Mental health—your mental and emotional well-being—can change over time due to factors like workload, stress, and work-life balance. Observed every May, Mental Health Awareness Month is a time to join together to fight stigma and provide support for people with mental illness and their families.

Mental illnesses are some of the most common health conditions in the United States.

• More than 50% of the population will be diagnosed with a mental illness at some point
• 1 in 5 will experience a mental illness in a given year
• 1 in 25 lives with a serious mental illness (e.g., schizophrenia, bipolar disorder or major depression)

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If you hear the word “intern” and think of a young person who can fetch the coffee and make copies, you’re not alone. But internships have evolved into more valuable roles, and well-designed internship programs can become an important part of your recruiting strategy and corporate image.

Internships are opportunities for undergraduate students, recent graduates, and graduate students to learn from on-the-job training and to experience work in their chosen field. What distinguishes an internship from a part-time job is that an internship’s purpose is to provide an educational experience for the intern, whereas a part-time job does not promise any educational value beyond necessary job training.

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The U.S. Bureau of Labor Statistics (BLS) recently released its March Job Openings and Labor Turnover Summary. Notably, the number of quits increased to around 4,536,000 in March, up from approximately 4,384,000 in February. The BLS defines a quit as a “voluntary separation initiated by the employee.” March’s quits rate rose to 3%, setting a new record high. Additionally, employment openings exceeded the level of available workers by 5.6 million.

The March report includes a relatively unchanged quit rate, despite the increase in total quits. Although, increases were noticed in the professional and business services and construction industries. Quits also rose slightly in the Southern United States but generally remained steady across industries and regions. Lastly, the number of job openings in the United States slightly increased to roughly 11.5 million open positions.

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The Equal Employment Opportunity Commission (EEOC) has issued FAQ guidance about how employers should comply with the Americans with Disabilities Act (ADA) and other federal fair employment laws while also observing workplace safety guidelines during the COVID-19 pandemic. The FAQs were originally released on March 17, 2020, and were most recently updated on March 14, 2022.

In section N of the guidance, the EEOC addresses the definition of “disability” under the ADA and how COVID-19 may or may not fit that definition.

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Cyberattacks are a growing concern for employers across the globe but especially for those in the United States. According to the Identity Theft Resource Center, the number of reported U.S. data breaches rose 68% between 2020 and 2021, increasing to a record-setting 1,862 incidents. Of these breaches, 83% involved sensitive information, such as Social Security numbers.

These breaches targeted various organizations and industries, including those in manufacturing, utility services and finance. Essentially, any business that retains potentially valuable information could be a target; cybercriminals are frequently looking for the personal information of everyday citizens to sell or use to gain access to other systems.

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Businesses of all sizes are currently facing attraction and retention challenges. Successful efforts to win over employees can require an investment of time and carry high costs. Unfortunately, small businesses often don’t have an excess of resources to invest in attraction and retention efforts in today’s worker-friendly labor market.

In what’s been labeled as the “great resignation,” an increasing number of employees are leaving jobs not only for better compensation and benefits but also to prioritize desires such as flexible work arrangements or career development opportunities. Losing an employee is particularly costly for small businesses, impacting both attraction and retention. Along with costs associated with recruiting, hiring and training a replacement, the employee that left was likely a key contributor in the smaller environment, potentially leading to a significant impact on the operations and culture of a workplace.

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