Workplace Safety Manuals & Training
Know the Rules. Protect Your Team.

Employers must comply with federal OSHA regulations for workplace safety. While some states like Connecticut and Vermont have additional rules for public sector workers, private-sector employers throughout the region follow federal standards. NH does not have its own OSHA plan, but all private employers must follow federal OSHA rules. Public sector safety is guided by best practices encouraged at the state level.

Key Requirements:

• Provide a written safety manual tailored to your workplace.
• Conduct regular, job-specific training for all employees.
• Ensure clear procedures for hazard communication, emergency response, and equipment use.
• Stay compliant with industry-specific standards (construction, healthcare, manufacturing, etc.).

Stay compliant. Stay safe.

Despite the growing awareness around mental health in the workplace, a persistent gap remains between what employees experience and what leaders believe they are delivering. Recent research reveals a troubling mismatch: while many employers believe they’re supporting mental well-being, a significant portion of the workforce disagrees.

This disconnect has serious implications—not just for individual well-being, but for organizational performance and financial sustainability.

The Hidden Cost of Untreated Mental Health

Mental health is not a “nice-to-have” benefit—it’s a business imperative. According to the CDC, 1 in 5 U.S. adults is dealing with a mental health condition. The financial toll is steep: untreated mental health issues can cost organizations up to $60,000 annually, adding up to $105 billion nationwide each year (Center for Prevention and Health Services).

And yet, despite these staggering figures, many employees don’t know about or feel comfortable accessing the mental health benefits their employers offer. Nearly 70% of U.S. workers are unaware or only somewhat aware of the resources available to them. Even more concerning: half don’t feel comfortable using them.

Burnout Is Contagious

Burnout doesn’t just affect the individual—it spreads. About 45% of employees report feeling burned out. Those who are burned out are nearly three times more likely to be job hunting, and less likely to exceed expectations at work.

Burnout often stems from chronic stressors: overwhelming workloads, poor management, compensation issues, and lack of staffing. These challenges don’t just erode individual performance—they ripple out to the team. When one employee is depleted, coworkers often absorb the extra burden, leading to resentment, reduced morale, and a cycle that’s hard to break.

Shifting the Culture, Not Just the Policy

The solution isn’t just more benefits. It’s a culture change. We can control workload, leadership, and staffing.

That means leaders must go beyond statements and start designing work environments that actively support mental health. That might look like:

• Redistributing tasks to ease individual workloads
• Offering more flexible schedules and meaningful time off
• Making space for regular check-ins and open dialogue
• Resourcing teams adequately to prevent chronic overwork

It also means ensuring employees know how—and feel safe—to access support. Open enrollment shouldn’t be the only time mental health resources are mentioned. Messaging should be ongoing, clear, and culturally supported.

Walk the Talk: Leadership’s Role

Leaders are the tone-setters for workplace culture. There is a perception gap: 73% of employees say their employers claim to care about mental health, yet nearly half say those actions fall short.

Only 2 in 5 employees believe their senior leaders actually model good mental health practices.

To change that, leadership must do more than speak about mental health—they must live it. That could mean:

• Publicly taking time off to rest and reset
• Encouraging boundaries and discouraging “always-on” culture
• Normalizing mental health days without requiring oversharing
• Responding supportively when employees disclose mental health needs

When leaders act on feedback and follow through on promises, they earn trust. When they ignore feedback or dismiss concerns, they risk losing it—possibly for good.

Where HR Goes from Here

HR professionals are uniquely positioned to bridge the gap between leadership intention and employee experience. They must:

• Ensure mental health is part of ongoing conversations—not just a line on a benefits sheet
• Translate data into action by following up on surveys with real change
• Foster psychological safety so employees feel secure speaking up
• Equip managers with training to support mental wellness and recognize early signs of burnout

The reality is simple: mental health isn’t an “HR problem” or an “individual responsibility.” It’s a workplace culture issue—and a leadership opportunity.

Employees are not asking for perfection. They’re asking for acknowledgement, support, and consistency. If organizations want engaged, high-performing teams, they must prioritize mental health—not just in words, but in every decision that shapes how people work.

After all, the healthiest companies are the ones that care deeply about the health of their people.

When plans shift unexpectedly, storms hit, or systems go down, one common question arises: Do employees need to be paid if they report to work but aren’t given any work to do?

The answer depends on where you live -and whether you’re following federal law or your state’s rules. Some states have “reporting-time pay” laws that require employers to pay a minimum amount simply because the employee showed up -even if no work was ultimately performed.

Federal Law: Pay for Time Worked -and Breaks

Under the Fair Labor Standards Act (FLSA):

• Employers are not required to pay nonexempt employees if no work is performed.
• However, breaks shorter than 20 minutes must be paid.
• Remote workers are also entitled to the same protections.

The FLSA requires payment for actual time worked, but nothing more -meaning if an employee reports for an 8-hour shift and is sent home after 15 minutes with no work, they are only owed payment for those 15 minutes (unless a state law says otherwise.)

State Reporting-Time Pay Laws: A Mixed Bag

A handful of states (plus D.C.) go a step further. They have reporting-time pay laws that require employers to pay employees a minimum amount when they show up for a scheduled shift -even if they don’t work or only work briefly.

