The Problem. An increasing number of organizations are experiencing concerns from employees regarding work-life balance. Organizations that have chosen to implement formal flexible work arrangements (FWAs) have experienced reluctance from their employees to participate. COVID-19 has forced the hand further toward FWAs, and created additional work life balance concerns. The Solution. FWAs present an opportunity for organizations to address work-life balance concerns, especially amid the black swan event of COVID-19. Implementing FWAs provides opportunity for organizations to reduce turnover and facilitate employee development through work life balance programs. The Stakeholders. The informal processes of FWAs should receive due attention by HRD practitioners and scholars alike.

This article will discuss the unique complexities associated with whistleblower laws and programs in the United States. It will focus on discussion of the myriad of current federal and state laws created because of concern over risks in this area. The goal of this article is to compare state and federal legislation, for the purpose of identifying the states that offer the best protection to whistleblowers as well as identifying any states that offer better protection to whistleblowers than federal law currently provides.

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As the Family Medical Review Act (FMLA) approaches its 20th year, employers continue to face a costly and burdensome policy that often yields confusing outcomes in the courtroom. For example, in disagreement with the Department of Labor's understanding of FMLA, the courts have determined that a period of unemployment may sometimes be ignored when determining eligibility. Likewise, in certain situations, time spent at a previous and different employer may also count toward FMLA eligibility. With 52% of employees using FMLA and the cost of defense amounting to $80,000 per claim, employers will greatly benefit from developing an FMLA strategy, possibly to include punishment.

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