Yom Kippur: A Time for Reflection, Renewal, and Respect in the Workplace

Yom Kippur—known as the Day of Atonement—is one of the most sacred days in the Jewish calendar. In 2025, it begins at sundown on Sunday, October 5, and ends at nightfall on Monday, October 6. For many Jewish people, this 25-hour period is dedicated to fasting, prayer, and deep reflection. It’s a solemn and profoundly meaningful holiday, centered on making amends, seeking forgiveness, and setting intentions for the year ahead.

The Heart of Yom Kippur

Yom Kippur follows Rosh Hashanah, the Jewish New Year, and concludes the “Ten Days of Awe,” a period of introspection and repentance. Observance often includes:

  • Fasting from food and drink for the full 25 hours (unless health conditions require otherwise)
  • Attending synagogue services that include special prayers and rituals, such as the Kol Nidre and the Neilah service
  • Reflecting and making amends—repairing relationships and focusing on spiritual renewal

The day’s message is universal: acknowledging where we’ve fallen short, taking responsibility, and making changes that better align our actions with our values.

Supporting Yom Kippur Observance in the Workplace

Even if your organization doesn’t officially close for Yom Kippur, there are respectful ways to recognize and support employees who observe:

  • Offer Flexibility – Allow time off without unnecessary hurdles. Many employees may request to leave early before sundown or take the day off entirely.
  • Be Mindful of Scheduling – Avoid scheduling key meetings, deadlines, or events during Yom Kippur.
  • Understand the Impact of Fasting – Those fasting may have lower physical energy or prefer to avoid food-centered gatherings during this period.
  • Respect the Day’s Focus – Yom Kippur is a solemn time. A simple “Have an easy fast” or “G’mar Chatima Tova” (“May you be sealed in the Book of Life”) can be a thoughtful acknowledgment.

Bringing the Spirit of Yom Kippur to Organizational Culture

While Yom Kippur is a religious observance, its themes—reflection, responsibility, and renewal—offer valuable lessons for any workplace:

  • Reflect – Regularly assess policies, practices, and team dynamics to ensure they align with your organization’s mission and values.
  • Repair – Address conflicts directly, offer timely feedback, and rebuild trust where it’s been strained.
  • Renew – Start fresh with clearer goals, stronger collaboration, and a shared commitment to improvement.

Final Thought

Acknowledging Yom Kippur in the workplace is about more than honoring a holiday—it’s about respecting the diverse traditions that shape our colleagues’ lives and finding ways to make our workplaces more inclusive.

When we give space for observance and reflection, we strengthen not just our relationships with individuals, but the health and resilience of the organization as a whole.

Ticket to Ride…or Not?

Client: I have a problem. One of my employees was hired for a role that requires travel, but now they’re refusing to do it. How do I handle this?

Consultant: That’s a tough one. Travel was part of the job description, so refusing to do it means they aren’t fulfilling their role. The first step is to understand why they’re refusing—sometimes there’s a personal or medical reason behind it, other times it’s just reluctance.

Client: So, I should just ask them why they don’t want to travel?

Consultant: Exactly. Start with curiosity, not confrontation.

You might say:
“I understand you’re hesitant about the travel requirements. Can you share what’s making this difficult? Let’s talk about it.”

This gives them space to explain whether it’s a temporary issue, like childcare, or something more permanent, like fear of flying.

Client: What if it’s a personal preference—they just don’t want to travel anymore?

Consultant: Then it’s time to be clear: this is a fundamental part of the role, and choosing not to travel isn’t optional.

You could say:
“When you accepted this position, travel was an essential function of the role. While I understand your concerns, fulfilling that requirement is part of your job expectations. If you feel unable to meet that requirement, we need to discuss what that means moving forward.”

This makes it clear that they can’t pick and choose the parts of the job they want to do.

Client: What if they say it’s a medical or family reason?

Consultant: That’s where the ADA or other accommodation processes may come into play. If it’s medical, you’re required to go through the interactive process to see if accommodations can be made. That might mean reducing travel temporarily, providing alternatives (like virtual meetings), or adjusting how travel is scheduled.

You might say:
“If this is related to a medical or family need, let’s work together to explore possible accommodations. We’ll need documentation so we can understand what adjustments may be required.”

Client: And if no accommodation applies, but they still won’t travel?

Consultant: At that point, it’s a performance issue. You’ll need to address it the same way you would with someone refusing any other key duty.

