East Ventura County Employer Advisory Council

Adams Legal Corner

The Problem With Floating Holidays in California

A “floating holiday” is usually a paid day off that employees may use for any purpose and whenever they choose (sometimes the use period is constrained, but if that period is longer than just a few days, it does not change the legal calculus). Because the employee controls when to use the day, California is likely to treat the floating holiday as vacation time, even if the employer calls it something else. That’s important because vacation in California, unlike a paid holiday, is treated as earned wages. Once earned, the wages cannot be forfeited. That means unused floating holidays need to carry over from year to year until used, and must be paid out when employment ends.

The label for the paid day off is not controlling. Calling the benefit a “floating holiday,” a “personal holiday,” or something similar does not avoid California vacation-pay rules if the benefit functions like vacation. For California employers, the safer approach is usually to avoid floating holidays altogether.

Employers who want to be generous can instead grant additional vacation time and administer it as vacation, or provide true paid holidays tied to specific dates or events. –Adam K. Treiger, True Course Business Law, APC, Vice President of the Board

Great supervisors do not just happen. They are developed

The strength of your workplace culture, employee performance, and everyday productivity largely depends on the quality of your leaders. Despite this, many organizations still make a costly mistake: they promote their highest performers or longest-tenured employees into management roles without equipping them with the tools and support they need to lead effectively.

That is where problems start

New supervisors are often expected to manage people, resolve conflicts, document performance issues, and make legally sound decisions, with little or no real training. Predictably, this leads to inconsistent leadership, low morale, unnecessary turnover, and increased legal risk.

In this practical and engaging webinar, California employment law attorney Ryan M. Haws will guide employers through what supervisors need to know to lead with confidence, enhance team performance, and avoid common management missteps.

Your team of supervisors will learn about:

The management mistakes employers make most often, and the price they pay for them

Smart interviewing practices and the questions supervisors should avoid

How to use a coaching approach to strengthen employee performance

What makes performance evaluations useful, fair, and legally sound

How to handle counseling and discipline effectively

How to draft disciplinary memos with the right tone and wording

Simple ways to create solid documentation without making it a burden

When and how to use probationary periods and performance improvement plans

How to recognize when termination is the right next step

To find out more: Join us Wednesday, June 17th, 2026

Our Speaker is the Dynamic Ryan M. Haws from EmployLaw Group LLP

Program:In-Person Networking / Breakfast: 7:30 a.m. – 8:00 a.m.

Los Robles Greens Banquet Center, 299 Moorpark Rd., Thousand Oaks, CA 91361

Zoom Webinar: 7:50 a.m.

The link will be emailed the evening before the event.

Recorded: All attendees will receive a link to the event recording, valid for 30 days after the event.

Adams Legal Corner

Employers often face situations where the available evidence is imperfect. One example of that is when an employee appears to have reported to work intoxicated. The legal question is usually not whether the employer was unquestionably correct, but whether it acted reasonably based on the information available at the time. Thus, if the employer observes the employee slurring speech, forgetting obvious facts (like the day of the week or a very recent conversation), having impaired coordination, or having difficulty signing the employee’s name, such evidence can support a good-faith conclusion that the employee violated a workplace policy prohibiting intoxication at work, and discipline would be appropriate even without definitive proof (such as a drug or alcohol test result). However, employers should be careful if they have information suggesting that the observed behavior may be caused by a medical condition, medication, or disability. In that situation, the employer may need to pause and consider its obligations under applicable disability accommodation and leave laws before deciding on discipline. –Adam K. Treiger, True Course Business Law, APC, Vice President of the Board

If you want to learn more and ask Adam Questions in person, come to our Next EAC presentation on Wednesday, June 17, 2026 where you can meet him in person.

Join Us for Our Next EAC Webinar: Workers’ Compensation Essentials for Employers & HR Professionals.

We invite you to join us for our upcoming East Ventura County Employer Advisory Council (EAC) program featuring workers’ compensation expert Brian D. Watnick of the Law Offices of Brian D. Watnick & Associates, Inc..

This informative and practical session is designed to help employers, HR professionals, managers, and business leaders better understand the ever-changing world of Workers’ Compensation and how it impacts the workplace.

Brian brings decades of experience representing employers, insurance carriers, school districts, temporary agencies, and governmental entities in Workers’ Compensation litigation. His presentation will break down complex topics into real-world guidance employers can actually use.

📅 Date: Tuesday May 19, 2026

🕢 In-Person Networking & Breakfast: 7:30 a.m. – 8:00 a.m.

💻 Zoom Webinar Opens: 7:50 a.m.

🕗 Program Time: 8:00 a.m. – 9:00 a.m.