State	Who’s Covered	Minimum Pay Owed	Notes
California	Nonexempt employees	½ scheduled shift (min 2 hrs, max 4 hrs)	Time worked counts toward total; extra pay for second “callbacks”
Massachusetts	Nonexempt employees	3 hours at minimum wage	Applies only if shift was scheduled for 3+ hours
Connecticut	Industry-specific	2–4 hours at regular rate	Hotel: 2 hrs; Laundry: 4 hrs; if not notified day before
New Hampshire	Nonexempt employees	2 hours at regular rate	Applies even if no work is performed
New Jersey	Nonexempt employees	1 hour at regular rate	Only if weekly hour requirement hasn’t already been met
New York	Nonexempt employees	Up to 4 hours at minimum wage	Based on scheduled shift
Rhode Island	Nonexempt employees	3 hours at regular rate	Even if shift scheduled for only 2 hours
D.C.	Nonexempt employees	4 hours or full shift (whichever is greater)	Can be at minimum wage
Oregon	Minors (under 18) only	½ scheduled shift or 1 hour (whichever is more)	Does not apply to adults

In all other states, there is no reporting-time pay law -but wage agreements or contracts may still obligate an employer to pay for a minimum number of hours.

What About Remote Workers?

While it might seem like reporting-time pay only applies to in-person roles, remote workers are not automatically exempt. 

• If a remote employee is scheduled to work and logs on or is available but cannot do work due to no assignments or tech issues, reporting-time pay laws may still apply depending on the state.
• The federal FLSA still applies: if a remote employee performs any work (Even checking an email), they must be paid for that time.
• Breaks under 20 minutes must still be paid -even remotely.
• Employers should clearly define what counts as “reporting to work” in remote settings (e.g., logging into systems, checking in via Zoom, or being on standby).

Create clear protocols for remote schedules and technical disruptions to avoid ambiguity -and potential liability.

What About Weather Closures or Emergencies?

Many state laws include exceptions for:

• Acts of God (e.g., severe weather, floods, natural disasters)
• Employers who made a good faith effort to notify employees ahead of time
• Employees who already met guaranteed weekly hours through a wage agreement

It is critical that employers clearly communicate closures or schedule changes and document their efforts to inform staff- remote and on-site alike.

For Employers: How to Prepare

If you manage a team or run a business, here’s what you can do to stay compliant and prepared:

• Know the laws in the states where you operate.
• Update employee contact info regularly.
• Set clear definitions for reporting time in both on-site and remote contexts.
• Have a reliable system for communicating closures or schedule changes.
• Train payroll staff to distinguish between regular pay and reporting pay.
• Review any wage agreements or union contracts for minimum hour guarantees.

While federal law keeps things relatively simple by only requiring pay for time actually worked, many states take a more protective stance—mandating minimum pay for employees who report for a shift, even if no work is available. This includes remote workers who log in but are not provided tasks. Employers must stay alert to the laws in each state where they operate, especially during weather disruptions or unexpected closures. By maintaining clear communication, updating policies, and training payroll staff, businesses can stay compliant and foster trust with their teams—even when the unexpected hits.

On April 2, 2025, USCIS released an updated Form I-9, introducing minor terminology changes:

• “Noncitizen” is now “alien”
• “Gender” is now “sex”
• The form now shows a 1/20/25 edition date

Instructions and DHS Privacy Notice were also updated, with changes reflected in E-Verify and E-Verify+ starting April 3, 2025.

Use of the new form is optional. Employers may continue using the 8/1/23 versions, which remain valid until 2026 or 2027. However, those using E-Verify should be aware of the updated terminology when matching employee information. Updated Form I-9.

CLIENT ALERT:

New Hampshire Adopts Workplace Accommodations for Nursing Mothers

• Effective Date: New Hampshire’s new law begins July 1, 2025.
• Break Entitlement: Nursing mothers are guaranteed a 30-minute unpaid break every three hours to express breast milk.
• Alignment with Federal PUMP Act (2022):
  • Requires reasonable break times and clean, private spaces (not bathrooms) for expressing milk for one year after childbirth.
  • Employers in New Hampshire must comply with both state and federal regulations.
• Employer Applicability:
  • Applies to employers with at least six employees in New Hampshire.
  • Employers must adopt and provide lactation accommodation policies to employees upon hire.
• Employee Requirements:
  • Employees must give at least two weeks’ notice before requesting breaks and lactation spaces.
  • Breaks can align with existing meal or rest periods.
• Space Requirements:
  • Must be clean, shielded from view, and free from intrusion.
  • Cannot be a bathroom and should be within a reasonable walking distance unless otherwise agreed.
• Flexibility and Negotiation:
  • Employers and employees can negotiate alternative break arrangements.
  • Employees are not required to make up time for break periods.
• Exemptions for Employers:
  • Applies only if accommodating breaks or providing space causes “undue hardship.”
  • Defined by significant difficulty or expense relative to the employer’s size, resources, and operations.
• Action for Employers:
  • Review obligations under both the federal PUMP Act and New Hampshire’s new law.
  • Implement compliant policies and ensure proper accommodations are in place.