Try:
“I need to be clear—travel is a requirement of this job. If you’re unwilling to meet that expectation, we’ll need to explore other options, which may include disciplinary steps.”

This sets the boundary while giving them a final chance to correct course.

Client: What if there aren’t any other roles for them here?

Consultant: Then it may ultimately lead to separation. Not every employee is a fit forever, especially when job requirements can’t be negotiated. Document the conversations, follow your policy, and be consistent.

Client: So, the key is to ask why, consider accommodations if appropriate, and then hold them accountable if it’s just refusal?

Consultant: Exactly. Show empathy by exploring the ‘why,’ and show fairness by considering accommodations. And if it comes down to flat-out refusal with no legitimate reason, you move into accountability. That way, you’ve balanced compassion with the needs of the organization.

And remember—if you need support navigating the interactive process or structuring the accountability steps, we’re here to help.

Welcoming a Sweet New Year

Rosh Hashanah in the Workplace

Starts at sundown Friday, September 26 – Ends Sunday, September 28

Rosh Hashanah, the Jewish New Year, is a time of reflection, hope, and fresh beginnings. It marks the start of the High Holy Days and offers an opportunity for all of us—regardless of background—to pause, look back on the year behind us, and look ahead with intention.

The holiday begins at sundown on Friday, September 26, and concludes at nightfall on Sunday, September 28. In Jewish tradition, days start in the evening, which means those observing may need to leave work early on Friday to prepare for family gatherings or religious services.

Rosh Hashanah is both solemn and joyful—an invitation to consider how we’ve shown up in the world and how we can make the year ahead even better.

Common traditions include:

  • Blowing of the Shofar – A ram’s horn sounded during synagogue services to inspire reflection and renewal.
  • Eating Apples and Honey – A wish for a sweet year ahead.
  • Round Challah Bread – Symbolizing the cycle of life and the continuity of the year.
  • Tashlich – A symbolic “casting away” of past mistakes by tossing crumbs or small pebbles into flowing water.

These customs remind us that starting fresh is always possible and that small, intentional actions can shape an entire year.

Bringing Rosh Hashanah Spirit to the Workplace

While religious observance is personal, organizations can acknowledge Rosh Hashanah in ways that foster inclusion and community spirit.

Here are a few ideas:

  • Share a warm greeting: “Shanah Tovah” (sha-NAH toe-VAH) means “a good year.”
  • Be mindful of scheduling: Avoid late-afternoon meetings on Friday and be flexible with deadlines.
  • Offer a sweet gesture: Provide apples and honey in the breakroom with a small note about the tradition.
  • Create a reflection moment: Invite employees to share one work habit they want to start, stop, or strengthen in the year ahead—participation always optional.

Recognizing holidays like Rosh Hashanah is more than a calendar note—it’s a way to show respect, build trust, and create a workplace culture where everyone feels valued. For Jewish employees, acknowledgment can make the difference between feeling invisible and feeling truly seen. For others, it’s a chance to learn about a tradition that carries universal themes of growth and renewal.

 As the shofar sounds and apples meet honey, we are reminded that the sweetness of the year ahead comes from the connections we build, the respect we show, and the intentions we set. To all who celebrate—Shanah Tovah! May the coming year bring health, purpose, and joy.

Breaking the News Without Breaking the Team

Client: I need to announce upcoming layoffs due to financial strain, and I’m worried about damaging morale. How do I communicate this in a way that’s compassionate but still honest?

Consultant: This is one of the most difficult conversations a leader can have. The key is to be clear, transparent, and humane—while avoiding unnecessary details that can spark rumors or panic. Employees should hear the news directly from you, not through the grapevine, and they should understand both the ‘what’ and the ‘why.’

Client: Should I tell everyone at once, or start with individual conversations?

Consultant: Timing and sequencing matter. If the layoffs affect multiple people, it’s best to tell impacted employees privately first, then address the whole group. This ensures individuals don’t hear about their own layoff in a group setting, which can feel impersonal and disrespectful.

You could say to impacted employees:
“I want to speak with you privately because I have some difficult news. Due to ongoing financial strain, we have to reduce our workforce, and your position is being impacted. This decision is not a reflection of your performance. I want to walk you through what this means and the support we’ll provide during this transition.”

Client: How much detail should I share about the financial situation?

Consultant: Share enough to provide context without overloading employees with numbers or confidential details. The goal is to help them understand this is a business decision, not a personal judgment.

