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.

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.

No company is immune to financial hardships. Economic downturns, unexpected crises like the COVID-19 pandemic, or shifts in industry demand can force employers to make tough decisions about their workforce. Two common cost-saving strategies are furloughs and layoffs—but while they may seem similar, they have significantly different implications for employees and businesses alike.

Before finding yourself in a position where such decisions must be made, it’s crucial to understand these differences to make informed and compassionate choices.

Advantages and Disadvantages of Each Option  

Handling Furloughs vs. Layoffs Effectively

Best Practices for Managing a Furlough

• Supporting Employees in Planning Ahead: Provide a realistic timeline if possible.
• Clarify Employment Restrictions: Ensure employees know they cannot perform any work while furloughed.
• Restrict System Access: Temporarily disable work accounts to prevent accidental violations of labor laws.

Furlough regulations vary by state, so it’s essential to consult with your company’s legal counsel to ensure compliance with relevant laws. Additionally, while both exempt and non-exempt employees can be furloughed, the process differs based on their classification.

Understanding Furloughs for Hourly and Salaried Employees

Hourly (Non-Exempt) Employees: Employers can reduce hours or implement a zero-hour schedule without terminating employment. This was commonly used during the pandemic to retain staff without layoffs.

Salaried (Exempt) Employees: Instead of reducing hours, employers may temporarily cut pay or enforce a full furlough. These employees cannot legally perform any work, even small tasks like emails, without requiring full-day compensation.

Furloughs help businesses manage costs while retaining employees, but they must follow legal guidelines for each worker type.

Best Practices for Managing Layoffs

• Understand Legal Requirements: Review laws like the WARN Act and state-specific regulations.
• Offer Severance if Possible: While not required, severance can ease employees’ transitions.
• Communicate with Sensitivity: Be transparent about why layoffs are happening and provide resources for affected employees.
• Support Remaining Employees: Address concerns, maintain morale, and outline a recovery plan.

Final Thoughts

Both furloughs and layoffs can be difficult decisions, but when managed thoughtfully, they can minimize long-term damage to both employees and the organization. Whether you’re an HR leader or an executive making these tough calls, clear communication, legal compliance, and a commitment to employee well-being are key to navigating workforce changes effectively.

Employee detachment is on the rise. Many are holding on by a thread, disengaged from their work yet hesitant to leave. Gallup researchers have dubbed this phenomenon the Great Detachment, and as HR professionals and leaders, you’ve likely witnessed its impact firsthand.

A disengaged workforce doesn’t just affect morale—it erodes productivity, innovation, and ultimately, retention. 79% of employees report feeling work detachment. 56% of employees who reported often feeling lonely at work also say their productivity is negatively impacted by this loneliness. So, how can organizations break the cycle? Here are eight critical steps to reconnect and re-engage employees before detachment turns into departure.

• Check In—And Really Listen

Engagement begins with conversation. Frequent, meaningful check-ins help leaders understand why employees feel detached and what support they need to feel connected. Try asking:

• • How are you really doing?
  • On a scale of 1-10, how’s your work experience right now?
  • How can I best support you today?

By fostering transparent, empathetic communication, leaders create a culture where employees feel valued and heard.

• Build a Listening Strategy

One-off check-ins aren’t enough. Companies need a structured approach to consistently gather and act on employee feedback.

• • Use surveys to assess engagement levels and trends.
  • Publicly share results and outline action plans based on feedback.
  • Equip managers with tools to conduct regular pulse checks.

Listening isn’t just about collecting data—it’s about acting on it to make meaningful change and connection.

• Invest in Growth and Development

Employees stay engaged when they see a future within the organization. A clear career development path, paired with ongoing training, mentorship, and skill-building opportunities, keeps employees motivated and invested in their roles. Once again, this step helps employees feel connected. 

• Recognize and Appreciate Contributions

A staggering 78% of employees report that recognition impacts their motivation at work, yet only 22% feel they receive enough. Simple, genuine appreciation—from a quick thank-you to public acknowledgment—goes a long way in boosting connection and morale.

• Celebrate the Whole Employee

People aren’t just employees; they’re individuals with lives outside of work. Celebrate personal milestones—whether it’s running a marathon, buying a home, or welcoming a new family member. This reinforces that employees are valued not just for their work but for who they are and makes them feel connected.

• Clarify Priorities and Purpose

Disengagement often stems from a lack of clarity. Employees need to see how their work contributes to the bigger picture. Help them connect the dots.

• Empower Managers to Lead Engagement

Managers play a critical role in engagement and connection, yet many are expected to lead without proper support. Invest in their development by providing training, resources, and authority to drive team engagement effectively.

• Ensure Fair Compensation and Work-Life Balance

Money isn’t everything—but it matters. To feel reconnected to work, employees want:

• • Better work-life balance and flexibility (47%)
  • Increased pay and benefits (45%)
  • Clearer communication from leadership (44%)
  • More recognition (34%)

Fair compensation and reasonable workloads lay the foundation for a motivated workforce.