📍 In-Person Location:

Los Robles Greens Banquet Center

💻 Virtual Option Available via Zoom

The Zoom link will be emailed to registered attendees the evening before the event.

get your tickets here: https://eastventuraeac.org/events/everything_you_wanted_to_know_about_workers_compensation/ -slctr-tbl-3071

🎥 Bonus:

All attendees will receive access to the event recording for 30 days following the program.

Topics will include:

• The history and evolution of Workers’ Compensation

• Eligibility requirements and compensable injuries

• Common exclusions and employer responsibilities

• How HR professionals can help manage claims effectively

• Benefits and compensation overview

• Cost-reduction strategies for employers

• Self-insurance considerations

• Labor Code 132a

• Serious & Willful Misconduct

• Settlement strategies

• Uninsured employer risks

• Live Q&A

Whether you are new to Workers’ Compensation or looking for practical ways to reduce risk and improve claim management, this is a session you will not want to miss.

Adams Law Corner

Employers of all sizes should have a written AI policy. Even small businesses are using AI, even if they do not know they are, through chat tools, scheduling software, applicant screening platforms, productivity tools, customer service systems, and vendor products. Without a clear policy, employers increase the risk of inconsistent practices, confidentiality problems, discrimination issues, and avoidable liability.

At a minimum, an employer’s AI policy should address: (i) what AI tools are approved; (ii) what business uses are allowed; (iii) what data cannot be entered, including personally identifiable information and trade secrets; (iv) when human review is required; (v) when AI is prohibited for employment decisions, to help prevent discrimination; (vi) how accommodations are handled when use of AI creates disadvantages due to disability, such as when AI monitoring software flags an employee as low performing when the real issue is a disability, or when an applicant is screened out based on an answer tied to a disability that could be reasonably accommodated; (vii) what records are kept, along with a statement that employees have no reasonable expectation of privacy in connection with company AI use; (viii) how vendors are vetted for their own use of AI, which may create downstream liability for the company; and (ix) who is responsible for compliance.

A practical AI policy does not need to be overly technical or overly long. It just needs to set clear rules so the company can use AI thoughtfully, protect confidential information, reduce employment risk, and create accountability before problems arise.

--Adam K. Treiger, Esq., Vice-President of the Board of the East Ventura County Employers Advisory Counsel

Excited to have Bukky Osifeso with AG HR Consulting speak to us about The Culture of Feedback.

In high-performing, people-first cultures, feedback isn’t an occasional exchange—it’s a continuous loop of clarity, care, and accountability. Together, we’ll reframe feedback as a shared act of respect—an opportunity to align, evolve, and strengthen trust across every level of the organization.

☕ HR Tea with Tarsha
The Leadership Gap No One Talks About

There’s something I see often in my consulting work, and it doesn’t get discussed enough.

Organizations invest heavily in hiring.
They invest in compensation studies.
They invest in compliance and risk mitigation.

But they underinvest in one critical area:

Manager capability.

And I don’t mean whether someone can hit numbers.

I mean whether they can lead human beings.

The Promotion Problem

Many companies promote their highest performer into management and assume leadership skills will “develop naturally.”

They don’t.

Being excellent at a technical role does not automatically translate into:

Managing conflict

Delivering hard feedback

Regulating emotion under pressure

Coaching instead of controlling

Balancing empathy with accountability

Without training, new managers default to one of two extremes:

Overly dominant and reactive

Avoidant and overly accommodating

Neither builds high-performing teams.

The Hidden Cost

When managers lack leadership agility, the impact shows up quietly:

Increased turnover

HR complaints

Burnout

Passive disengagement

Culture inconsistencies across departments

And here’s the part executives don’t always connect:

What looks like an “employee performance issue” is often a leadership capability issue.

I’ve coached managers who were labeled “too harsh” when what they lacked was emotional regulation and communication polish.

I’ve coached managers who were labeled “too soft” when what they lacked was confidence and accountability language.

Both were fixable.

But only when the organization acknowledged the real gap.

Leadership Isn’t Personality — It’s Skill

I work extensively with behavioral styles, and one of the biggest myths I hear is:

“That’s just how they are.”

No.

Effective leadership is not about your natural style.
It’s about your ability to flex your style to meet the moment.

Strong leaders:

Adjust tone without losing authority

Deliver clear expectations without intimidation

Hold boundaries without hostility

Build trust without over-functioning

That takes training. And practice. And feedback.

What High-Performing Organizations Do Differently

The most stable, profitable organizations I work with do three things consistently:

They train managers before problems surface.

They coach managers through real-time challenges.

They measure leadership effectiveness — not just results.

Because results without sustainable leadership always catch up to you.

The Real Tea

If your organization is constantly dealing with:

Employee relations issues

“Difficult” employees

High turnover in one department

Inconsistent management approaches

It may be time to stop asking, “What’s wrong with the team?”

