Managing Political Conversations and Supporting Employee Voting Rights
August 26, 2024
Managing Political Conversations and
Supporting Employee Voting Rights

Given the continuing divisive political climate in the United States, many companies are grappling with whether and how to attempt to limit conversations about politics in the workplace.


Some companies are also interested in channeling Election Day energy into supporting voter turnout efforts and providing nonpartisan voter education information and resources. This article explains what employers and managers can do and what pitfalls to avoid.


Managing Workplace Political Conversations

A private employer generally has wide latitude to limit political expression in the workplace provided they don’t run afoul of protected activity under Section 7 of the National Labor Relations Act (NLRA) or applicable state laws. However, it’s nearly impossible to limit all political conversation in the workplace, and any attempt to do so may hurt morale or employee engagement.


At the same time, without guidelines, political conversations can quickly become disruptive and devolve into activity that is not in line with company policies or behavioral expectations. Here are approaches to consider for dealing with political expression in the workplace; the right approach will ultimately depend on the employer’s specific situation and culture.


Most Permissive: Allowing Political Discussion

Where a work environment has well-established norms around upholding an inclusive culture and respectful treatment of colleagues, an employer can often trust staff to be mindful of how they engage on hot-button topics and address any related issues on an as-needed basis. However, given current political polarization, even if a company has laid the groundwork to ensure its culture is civil and respectful, it may prove useful to communicate some ground rules ahead of the election.


There is no way to guarantee that employees engage with civility, compassion, and measured language. An employer can, however, help set the stage by:


  • Acknowledging that regardless of political party or beliefs, tensions are running high, and many team members may be feeling stress or fear related to the upcoming election.
  • Reminding employees that the workplace is a place where everyone should feel safe, welcomed, respected, and included.
  • Reminding managers that they shouldn’t assume that all employees share the same political beliefs.
  • Communicating to employees that the company doesn’t want to limit healthy dialogue about important social issues, but it also has a vested interest in reducing disruptions and maintaining a culture of respect.
  • Redistributing company harassment, discrimination, and general conduct policies.
  • Prohibiting comments about candidates (or anyone else) that are discriminatory or harassing based on the candidates’ or their supporters’ race, sex, national origin, religion, color, age, disability, or any other legally protected characteristic.
  • Reminding employees that too much personal conversation of any kind can interfere with performance expectations. Even an exchange that’s only a few minutes long, if it is divisive or disrespectful, could result in a loss of productivity and damage to morale.
  • Encouraging employees to be mindful of how and when they engage in conversation on political topics. Some people enjoy talking politics while others find it stressful and don’t want to engage in political conversation at work.
  • Encouraging employees to approach these conversations from a place of curiosity. Employees should attempt to understand the viewpoints of others, accepting that they may not find common ground. Conversation should be seen as an opportunity for better understanding, not a means to change someone’s mind.
  • Setting guidelines for managers related to the election and political conversations, such as the ones at the end of this guide.


Middle Ground: Prohibiting Certain Behaviors

Employers may want to curb but not eliminate the possibility of political discourse in the workplace. In this case, it may be enough to spell out specific activities that are off-limits. For example:


  • Distributing political materials in working areas or displaying campaign materials in employee workstations.
  • Talking about political candidates in front of customers, vendors, or other workplace visitors.
  • Discussing political candidates on company computers or internal communication channels (keep in mind that if employees are working from home, this will amount to a total ban).
  • Prohibiting solicitation of money or support for political candidates or causes during work time.


Employers should avoid cherry-picking topics that cannot be discussed. Singling out certain topics, such as “No discussing Black Lives Matter,” is likely to create employee morale issues and could even give rise to a discrimination claim. And even with a neutral policy, such as “No discussing religion,” employers need to ensure that they are perfectly consistent in enforcement. If, for instance, an employer only disciplined employees who were arguing about Judaism in the lunchroom, but not employees talking about Sunday’s Mass over the cubicle wall, that would be discriminatory. (This is why having a policy around civility, respect, and the use of “inside voices” will generally be safer and ultimately more effective in achieving the goal of a harmonious workplace.)


Finally, the fact that many political topics bleed into one another makes enforcement an exercise in futility. A conversation on the topic of religious liberty might quickly turn into a conversation about trans rights or women’s rights, and a discussion about abortion might suddenly switch to a discussion about welfare policy and immigration.


Employers taking the middle ground approach should also provide the guidelines presented above for the most permissive workplace and make sure they are familiar with Section 7, discussed next.


Most Restrictive: Prohibiting Political Discussions

An employer is within its rights to attempt to ban almost all political discussions in the workplace (exceptions are discussed below). That said, the risks of this approach are significant. A strict ban on talking politics in the workplace can send a message that an employer doesn’t trust employees to use good judgment and engage with coworkers respectfully. It also fails to recognize the impact that current political and social issues have on employees.