You might say to the group:
“Our organization has been facing significant financial challenges due to [brief reason—declining revenue, loss of a major contract, etc.]. After exhausting other options, we have to make the difficult decision to reduce staff so we can remain viable and continue serving our mission.”

Client: What if employees who are staying feel guilty or fearful?

Consultant: That’s a real risk. Address it head-on. Recognize the emotional impact and outline the plan moving forward.

Try this:
“I know this is hard, and it’s natural to feel a mix of emotions right now. We’ll be supporting those who are leaving, and we’re also committed to supporting those who remain. I want to focus on stability and clarity for the team moving forward.”

Client: How do I make sure people know we care?

Consultant: Show it through action, not just words. For departing employees, offer outplacement resources, job search assistance, or extended benefits where possible. For remaining employees, be present, listen, and communicate regularly.

You can add:
“We value the contributions of every team member. For those leaving, we’ll do our best to provide resources to help with the transition. For those staying, I’m committed to keeping you informed and involved as we navigate the future together.”

Client: What if people get angry or start asking tough questions I can’t answer?

Consultant: Stay calm, acknowledge the emotions, and be honest when you don’t have all the details.

You might say:
“I understand this is upsetting, and I may not have every answer today. I will share updates as soon as I can, and I’m committed to being as transparent as possible.”

Client: So, the key is clarity, compassion, and consistency?

Consultant: Exactly. Communicate early, directly, and with empathy. Make sure people know the decision is about the financial reality, not individual worth. And follow up—how you lead after the announcement will matter just as much as the announcement itself.

And, if you’d like help preparing your talking points or a support plan for both departing and remaining employees, we’re here to help.

Talk Like a Pirate Day

Avast Ye, It’s Talk Like a Pirate Day! HR Lessons from the Seven Cubicles

Every September 19th, we at HR Answers polish our hook hands, dust off our eye patches, and brace ourselves for *Talk Like a Pirate Day* — a completely unnecessary and totally delightful occasion that gives us a perfect excuse to drop “Arrr!” into our strategic planning meetings.

This year, in honor of our 40th anniversary, we’re sailing into the archives of swashbuckling HR tales to bring you:
Five Pirate-Inspired Workplace Lessons (That Actually Make Sense)

1. The Code is More What You’d Call Guidelines.
Translation: Your employee handbook won’t cover everything.
We’re big fans of policies that provide direction without turning managers into parrots reciting procedures. The best handbooks give a strong compass heading, then trust the crew (managers) to navigate stormy waters using good judgment. If you’re overdue for a refresh, consider adding a companion guide. Or better yet, let us help you chart one.

2. Dead Men Tell No Tales… But Documented Conversations Do.
When a conflict arises, it’s tempting to bury the treasure (a.k.a. the issue) and pretend the map was lost. Don’t. Conversations that are timely, documented, and anchored in expectations are worth their weight in doubloons. Remember: coaching first, discipline only when necessary, and never skip the part where you write it down.

3. Walk the Plank? Nah. Offer Feedback First.
Even the saltiest of sea dogs deserves to know where they stand. If you’re about to make a major shift in someone’s role or responsibilities, start with a conversation — not a cannon blast. Feedback, when given with clarity and care, can keep your team from abandoning ship.

4. Keep Yer Hands Off Me Booty (a.k.a. Compensation Strategy)
Fair pay practices aren’t just about the treasure chest. They’re about transparency, internal equity, and meeting legal standards (we see you, Oregon Pay Equity Act). Whether you’re building a pay structure or making individual offers, you need a plan more reliable than a tattered map.

5. X Marks the Spot… But Only If the Job Description is Accurate
You wouldn’t launch a voyage without a map. So why launch a recruitment without a current job description? Outdated or vague descriptions lead to mutiny (read: poor hires, performance issues, and disengaged crew). Review yours at least once a year. Or better yet, let’s co-write one that actually reflects the job and the culture.

We may not have a parrot on our shoulder or a spyglass in the break room (yet), but we do know the secret to keeping your organization afloat: a strong HR foundation, built with heart, humor, and a clear-eyed view of what’s next.

So today, toss on a bandana, raise your mug of cold brew, and give a hearty:
“Here’s to smoother sailing — with HR as your first mate.”

Restroom Respect: Navigating Inclusivity with Confidence

Client: Some of my employees are coming to me with questions about which bathroom an employee who is undergoing a gender transition should use. I want to make sure I respond respectfully and inclusively, without making things more tense. How do I handle this?

