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Break Times for Nursing Mothers

Break Times for Nursing Mothers. The Law. Patient Protection and Affordable Care Act included a provision requiring: “reasonable break time for an employee to express breast milk for her nursing child up to 1 year after the child’s birth each time such employee has need to express the milk.”

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Break Times for Nursing Mothers

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  1. Break Times for Nursing Mothers

  2. The Law Patient Protection and Affordable Care Act included a provision requiring: • “reasonable break time for an employee to express breast milk for her nursing child up to 1 year after the child’s birth each time such employee has need to express the milk.” • “a place, other than a bathroom, that is shielded from view and free from intrusion from coworkers and the public,...”

  3. Department of Labor Fact Sheet DOL Fact Sheet released on July 20 clarifies: • Only non-exempt employees are entitled to breaks • If an employee is otherwise entitled to compensated break time, if she uses that time to express milk, it remains compensated break time Future guidance expected on what is “reasonable time,” “appropriate space,” etc.

  4. What this means for Duke • Duke provides lactation rooms for faculty and staff to support women balancing their return to work with their needs as mothers of young children. • Each room offers a clean, secure, and user-friendly environment for women who need to express breast milk during their work shift.

  5. Lactation Room Sites • Perkins Library Employee Lounge • Duke Clinic - Room 5007 • Duke Hospital - Room 5817 • DCRI - Room 4107A • DCRI - Room 6015 • Hudson Hall Engineering Annex, Research Drive Room 190 • French Science Family Room - Room 1230 • East Campus Science Building - Room 235 • Levine Science Research Center - Room B305 • Fuqua School of Business - Room E141 • The Durham Center - Room 903 • Smith Warehouse Bay 6, Room 167 Family Room (no pumps provided) • Soon to be added MSRB - Room 0025D (no pumps provided)

  6. Bullying in the Workplace

  7. Workplace Bullying Defined Repeated and unwanted actions by an individual or group intending to intimidate, harass, degrade or offend Abuse or misuse of power Bullying is psychological violence

  8. Workplace Examples of Bullying • Being shouted at or humiliated • Being the target of practical jokes • Blame without justification • Exclusion or social isolation • Physical intimidation • Excessive micro-managing

  9. Examples • Yelling or using profanity • Criticizing a person persistently or constantly • Belittling a person’s opinions • Unwarranted or undeserved punishment • Tampering with an employee’s personal belongings

  10. Examples • Spreading malicious rumors, gossip, or innuendo that is not true • Intimidating a person • Making jokes that are obviously offensive by spoken word or email • Intruding on a person’s privacy by pestering, spying, or stalking

  11. Examples • Blocking potential training and employment • Undermining or deliberately impeding a person’s work • Removing areas of responsibility without cause • Withholding necessary information or purposefully giving the wrong information

  12. Examples • Underwork, creating a feeling of uselessness • Assigning unreasonable duties or workload which are unfavorable to one person (creating unnecessary pressure) • Constantly changing work guidelines • Establishing impossible deadlines that will set up the individual to fail

  13. The Effect of Bullying • Absenteeism • Decreased productivity • Manifestation of illness • High turnover • Increased accidents on the job • Violence

  14. Employee • Recognize that you are being bullied • Realizing that you are not the source of the problem Action Steps • Keep a diary • Keep copies of the behavior of concerns • Ask for help

  15. What Can Managers & Supervisors Do? • Create and enforce a zero tolerance policy • Address the bullying behavior ASAP • Model effective professional behavior • Use Facilitation, Mediation or design a Group Intervention/Team Building • Train managers and supervisors in how to deal with complaints and potential situations. • Encourage open door policies • Conduct climate assessments for feedback on the work environment

  16. If you are the bully…stop…seek help

  17. Local Resources • Manager/Department Leadership • Staff and Labor Relations 684-5557/684-2808 • PAS/EAP 416-1727 • Office for Institutional Equity 684-8222 • Learning and Organizational Development • 613-7600 • Duke Police 684-2444

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