Home » Our Blog » EEO-1 Pay Data Requirements on Indefinite Hold
back to the top
EEO-1 Pay Data

EEO-1 Pay Data Requirements on Indefinite Hold

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

The EEO-1 report is changing once again. Recently, the new pay data and hours worked requirements announced last year were suspended indefinitely by the Office of Information Regulatory Affairs. While employers will report Equal Employment Opportunity (EEO) information in a familiar format, they need to be aware of key date changes.

3 important changes

The biggest change to the report is the suspension of the requirement to report pay data and hours worked. For 2017, employers will report in the prior 2016 format, which only collects data on race, ethnicity and gender by occupational category. When the new EEO-1 requirements were announced by the Obama administration last year, the 2017 reporting deadline was moved from Sept. 30, 2017, to March 31, 2018.

According to an Equal Employment Opportunity Commission (EEOC) statement, “the previously approved EEO-1 form which collects data on race, ethnicity and gender by occupational category will remain in effect. Employers should plan to comply with the earlier approved EEO-1 (Component 1) by the previously set filing date of March 2018.” Additionally, the previously approved “workforce snapshot” period of Oct. 1 through Dec. 31 will remain in effect. Therefore, employers must submit reports based on a payroll period within that time frame.

Summary of the changes:

  • The deadline to file EEO-1 reports for 2017 is March 31, 2018;
  • Reports must be based on a payroll period in October, November or December of 2017; and,
  • Employers may use the same EEO-1 form used in 2016.

The EEOC has not yet fully updated its website to reflect this new information, but the home page provides some explanation.

Pay data requirement gone?

The pay data and hours worked requirements simply have been suspended. Until the Office of Management and Budget (OMB) completes its review of the rule, their future is unclear. The OMB is concerned that some aspects of the revised rule “lack practical utility, are unnecessarily burdensome, and do not adequately address privacy and confidentiality issues.” The acting chair of the EEOC, Victoria Lipnic, has been vocal with her opposition to the pay data requirement, which she voted against when it was initially proposed.

Although the EEO-1 report appears to be ditching the pay data requirement, state governments may step in to fill the void. Under a proposal in California, employers in the state with more than 500 employees would be required to submit information to the Secretary of State on gender wage differentials. Although this measure has not been signed by the governor, employers should monitor this legislation, which would go into effect in 2019.

Disclaimer: This blog includes general information about legal issues and developments in the law. Such materials are for informational purposes only and may not reflect the most current legal developments. These informational materials are not intended, and must not be taken, as legal advice on any particular set of facts or circumstances. You need to contact a lawyer licensed in your jurisdiction for advice on specific legal problems.

Jason Hines

by Jason Hines

Author Bio: Jason Hines is a Paycom compliance attorney. With more than five years’ experience in the legal field, he monitors developments in human resource laws, rules and regulations to ensure any changes are promptly updated in Paycom’s system for our clients. Previously, he was an attorney at the Oklahoma City law firm Elias, Books, Brown & Nelson. Hines earned a bachelor’s degree from the University of Central Oklahoma and his juris doctor degree from the Oklahoma City University School of Law, where he graduated cum laude. A fan of the Oklahoma City Thunder, Hines also enjoys exploring the great outdoors with his wife and daughter.

Employee Experience

The Winning Workforce Equation

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

The term “the employee experience” is thrown around frequently in HR today. It’s not the same as “employee engagement,” another well-known industry buzzword. With trends evolving at such a rapid pace, what is this new concept that’s making waves in the industry?

Looking for a deeper dive into the employee experience? Check out the HR Break Room podcast episode, “Happy Employees = Happy Customers: The Equation for a Winning Workforce” with author Jacob Morgan.

According to the author of The Employee Experience Advantage, Jacob Morgan, the employee experience is the sum of a worker’s experiences, good or bad, during his or her term of employment at an organization. A business can enhance that experience by addressing and influencing the elements of culture, technology and physical space. He calls the combination of these three things, “the employee experience equation.” As Morgan said, “When you invest in the employee experience, you’ll start to notice an engaged workforce. And an engaged workforce will deliver business outcomes.”

Culture – a side effect

A healthy corporate culture is one of the three critical pieces of a great employee experience. Employees spend a significant amount of their lives at work, which makes the atmosphere and community of the organization essential. When people spend 40 hours a week of what Morgan calls “prolonged exposure” in the workplace with their peers, certain company ideas and attitudes are all but contagious. A healthy culture can promote a fun environment, hard work ethic and cohesive teamwork. On the flip side, an unhealthy culture can promote stressful work, toxic drama and a “business first, people second” environment that inevitably will lead to high turnover.

It is important to remember no organization can have a truly “perfect” culture; the trick is to create your ideal culture by ensuring your organization’s core values align with the people you want to see in your organization.