Consultant: This is a common concern, and it’s important to handle it with clarity, respect, and a focus on your organization’s values and policies. The goal is to support the transitioning employee while setting a respectful tone for the entire workplace.

Client: Right, but employees are asking me to make a ‘special rule’ or provide separate facilities. What do I say?

Consultant: Keep it policy-based and tied to legal and inclusion standards—not personal opinions. You could say:
“Our policy, in alignment with applicable laws and our commitment to inclusivity, is that employees may use the restroom that corresponds with their gender identity. We expect all staff to respect this and maintain a professional environment.”

This keeps the focus on compliance and respect, rather than individual preferences.

Client: What if someone says they’re uncomfortable?

Consultant: Discomfort isn’t the same as a legitimate workplace need. That said, you can address concerns without infringing on anyone’s rights. You might say:
“If you’re uncomfortable, you’re welcome to use any available single-user restroom or take breaks at different times. What we can’t do is single someone out or limit their access to facilities based on gender identity.”

This offers options without placing the burden on the transitioning employee.

Client: What if employees start gossiping or making comments?

Consultant: That’s a conduct issue, not a restroom policy problem. Address it the same way you would any disrespectful or unprofessional behavior:
“Comments or gossip about a coworker’s personal characteristics are not appropriate in the workplace. We maintain an environment of respect for everyone.”

Client: “What about signage or changes to the facilities?”

Consultant: If you have single-user restrooms, labeling them as “All-Gender” can signal inclusivity. Even without physical changes, communicate clearly:
“Our facilities are available for all employees, and we will continue to ensure privacy and respect for everyone.”

Client: So, the key is to follow policy, set expectations, and address behavior—not the person?

Consultant: Exactly. Treat it as a workplace respect and compliance matter, not a debate. The more confidently and consistently you handle it, the quicker your team will adapt.

And remember, if you need help updating policies or training staff on respectful workplace practices, we’re here to support you.

Celebrating Hispanic Heritage Month

Each year from September 15 to October 15, we celebrate Hispanic Heritage Month—a time to recognize the histories, cultures, and contributions of Americans whose ancestors came from Spain, Mexico, the Caribbean, and Central and South America.

The start date is significant—September 15 marks the anniversary of independence for Costa Rica, El Salvador, Guatemala, Honduras, and Nicaragua. It’s quickly followed by Mexico’s independence on September 16 and Chile’s on September 18. This month-long celebration also includes Día de la Raza on October 12, commemorating the cultural heritage and resilience of Indigenous and Hispanic peoples.

Why it matters in the workplace
Celebrating Hispanic Heritage Month is more than a symbolic gesture—it’s an opportunity to build inclusion, strengthen relationships, and create a workplace culture where every employee feels valued for their identity and experiences. Hispanic Americans have shaped industries, arts, sciences, politics, and our everyday lives in countless ways. Recognizing these contributions affirms the diverse perspectives that make our organizations stronger and more innovative.

Ways to honor Hispanic Heritage Month at work

  • Learn together – Share educational resources, host a lunch-and-learn, or highlight Hispanic and Latino innovators in your field.
  • Celebrate through food, art, and music – Organize events that showcase Hispanic cuisine, visual arts, literature, and performances.
  • Invite voices to the table – Provide opportunities for employees to share their own experiences, stories, and traditions.
  • Support community connections – Partner with local Hispanic organizations, businesses, and cultural centers.

A thoughtful reminder: Celebrating heritage is not about putting people on the spot—it’s about creating spaces where those who want to share can do so, and where everyone has the chance to learn and appreciate the richness of our collective history.

This month let’s commit to making our workplaces not only diverse in who we hire, but also deeply inclusive in how we work together—where cultural heritage is recognized as a source of strength and pride, every single day.

Overtime After the Fact: Now What?

Client: I just found out an employee worked overtime last week, but I didn’t know about it until after payroll was already processed. What do I do?

Consultant: First things first—you have to pay them for the overtime. Even if it wasn’t authorized, once the work is done, wage and hour laws require you to compensate them for it. The real focus now is on addressing the process and preventing it from happening again.

Client: So, I have to pay them even though they didn’t get approval?

Consultant: Yes. You can’t withhold pay for time actually worked. That said, you can treat the unauthorized overtime as a performance issue and address it through coaching or corrective action.

You might say:

“I understand you worked extra hours, and I want to remind you that all overtime must be approved in advance. Going forward, please get approval before working extra so we can plan and manage costs.”