And start asking, “How are we developing our leaders?”

That’s where transformation begins.

Until next week,
Stay strategic. Stay people-centered.

— Tarsha Rodgers
Director-Level HR Consultant | Leadership Strategist

Send a message to learn more

🚨 California Employers: A New “Know Your Rights” Notice Is Coming — Are You Ready?

California employers will soon have new, very specific compliance obligations under SB 294 – the Workplace Know Your Rights Act, and this is one update you don’t want to miss.
Starting in 2026, SB 294 introduces mandatory annual employee notices and new emergency contact rules that affect every employer, regardless of size.
Here’s what HR leaders and executives need to know 👇
📌 What’s Changing Under SB 294
1️⃣ New “Know Your Rights” Notice
By February 1, 2026 — and every year thereafter — employers must provide a stand-alone written notice to:
✔️ All current employees (annually)
✔️ All new hires at the time of hire
The California Labor Commissioner will release a model notice by January 1, 2026, which will include information on:
• Workers’ compensation rights
• Immigration-related workplace protections
• Employees’ rights to organize and engage in concerted activity
• Constitutional rights when interacting with law enforcement in the workplace
• Other protected employee rights
⚠️ This notice cannot be buried in a handbook or combined with other onboarding documents — it must be provided separately.
📂 Employers must also retain proof of distribution for at least 3 years.
2️⃣ New Emergency Contact & Notification Requirements
By March 30, 2026, employers must:
✔️ Give employees the opportunity to designate an emergency contact
✔️ Allow employees to specify whether that contact should be notified if the employee is arrested or detained
✔️ Notify the designated contact if an employee is arrested or detained:
At the worksite, or
Off-site during work hours if the employer has actual knowledge
This is a process change, not just a policy update — and it will require updated onboarding, recordkeeping, and manager training.
💡 What Employers Should Do Now
✔️ Review onboarding and annual notice workflows
✔️ Plan for stand-alone notice delivery and tracking
✔️ Update emergency contact forms and procedures
✔️ Train HR and leadership on proper response and documentation
✔️ Avoid last-minute compliance scrambling in 2026
👉 /https://lnkd.in/gBJpws66

🚨 California’s New AB 692: What Employers Need to Know

California's new AB 692 prohibits employers from requiring employees to repay training costs, fees, or other "debt" if their employment ends, or imposing penalties or collection rights tied to termination in new contracts entered on or after January 1, 2026.
There are two important exceptions:
1️⃣ Tuition Repayment for Transferable Credentials
Tuition repayment for a "transferable credential" is allowed if:
The repayment agreement is separate from the employment contract.
The employee is not required to obtain the credential as a condition of employment.
The agreement sets a fixed repayment amount up front.
The obligation is prorated over time.
Repayment is waived if the employer terminates the worker (unless for "misconduct" — a term that is not defined in the statute).
2️⃣ Clawback Terms for Unearned Payments or Bonuses
Clawback terms related to unearned monetary payments (such as personal loans to an employee) or retention/sign-on bonuses are allowed if:
The repayment terms are in a separate agreement.
The employee gets at least five business days to consult counsel.
Repayment is interest-free and prorated over a retention period of no more than two years.
The employee may defer bonus receipt until the end of a fully served retention period so no repayment is owed.
Separation prior to the end of the retention period is the choice of the employee or the employer for "misconduct" (again, not defined).
💡 Note: It is likely that draws against commissions are still permissible under AB 692, but perhaps not if the draws need to be paid back by the employee at termination if there are not enough earned commissions to pay the draw in full.
— Adam K. Treiger, Esq., VP of the Board

The Power of Consistency: Why Fairness Builds Thriving Teams

In HR consulting and leadership, I’m reminded daily that fairness is not about treating everyone the same—it’s about treating everyone with the same level of respect and transparency.
Too often, teams falter not because of a lack of talent but because expectations shift depending on the day or the person. Employees notice when policies are applied inconsistently or when certain behaviors are overlooked for some but not for others.
Consistency in leadership does three powerful things:
Builds Trust: Employees feel safe knowing standards won’t change without explanation.
Drives Accountability: Clear, consistent practices make performance expectations non-negotiable.
Protects Your Organization: Proper documentation and equitable treatment help avoid costly legal risks.
Practical Tip: The next time you’re faced with a tough decision—whether approving a flexible schedule or addressing inappropriate comments—ask yourself: “Would I make this same decision if it involved another employee?” If the answer is no, pause and reset.
Fairness isn’t about rigid rules; it’s about transparent, consistent leadership that nurtures engagement and protects culture.
💡 How do you ensure consistency across your team or organization? Share a tip below—I’d love to learn from your experiences!