Technology – supports employee growth

As the central nervous system of your organization, technology will continue to power the future of work. The employee experience is only possible because of the communication and collaboration available through today’s technology. Without advances such as applicant tracking systems or messenger apps, a business cannot have an optimal recruitment or talent-tracking process, or real-time feedback or recognition. Technology empowers everything when we think about the future of work: your people and your business needs.

Organizations that don’t invest in technology will find that the human aspects surrounding it will start to break down. Investing in technology ensures your employees have all the tools they need to succeed and grow.

Space – a symbol

Whether a corporate headquarters, coffee shop or home office, everybody works in a physical space, the last critical piece to the equation. The physical workspace is also a symbol that represents your organization, and as technology continues to evolve, leading companies are creating incentives to bring employees back to the office. Creating a vibrant, technological workplace connects your employees’ sense of belonging and purpose to their jobs.

The employee experience is the next future investment for organizations dedicated to workforce happiness. Ensure your employees’ well-being by taking the first steps in your organization by opening communication in these three key areas: culture, technology and physical space.

Tags: ,
Posted in Blog, Employee Experience, Featured, Talent Management


by Caleb Masters

Author Bio: Caleb is the host of The HR Break Room and a Webinar and Podcast Producer at Paycom. With more than 5 years of experience as a published online writer and content producer, Caleb has produced dozens of podcasts and videos for multiple industries both local and online. Caleb continues to assist organizations creatively communicate their ideas and messages through researched talks, blog posts and new media. Outside of work, Caleb enjoys running, discussing movies and trying new local restaurants.

Parental Leave

Leave Only a Mother Could Love: The Care of Pregnancy and Parental Leave

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

Explaining the terms associated with leave taken for pregnancy or childbirth-related purposes

Pregnancy and parental leave are among the most common types of leave that employers must manage today. At the federal level, they are governed mainly by the Family and Medical Leave Act (FMLA); however, leave may be awarded under the Americans with Disabilities Act Amendments Act (ADAAA) or Pregnancy Discrimination Act (PDA) as well.

Need a refresher on FMLA, ADAA or PDA? Check out “Addressing Employer Confusion With Pregnancy Related Laws: What to Expect When Your Employees Are Expecting.

When it comes to these types of leave, similar-sounding terms can get thrown around, such as “pregnancy leave,” “parental leave,” “maternity leave” and “childbirth-related medical leave.” They do not necessarily have different meanings under the various pieces of legislation. In fact, the laws do not explicitly mention these terms, but instead provide circumstances under which leave may be entitled.

What’s the difference?

“Parental leave” or “family medical leave” are synonymous and fairly broad, and can be associated with leave taken for childbirth, for the care of a newborn or for other purposes unrelated to pregnancy, such as adoption placement. Both terms are gender-neutral, so they may be taken by both mothers and fathers.

Pregnancy leave can be a form of parental leave, but also encompasses leave taken only by a mother for a disability or serious health condition related to pregnancy or childbirth.

In general, leave provided under FMLA can be termed overall as “family medical leave” or “parental leave,” but a slight distinction can be made in certain circumstances. Although vague, the distinction under FMLA between parental and pregnancy leave comes into play when a pregnant employee and her spouse both work for the same employer. In such cases, the FMLA limits the combined amount of leave they may take for some qualifying reasons, and the spouse will be limited to a combined amount of leave taken for the birth and bonding.

However, the time taken by a mother for her own serious health condition related to pregnancy or for prenatal care will not be included in this combined limit. Therefore, the distinction between leave used for pregnancy-related medical conditions and parental leave used to bond with a newborn can have a significant impact on the overall amount allowed.

Whats the difference between the Pregnancy Discrimination Act and the Americans with Disabilities Act Amendment Act? 

“Pregnancy disability leave” is a term that has gained recent popularity. As the name suggests, this leave correlates to a pregnancy or childbirth-related disability that prevents the employee from performing essential duties of her job.

Employers may have their own policies in place to provide for types of leave. In these instances, terms like “maternity leave” or “paternity leave” may emerge. In general, these types are encompassed under the terms “parental leave” or “family medical leave,” but employers may choose to define them differently.

Ultimately, many terms can be used to categorize leave taken by employees for pregnancy or childbirth. The terms themselves generally do not have significantly differing meanings, but small distinctions may exist when it comes down to the specific reasons for taking such leave.

For more about the EEOC’s current focus on pregnancy-related limitations and how to address potential confusion with pregnancy related laws, be sure to read EEOC Cracks Down on Pregnancy Discrimination and Addressing Employer Confusion With Pregnancy Related Laws: What to Expect When Your Employees Are Expecting.