This keeps it clear and professional.

Client: What if they say they had to do it to get their work done?

Consultant: That’s when you dig into the why. Was the workload unreasonable? Was there a last-minute request? Or is this a pattern?

You could respond with:

“If your workload requires overtime to complete, I need you to let me know before staying late so we can prioritize or redistribute tasks. We’ll work together to make sure deadlines are met without unapproved overtime.”

This helps solve the root cause while reinforcing the process.

Client: What if this keeps happening?

Consultant: If it’s a one-off, a reminder may be enough. If it’s recurring, it’s time to escalate.

You might say:

“We’ve discussed overtime approvals before, and I’m still seeing unapproved hours. This needs to change, or we’ll need to take further action.”

Document each conversation so you have a record of the issue.

Client: Should I update my policy to cover this?

Consultant: Absolutely. Your policy should clearly state:

✔ Overtime must be approved in advance

✔ Unauthorized overtime will be paid, but may result in corrective action

✔ Employees must communicate workload concerns before working extra hours

That way, there’s no confusion about expectations.

Client: So, the key is pay now, address the behavior, and fix the process?

Consultant: Exactly. Paying for all hours worked keeps you compliant, and addressing the behavior ensures you’re not in this situation every payroll cycle. Clear policies, open communication, and follow-up are your best tools here.

And if you’d like, we can help you review your overtime policy to make sure it’s both legally sound and operationally practical.

HR’s Influence on Leadership and Organization Success

For decades, HR was seen as an administrative function, responsible for payroll, compliance, and hiring. Today, HR is a key driver of organization success, sustaining everything from organization culture to leadership effectiveness.

The most successful organizations understand that HR isn’t just about policies—it’s about strategy. The best HR professionals don’t just support leadership—they sustain it.

As we celebrate 40 years of HR Answers, we’re exploring how HR professionals can elevate their influence, coach leaders to success, and align people strategy with organization goals.

HR as a Strategic Partner – Not Just a Support Function

Gone are the days when HR’s role was simply to enforce rules and process paperwork. Today, HR is a organization driver, ensuring that people strategy aligns with organization objectives.

What does this mean for HR professionals?

  • HR must understand organization strategy—not just HR best practices.
  • People strategy should be embedded in leadership decisions, not an afterthought.
  • HR should use data to make the case for change—demonstrating how hiring, engagement, and retention impact revenue, productivity, and innovation.
  • HR leaders must have a seat at the table, influencing executive decisions.

Example: Companies that prioritize employee engagement see higher profitability and lower turnover. HR professionals who can connect people strategy to organization outcomes gain credibility as strategic advisors.

The takeaway? If leadership doesn’t see HR as strategic, HR professionals must step up and show their value.

Coaching Leaders: Helping Managers Become Great Leaders

An organization’s success is largely dependent on the strength of its leadership. HR plays a critical role in sustaining leaders—helping them become better communicators, decision-makers, and culture-builders.

How HR can coach leaders effectively:

  • Teach managers how to have meaningful performance conversations.
  • Help executives understand the connection between culture and organization success.
  • Train leaders in emotional intelligence (EQ) to improve decision-making.
  • Encourage a coaching mindset – where leaders develop employees rather than simply manage them.

HR isn’t just about policies—it’s about leadership development. Strong HR teams create stronger, more people-focused leaders.

HR’s Role in Building a People-First Organization Strategy

Organizations don’t succeed because of products or services alone—they succeed because of people. HR leaders who understand this help their organizations grow faster, retain top talent, and foster innovation.

Key ways HR sustains organization success:

  • Ensuring the right people are in the right roles—hiring strategically, not just filling positions.
  • Using workforce analytics to make smarter organization decisions.
  • Helping organizations retain top talent by investing in leadership and culture.
  • Aligning HR initiatives with financial and operational goals.

Example: Studies show that companies with strong HR strategies outperform their competitors in revenue growth, innovation, and employee retention.

The takeaway? HR isn’t just about managing employees—it’s about creating an organization that employees want to stay in and grow with.

The Power of Influence: HR as a Change Leader

One of the most underestimated superpowers of HR is its ability to influence organizational change. Whether it’s driving DEI initiatives, shifting organization culture, or helping leadership navigate change, HR is often the first to recognize when something needs to evolve.

How HR can lead change effectively:

  • Anticipate workplace trends and prepare leadership for shifts in employee expectations.
  • Encourage leadership to embrace adaptability and innovation.
  • Communicate the why behind change to ensure employee buy-in.
  • Help teams navigate transitions smoothly, from mergers to restructures to new ways of working.

