumped at the chance to return when her office reopened to some employees in June.

But two weeks ago the carpet was ripped from under her again. Black & Veatch has closed its offices as cases of the virus increased across the country, driven by the contagious delta variant.

“It’s depressing,” said Joseph, 32. “I have the impression that we are pushed back into this bubble of isolation. I feel like mentally I’m not ready to face this again.

While workers who want to stay home forever have particularly voiced their demands, a silent majority of Americans want to return to the office, at least a few days a week. But as the latest wave of coronavirus has led employers to delay plans to return to the office, this larger group is becoming increasingly brooding.

In a national survey of more than 950 workers, conducted in mid-August by Morning Consult on behalf of The New York Times, 31% said they would prefer to work from home full time. In comparison, 45% said they wanted to be in a workplace or office full time. The remaining 24% said they wanted to split their time between work and home.

Morning Consult interviewed workers from various industries, so white-collar workers were represented alongside those working in other fields, such as retail. The data intelligence firm’s findings echo recent internal investigations by employers like Google and Twitter, as well as external investigations by companies like Eden Workplace.

Among those who crave the routines of office life and cabin chatter: social butterflies, managers, new hires eager to meet colleagues and people with noisy or overcrowded homes.

Veronica Polivanaya, an account manager at public relations firm Inkhouse, quickly realized how noisy the North Beach neighborhood of San Francisco could be when she started working from home. There was the distraction of her boyfriend’s daily routine – sometimes he would get up from his own job to make lunch or fetch water and find himself in the background of his video calls. Then there were the neighbor’s barking dogs. Parcel deliveries. Construction noise.

“It’s been a tough struggle for us,” said Polivanaya, 30. “I don’t feel like I have a good space to concentrate.” She was able to return to the relative calm of her office a few days a week starting in July, but feared the burgeoning virus would send her back to her hectic work-from-home life.

Certainly, some people have thrived in their new professional life from a distance. They saved time and money, and sometimes increased productivity. The extent to which employees have embraced permanent or hybrid remote working models has been “overwhelming” for business leaders, said Tsedal Neeley, a professor at Harvard Business School who has studied remote working for decades .

But for others, Neeley said, it removed necessary barriers between work and family life, increased feelings of isolation and led to burnout. “Some people just don’t like the screen – their looks and how close they are to others is a big part of what the job looks like,” she said.

Many workers are already back in the offices. Only 13% of Americans worked from home at some point in July, the Bureau of Labor Statistics estimated, up from a pandemic peak of 35% in May 2020. And some workers said the delta variant did not change the feedback from their employers. -office plans.

But a growing number of top companies, like Hollywood studios, Wall Street banks and Silicon Valley tech giants, have delayed their return. For the pro-back-to-office crowd, the jerks have been excruciating, Neeley said.

“We are in this state of perpetual waiting, and this has now extended with more uncertainty,” she said.

David Pantera, a new deputy product marketing manager at Google, said the company has decided to turn the September focus for him and other new hires into a virtual event due to the increase in COVID-19 cases . Google’s process, known as “Noogler Orientation,” is typically a social and community event meant to acclimatize employees to each other and to the corporate culture.

Pantera, a 23-year-old graduate, said he was eager to start his new job, but was concerned that missing out on the experience in person could hamper his career prospects.

“If we don’t get a really solid foundation in this business in our first six months, our first year, what footing does that give us for the rest of our time in the business? Said Pantera, who lives in San Francisco. “What if that disillusioned a lot of the really bright, passionate and intelligent people in the industry? “

For Michael Anthony Orona, 38, starting a new job during the pandemic was isolating. He was thrilled to finally meet his colleagues at Blue Squad, a company that provides technology tools to progressive political candidates, when his Austin, Texas office reopened several months ago.

Then his 10-year-old daughter contracted COVID, forcing Orona, his wife and two children to go into hiding at home. He found juggling work and caring for his children almost impossible to manage. Sometimes he had to cancel meetings to make sure his 2 year old son took a nap.

“I’m with our 2.5 year old all the time and try to do a few hours of work around that,” he said. “And then when we get him down to bed, I work until the middle of the night. It’s horrible.”

He also caught COVID, but recently tested negative and returned to work, and his children are back to school and daycare. But he expects additional quarantines.

“It’s like we’re never going to get out of this,” Orona said. “For people who work, both parents, it’s totally unbearable.

In Toronto, Alethea Bakogeorge is counting the days until she can resume her job in a musical theater company. Working from home, she said, has “eroded the boundaries between workspace and home space”, sometimes even causing her to skip meals to avoid spending more time in the kitchen, which also acts as an office.

Bakogeorge, 25, suffers from cerebral palsy, a disease that causes chronic pain. Her daily commutes to the office, she said, provided her with a form of light exercise that helped her cope.

“I hadn’t realized how much it impacted my physical health as a person with a disability and how much I missed it when it was gone,” she said.

But the surge in coronavirus cases has dashed his hopes of a summer return.

“In May, I thought we could go in a direction where I could go back to the office,” she said. “Now with the Delta variant being what it is, I think it’s a lot less realistic for me to expect a return to the office at any time in the near future.”

Copyright 2021 The New York Times Company

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