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Webinar managing highly sensitive employee information
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Transcript of Webinar managing highly sensitive employee information
Managing Sensi*ve Employee Informa*on
Bri6any Cullison, PHR
What to expect
• Types of sensi*ve informa*on and when we commonly encounter it • Confiden*ality and informa*on management best prac*ces
No*ce
• I’m not an a6orney • This is not legal advice, nor should the presenta*on be subs*tuted for experienced legal counsel.
POLL QUESTION
Medical and Health Informa*on
• Medical and health informa*on comes in many forms: • Doctor’s notes with men*on of diagnosis • Worker’s Compensa*on informa*on • ADA reasonable accommoda*on requests or ADA covered informa*on
• FMLA requests or documenta*on • HIPAA covered informa*on*
ADA
• Protects qualified individuals with disabili*es • Has a physical or mental condi*on that substan*ally limits one or more major life ac*vi*es
• Has a record of such an impairment • Is regarded as having such an impairment
• Requires employer to make reasonable accommoda*ons UNLESS doing so would impose undue hardship
FMLA
• Leave permi6ed for: • Birth, adop*on, foster care • Employee’s own medical condi*on • Immediate family member’s medical condi*on • To handle qualifying exigencies • Care for family member injured in ac*ve military • service
FMLA
• Leave permi6ed for • Birth, adop*on, foster care • Employee’s own medical condi*on • Immediate family member’s medical condi*on • Care for family member injured in ac*ve military service
HIPAA
• Provides rights and protec*ons for pa*ents, along with par*cipants and beneficiaries in group health plans
• Prohibits release of PHI without consent
• Typically only applies to self-‐insured
Medical and Health Informa*on
• You receive medical informa*on from an employee— • Evaluate the informa*on • Ask follow up ques*ons, if necessary • Determine next steps • Keep confiden*ality in mind throughout the process
• Document
Medical and Health Informa*on
Confiden*ality best prac*ces with medical informa*on • Medical informa*on in separate, confiden*al file • Medical informa*on released on a need-‐to-‐know basis: • Supervisors or managers that need to be aware of
accommoda*ons • Safety personnel • State Worker’s Comp office • Insurance purposes
Inves*ga*ons
• Inves*ga*ons can be for a variety of reasons, including: • Discrimina*on or harassment claims • Violence in the workplace reports • Other policy or procedural viola*on
Inves*ga*on Best Prac*ces
• Receiving the complaint/report • Get wri6en, signed statements when possible • Ask for witnesses or suppor*ng documents • Clarify that retalia*on is not tolerated
Inves*ga*on Best Prac*ces
• Prepara*on • Review informa*on sources • Determine who needs to be interviewed • Determine ques*ons • Evaluate if interim ac*on is necessary
Inves*ga*on Best Prac*ces
• Conduc*ng the Inves*ga*on • Keep thorough documenta*on • Introduc*on • Listen • Talk to everyone with relevant informa*on
Inves*ga*on Best Prac*ces
• Inves*ga*on Wrap up • Review the gathered informa*on • Make determina*on and develop ac*on plan • Communicate decision • Prepare report
Inves*ga*on Best Prac*ces
• Inves*ga*ons should be: • Prompt • Complete • Consistent • Objec*ve • Credible • and handled with confiden*ality best prac*ces!
Employee Discipline/Termina*on
• Use discre*on when preparing for or conduc*ng disciplinary/termina*on mee*ngs • Informa*on shared on a need-‐to-‐know basis • Mee*ngs held with privacy and security in mind
Employee Personal Informa*on
• HR and administra*ve offices encounter personal informa*on on employees in many different forms: • I-‐9 Documenta*on • New Hire paperwork containing personal data • Direct Deposit • Payroll files • Includes customer informa*on as well • ID thea preven*on is cri*cal!
POLL QUESTION
ID Thea Preven*on
• Evaluate informa*on security and disposal • How easy is it for someone to access your office during business hours?
• How long documents stay at the printer before some one retrieves them?
• Are documents that contain personal informa*on lea out una6ended?
• Are computer screens being locked every *me someone leaves there desk?
ID Thea Preven*on
• Are cabinets and drawers being locked? • Are emails that contain personal informa*on being sent securely?
• Are documents properly shredded when no longer needed?
• Who in the office has access to sensi*ve informa*on?
ID Thea Preven*on
• Develop a protec*on plan • Conduct a “walk through” • Iden*fy poten*al risks • Create easy to follow guidelines and procedures • Educate your employees • The importance of protec*ng personal informa*on.
• Measure that the company will take to began this process.
• How the process will be enforced.
ID Thea Preven*on
• Have a Breach Plan • No*fy employee, law enforcement and possibly FTC
• No*fy credit bureaus • Conduct internal inves*ga*on • Take steps to minimize or prevent addi*onal loss
Company Informa*on
• Employees will oaen come to HR or Managers with ques*on of upcoming changes • Be very careful of what you pass to employees
Employee Files
• Do you maintain a separate employee file for confiden*al informa*on? • Medical records • Pre-‐employment medical exam and/or drug screen results • Applica*on for Employee Assistance Program • Any Private Health Informa*on (PHI) as defined by HIPAA • Any medical records with personally iden*fiable informa*on
(FMLA requests forms if the employee has disclosed the nature of his/her illness)
• Return to work releases • Workers compensa*on records including First Report of Injury
Employee Files
• Inves*ga*on Records • Discrimina*on or harassment complaints, including inves*ga*on
reports • Legal case informa*on • Complaints of conduct/policy viola*ons, including inves*ga*on notes
and/ or reports
• Security Clearance and Inves*ga*on Records • Background check results, including any arrest and/or convic*on
records and reports of criminal history • Personal credit history
Employee File Best Prac*ces
• All personnel data should be maintained securely • Have a locked file cabinet • Manager access only for normal file • Upper level manager/HR access for confiden*al file
General guidelines
• Employee informa*on should always be treated as sensi*ve informa*on • Use the “need-‐to-‐know” rule when other guidelines are absent • Keep company confiden*ality policies in mind • The best approach is the ethical approach