HR’s ability to influence leadership determines how well organizations adapt and thrive.

HR’s Role in Shaping Workplace Culture

Culture isn’t defined by a mission statement—it’s defined by how people feel at work every day. HR professionals are the keepers of organization culture, ensuring that leaders, policies, and practices align with organization values.

How HR sustains a strong workplace culture:

  • Hiring for cultural fit and cultural contribution.
  • Holding leaders accountable for maintaining a positive work environment.
  • Building policies that reinforce—not contradict—the organization’s core values.
  • Ensuring employees have a voice in shaping workplace culture.

The best HR professionals don’t just maintain culture—they evolve it to meet the needs of employees and the organization.

HR’s Leadership Playbook for the Future

The role of HR is changing, and the most successful HR professionals will:

  • Move beyond compliance and be strategic organizational partners.
  • Coach leaders to build high performing, engaged teams.
  • Use HR analytics to drive organization decisions.
  • Lead change initiatives that improve workplace culture and retention.
  • Ensure leadership sees HR as a driver of organization success.

The future of HR isn’t about enforcing policies—it’s about sustaining leadership, culture, and long-term organization strategy.

What’s Next?

At HR Answers, we’ve spent 40 years helping HR professionals and organization leaders work together to create successful, people-first organizations. And we’re just getting started.

Join us next month for: 40 Years Forward – HR Answers’ Commitment to the Future—where we’ll discuss how HR Answers is preparing for the future of work, supporting HR leaders, and continuing our mission of shaping better workplaces.

Because when HR leads effectively, organizations thrive.

Helping Without Harm

Client: I have an employee with physical work restrictions from their doctor, but they keep ignoring them because they ‘don’t want to burden the team.’ I appreciate their work ethic, yet I’m worried they’re going to hurt themselves—or make things worse. How do I address this?

Consultant: You’re right to be concerned. Even with good intentions, working beyond medical restrictions can lead to reinjury, liability for the organization, and disruptions for the whole team. The key is to prioritize safety, follow medical guidance, and help the employee see that respecting restrictions is part of being a good teammate.

Client: They say they feel fine and can handle it. Can I just let them keep working?

Consultant: No. Medical restrictions are there for a reason, and allowing them to be ignored puts everyone at risk.

You could say:
“I appreciate that you want to help your coworkers, and part of helping the team is making sure you stay healthy. We need to follow your doctor’s restrictions so you can recover fully and avoid further injury.”

This frames compliance as a team benefit—not a personal limitation.

Client: What if they think I’m just trying to make their job easier?

Consultant: Reinforce that this is about safety, not workload preference. Tie it back to policy and medical guidance.

You might say:
“Your doctor provided these guidelines so you can heal safely. My responsibility is to make sure we follow them. If we need to adjust tasks temporarily, that’s part of supporting both you and the team.”

Client: They’re worried others will think they’re not pulling their weight.

Consultant: That’s common. Help them understand that short-term modifications protect their long-term ability to contribute.

Try this:
“I understand you don’t want to let the team down. Following these restrictions is how you make sure you can keep contributing in the long run. We’ll communicate task changes so the team knows this is temporary and medically necessary.”

Client: What if I see them ignoring the restrictions?

Consultant: Address it immediately—privately and factually.

You might say:
“I noticed you were lifting [X pounds / doing [task]] that’s outside your current medical restrictions. We need to stick to the plan from your doctor to protect you from reinjury. Let’s talk about how to handle this task differently.”

This makes it clear that ignoring restrictions isn’t optional.

Client: What if they keep doing it?

Consultant: At that point, it becomes a compliance and performance issue. You may need to document the conversations and, if necessary, require a follow-up with their healthcare provider to review the restrictions.

You could say:
“We’ve discussed following your medical restrictions, and I’ve noticed repeated instances where they’re not being followed. This is a serious concern for your safety and the organization’s liability. We need to meet again to determine next steps, including whether your doctor should re-evaluate your work plan.”

Client: So, the key is to align with medical guidance, frame restrictions as a team benefit, and address non-compliance quickly?

Consultant: Exactly. Good intentions don’t override medical safety. Helping an employee understand that following restrictions is part of supporting the team—and protecting their own future—keeps everyone safe and productive.

And if you need help creating a modified duty plan or communicating restrictions to your team, we’re here to assist.