Employers may also find it difficult to delineate what is considered political versus not political. What one person might consider an over-politicized issue may be very personal to someone else. For instance, prohibiting discussions about religious freedom, civil rights, and LGBTQ+ rights could feel like a prohibition on discussing an employee’s basic human experience. This can lead to feelings of exclusion and can potentially fuel claims of discrimination.


It’s a common misconception that all speech is protected in all places, but the First Amendment right to free speech only protects people from having their speech limited by the government. Under federal law, private employers are free to regulate speech in almost any way that does not conflict with Section 7 of the National Labor Relations Act. However, some states have protections that could limit an employer’s ability to prohibit political speech. For example, California and the District of Columbia protect political affiliation and Connecticut protects employees’ First Amendment rights. Employers should check their state laws to ensure any limitations are legal.


Section 7 of the National Labor Relations Act gives non-supervisory employees the right to discuss the terms and conditions of their employment at any time, in any forum (e.g., the break room, the sidewalk, Facebook, or Yelp).


This includes discussing:


  • How much money they make, including any opinions about how their pay is impacted by race, national origin, sex, or their inclusion in any other protected class.
  • Workplace safety, whether it relates to coming in to work during protests, specific hazards, or anything else safety related.
  • Employer-required or recommended personal protective equipment.
  • Treatment from management.
  • Shift assignments.
  • Anything related to unionizing.


While this law protects some political activities, it doesn’t give employees the right to discuss politics that aren’t work-related during work hours.


Employers that intend to limit workplace conversations should learn about Section 7 of the NLRA since it is easy to violate if its protections aren’t fully understood. Employers should make it clear in their communications that the company does not prohibit conversations that would be protected under the NLRA and does not limit employees’ ability to engage in off-duty political activities but may investigate off-duty conduct that violates company policy.


When Employees Speak with Their Wardrobe

As a general matter, employers can set and enforce consistently applied neutral uniform policies and dress codes. However, the NLRA makes it illegal to prohibit employees from wearing union buttons, t-shirts, and other insignia related to working conditions unless special circumstances warrant the restriction, such as legitimate safety concerns.


Some workplaces ban clothing with graphics or slogans regardless of the political climate, which will generally solve for the political clothing problem automatically. But employers that have had a lax dress code (or, in many cases, no dress code) should consider whether the benefits of implementing stricter guidelines would outweigh the potential negative impact on culture and morale.


Voting Leave

It comes as a surprise to many employers that a majority of states require that employees be given time off to vote, and in many cases, that time must be paid.


While we encourage employers to go above and beyond the bare minimum in any given year, providing added flexibility remains important to employees. Even where it’s possible to vote by mail or absentee ballot, many people still like to vote in person, so it’s important not to assume that everyone can or should vote by mail.


Employers can do their part to encourage voting participation by removing obstacles at work.


Ways to Facilitate Voting

The most generous approach to encourage voting is making Election Day a paid holiday. This will maximize employees’ ability to vote without concern over lost income. However, this isn’t an option for many businesses, so employers may consider some of the following alternatives:


  • Make Election Day a no-meetings day. Any meetings that are already scheduled should be rescheduled.
  • Make Election Day a meeting-light day. Move meetings to allow the most time for voting and shorten meeting agendas.
  • Work with managers to accommodate absences due to voting.
  • Provide as much paid time off as an employee reasonably needs to vote (even if it’s not required by law).
  • Trust employee estimates of how much time is reasonable or sufficient. Anticipate long lines.
  • Be flexible and plan for last-minute voting leave requests.


Voter Education and Civic Engagement

Employers can help employees to be well informed of their state voting requirements and procedures and can take steps to promote civic engagement. Suggestions for this extra step include the following:


  • Provide nonpartisan information about voting processes and procedures in each state where the company operates. There are many resources for this online. Choose a credible, nonpartisan source to share.
  • Provide links to nonpartisan sites with information on how to volunteer as a poll worker or otherwise be involved in helping ensure a safe and smooth election process.
  • Encourage employees to explore early voting options where applicable.
  • Provide paid time off (volunteer time off) for voting-related volunteer activities such as being a poll worker.


A few things not to do:


  • Attempt to influence the political decisions of employees (e.g., by saying, “Our business won’t survive if candidate X gets elected” or “If you want to have a job, vote for candidate Y.”).
  • Provide partisan information to employees.
  • Force any employee or group of employees to participate in any political discussion, even if it seems nonpartisan.
  • Ask employees how they voted.
  • Take adverse actions, threaten, or retaliate against employees for how they vote or for their political beliefs.


Whatever the company decides, even if it’s to provide the minimum required by law, it should communicate early and often about employees’ ability to take the needed time off to vote.