Breaking Free from the Great Detachment

Workplace detachment is a real and pressing challenge. But organizations that take proactive steps to engage employees—through meaningful check-ins, recognition, career development, and fair compensation—will not only retain talent but create a thriving, committed workforce. The best way to counter detachment is by fostering meaningful connections-between employees and their colleagues, their managers, their career paths, recognition, work-life balance, and compensation.

The time to act is now. Engagement isn’t just a nice-to-have; it’s the key to long-term business success.

Reach out to us at HR Synergy with Questions.

PFML Compliance Requirements for Massachusetts Employers

All Massachusetts employers, including those with private or self-insured benefits plans, must provide specific information to their employees in compliance with the Paid Family and Medical Leave (PFML) law.

Poster Requirement

2025 PFML mandatory workplace poster

• All Massachusetts employers must display a PFML workplace poster in a visible location.
• The poster must be available in English and any language spoken by five or more employees.

Employee and Self-Employed Notices

• For 25 or more covered individuals:
  • Employers must distribute a notice informing employees and self-employed individuals of their PFML rights and obligations.
  • 2025 Employer Notice for a workforce with 25 or more covered individuals
• For fewer than 25 covered individuals:
  • A similar notice must be provided with relevant obligations.
  • 2025 Employer Notice for a workforce with fewer than 25 covered individuals
• For self-employed individuals:
  • Employers must provide notices for self-employed individuals, categorized by workforce size (more or fewer than 25).
  • 2025 Notice to Self Employed Individuals from Employers with More Than 25 Covered Individuals
  • 2025 Notice to Self Employed Individuals from Employers with fewer than 25 Covered Individuals
• Notices must be available in English and other applicable languages, with DFML providing translations in 12 languages.

Rate Sheets

• Employers must submit PFML contributions for all employees.
• Contribution rates apply for 2025.

2025 Rate sheet for employers with 25 or more covered individuals

2025 Rate sheet for employers with less than 25 covered individuals

U.S. Immigration and Customs Enforcement (ICE) conducts workplace visits as part of its efforts to enforce immigration laws, specifically targeting businesses that may be employing undocumented workers. These visits are often part of worksite enforcement operations, where ICE officers check employee documentation and compliance with immigration laws. 

Recent workplace enforcement actions have been particularly heightened as part of broader immigration enforcement priorities.

Workplace visits can involve:

• Investigations into Unlawful Employment: ICE may check whether companies are hiring individuals who do not have the legal right to work in the United States. This can lead to audits or investigations of company hiring practices and employee records.
• I-9 Audits: ICE regularly conducts audits of the Form I-9 (Employment Eligibility Verification) documents, which all U.S. employers are required to keep on file for each employee. These audits ensure the company is hiring legally authorized workers.
• Detaining and Removing Unauthorized Workers: If workers are found to be undocumented or without proper authorization, ICE may detain them for deportation or other legal processes.
• Deterrence of Employment Violations: These visits also act as a deterrent to employers who may consider hiring undocumented workers. ICE’s presence serves as a reminder of the legal risks involved.

Now is a good time to conduct an internal audit of your employees’ I-9s to ensure that they are in order in case you are subject to an ICE audit. 

• Confirm you have an I-9 for every active employee at your organization, as well as inactive employees for three (3) years after their date of hire or one (1) year after termination, whichever is later.
• Any corrections must be made in the acceptable manner as stated by ICE.
• If you retain copies of your employee’s documents, you should have copies for all employees, although retaining copies is not required.

For additional information or guidance, please give us a call at (603) 261 – 2402 or send us an email at info@hrsynergyllc.com.

What To Do To Prepare For an Immigration (ICE) Workplace Visit Checklist

In 2025, compensation trends will continue evolving with a focus on pay transparency, stable but slightly lower salary increases, and a growing emphasis on skills-based pay.

• Moderating Pay Increases: While pay raises remain a key tool for attracting and retaining talent, the rapid wage growth seen in previous years is slowing. Employers plan to increase salary budgets by around 3.7% on average, slightly lower than in 2024. Merit increases are expected to remain steady at 3.3%.
• Pay Transparency & Fairness: With new pay transparency laws in several U.S. states, companies must disclose salary ranges and address pay inequities. Employees increasingly demand clarity on compensation, and perceptions of pay fairness are becoming a key workplace issue.
• Skills-Based Pay: Employers are shifting from role-based to skills-based pay, particularly in high-demand fields like AI and data science. Companies are prioritizing measurable skills over job titles to ensure a strong return on investment.

While compensation trends remain stable, external factors like economic shifts and labor market conditions could lead to adjustments throughout the year.

Read more from our COMPENSATION SERIES:

Is Your Compensation Package Marketable?

The Paycheck Playbook: Key Compensation Trends Shaping 2025

Cracking the Compensation Code: How HR Synergy Can Help

Read more from our previous series -THE EMPLOYEE LIFE CYCLE:

Attract Employees 

Recruitment

Onboarding

Retention

Offboarding