Disclaimer: This blog includes general information about legal issues and developments in the law. Such materials are for informational purposes only and may not reflect the most current legal developments. These informational materials are not intended, and must not be taken, as legal advice on any particular set of facts or circumstances. You need to contact a lawyer licensed in your jurisdiction for advice on specific legal problems.

Tags: , , , , , , , ,
Posted in Blog, Compliance, Employment Law, Featured

Kristin Fisher

by Kristin Fisher

Author Bio: As a compliance attorney for Paycom, Kristin Fisher monitors legal and regulatory changes at the state and federal level, with a focus on labor and employment laws, to ensure the Paycom system is updated accordingly. Previously, she served as an attorney at the Oklahoma City law firm Derryberry & Naifeh LLP. Fisher earned a bachelor’s degree and MBA from the University of Central Missouri, and her Juris Doctor from the Oklahoma City University School of Law. Outside of work, she enjoys cooking, hiking, going to the movies and spending time with her fiancé.

How to Seriously Drive Employee Engagement

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

If you won the lottery tomorrow, would you stop working? Chances are you’ve mulled it over before, even if you don’t buy a ticket often. When jackpot amounts grow to rival pro athletes’ salaries, the subject inevitably creeps into everyday conversation. At that point, it’s hard not to think and talk about what we would do as the recipient of a massive windfall.

So how do you think others responded? The answer may surprise you.

According to a study by Gallup, two-thirds of American workers would keep their nose to the grindstone, even after winning $10 million. A CareerBuilder survey reported that half of U.S. workers would continue working after winning the lottery, even “if they didn’t need a job financially.”

That’s right: If over half the working population’s biggest financial hurdles disappeared tomorrow, they would come to work the day after. But why?

What exactly is the employee experience, and how does it impact your bottom line? Find your answers in this podcast interview with Jacob Morgan.

In addition to the desire to maintain relationships with co-workers, 77% of respondents told CareerBuilder they would be bored without a job, and 76% said their work gives them a sense of purpose and accomplishment.

Why Purpose Is a Must

As those survey results show, in order to lead a fulfilling life, people need more than money. They need a reason to get out of bed in the morning. They need to know their actions matter in the grand scheme of things. They need to feel part of something bigger than themselves.

Work can help meet those needs, and when it does, employees feel purposeful, connected and intrinsically motivated: the winning trifecta of long-term engagement. Passion for helping achieve the company’s mission will sustain them when you’re unable to reward them extrinsically with cash or perks. Purpose will keep them going for the long haul.

Without purpose, employee engagement strategy becomes little more than a series of rewards that prod employees forward, but never inspire them to greatness. Not only is a piecemeal strategy ineffectual, it’s unsustainable. The pressure to constantly invent and implement ideas to motivate them quickly can exhaust resources and even the most zealous HR pro.

Your employee engagement strategy should include both extrinsic, short-term rewards and high-level purpose.

Building a Purpose-Driven Strategy

If you currently give employees annual or short-term goals and financial incentives, you’re on the right track toward building a purpose-driven strategy. If not, consider incorporating those aspects into your performance management plan. Then share your business’s ultimate purpose – its reason for being – with your people.

“A reason for being is a non-typical mission statement that has four criteria,” writes Jacob Morgan, futurist and author of The Employee Experience Advantage. “It rallies employees, is not centered on financial gain, is unattainable and talks about the impact the organization has on communities and the world.”

According to Morgan, major companies like Starbucks and Airbnb already have established their “reasons for being” and are seeing positive results. If you’re interested in doing the same, listen to this week’s episode of Paycom’s HR Break Room podcast. In it, Morgan will share steps companies take to define their reason for being, and tips on how you can, too. Click here to subscribe.

Once you’ve defined your business’s ultimate purpose, share it with employees. Doing so will make it easy for them to understand how their contributions count toward reaching the larger, common goal. That combined with other efforts – like pulse surveys, financial incentives, goal setting and professional development opportunities – will increase your odds of building a winning strategy and engaging employees for years to come.


Tags: , , , ,
Posted in Blog, Employee Engagement, Employee Experience, Featured

Amy Double

by Amy Double

Author Bio: Amy, a tenured professional in sales and marketing with over 10 years of experience, is dedicated to creating content focused on helping organizations achieve their business goals. As an experienced writer, Amy is committed to researching and blogging about topics that affect businesses across multiple industries, including manufacturing, hospitality and more. Outside of work, Amy enjoys reading, entertaining and spending time with family.


Learn more about Paycom

  • Are you a current Paycom Client?



    • Talent Acquisition

    • Time & Labor Management

    • Payroll

    • Talent Management

    • HR Management

  • Subscribe me to Paycom's newsletter.


We promise never to sell, rent or share your personal information with a third party unless required by law. By submitting this form, you accept our Terms of Use and Privacy Policy.