Manager Guidelines

In whatever way an employer decides to address workplace political discussion and voting leave, communication around manager expectations is key. Consider guiding managers to:


  • Unify their team as much as possible while making space for different perspectives.
  • Help employees avoid tension caused by differing political beliefs by separating the person from their politics. Get to know one another’s hobbies, pets, family, or life goals.
  • Ground discussions in company values or strategic goals instead of political persuasion. For example, “The company believes racial justice is a human rights issue and aligns with our desire to create an inclusive workplace.”
  • Limit discussion of their own political beliefs to avoid an appearance of favoritism for team members with similar beliefs.
  • Monitor team discussions and climate, helping to redirect conversations as needed.
  • Know the applicable state voting leave requirements and be as flexible as possible in allowing time off to vote.
  • Follow company policy related to social media engagement with team members and colleagues.
  • Avoid getting involved in employees’ off-the-clock political lives unless it has a connection to work or violates a company policy. Concerns about off-duty political activities should be brought to HR for guidance.
  • Avoid attempting to influence employees’ political decisions or ask how they voted.
  • Not take adverse actions, threaten, or retaliate against employees for how they vote or their political beliefs.


In conclusion, navigating political discussions in the workplace requires a careful balance between maintaining a respectful environment and acknowledging employees' diverse viewpoints. By implementing clear guidelines and fostering an atmosphere of open, nonpartisan dialogue, employers can support a productive work environment while also encouraging civic engagement and respecting individual political beliefs.

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June 30, 2025
The Fourth of July is almost here, and communities across Ontario County are gearing up for a weekend filled with parades, fireworks, and hometown celebrations. Whether you're heading out for live music and lawn games or simply enjoying time with friends and family, there are plenty of ways to celebrate locally. At Simco, we’re proud to support our neighbors with practical tips to enjoy the holiday safely, while making sure your insurance coverage is up to date and ready for the unexpected. Where to Watch Fireworks in Ontario County JULY 3 Farmington – Fireworks at dusk with food trucks and live music starting at 6 PM (Farmington Town Park) Honeoye Lake – The beloved “Ring of Fire” lights up the lake, with parking available at Sandy Bottom Park JULY 4 Canandaigua – Lincoln Hill Farms hosts an all-day celebration (1–10 PM) with fireworks after dark, music, games, and more. ($30 parking, cash only) JULY 5 Canandaigua North Shore – Keep the celebrations going with another round of fireworks at dark JULY 11 Geneva – Free Summerfest fireworks at 9:45 PM at the Geneva Recreation Center Parade Lineup JULY 3 Honeoye – Parade at 7 PM from United Church to Sandy Bottom Park. Stick around for the Honeoye Community Band and the Ring of Fire afterward! JULY 4 Canandaigua – The city’s annual 4th of July Parade kicks off at 10 AM from City Hall and heads south along Main Street JULY 12 Geneva – Firefighters Parade begins at 7 PM on Exchange Street, ending at the Geneva Rec Center for SummerFest festivities What Fireworks Are Legal in New York? While fireworks are a staple of July 4th, not everything that sparks and explodes is legal in New York State. Using illegal fireworks can actually void your insurance coverage if something goes wrong. What’s Allowed in NY: Ground-based or handheld sparkling devices (like cylindrical fountains or cones) Wooden sparklers/dipped sticks Party poppers Snappers (the small “pop” ones) What’s Not Allowed (and Not Covered): Aerial consumer fireworks Firecrackers Chasers Roman candles Skyrockets Bombs (even small ones!) Metal wire sparklers (they burn much hotter than they look) Quick Tip: If it launches into the sky or explodes, it’s not legal. Stick to sparklers and save yourself a potential insurance headache. Insurance Tips for a Safe Holiday A little awareness goes a long way in protecting your home, family, and peace of mind this 4th of July. Stay within NY guidelines. If an incident is caused by illegal fireworks, your insurer may deny the claim. Keep safety front and center. Supervise all activities involving sparklers or devices and keep water nearby for emergencies. Know what your policy covers. Not every homeowner’s policy includes damage from fireworks-related accidents. If you’re unsure, reach out. We’re happy to review your coverage. Report incidents quickly. Prompt reporting helps ensure claims are handled smoothly and effectively. From All of Us at Simco We’re wishing you a joyful, memorable, and safe Independence Day. Whether you’re lighting up the sky with sparklers or relaxing lakeside with family, we’re here to help you protect what matters most, before, during, and after the festivities. Have questions about your insurance coverage this summer? 📞 Call us at 585-394-5482 or visit our Contact Us page.
June 25, 2025
As organizations continue to grow and diversify, the way we communicate at work is evolving, bringing new opportunities for inclusion as well as potential blind spots. One issue that often goes overlooked is accent discrimination: the tendency to judge, exclude, or undervalue individuals based on their speech patterns, dialect, or pronunciation. While accents are often rooted in geography, heritage, or culture, bias toward or against certain ways of speaking can influence decisions in hiring, promotions, evaluations, and daily interactions. For employers, particularly those in small to mid-sized organizations, understanding where this shows up and how to respond isn’t just about creating a respectful workplace. It’s also essential for risk mitigation and legal compliance. What Constitutes Accent Discrimination? Accent discrimination occurs when employees or candidates are treated unfairly due to the way they speak. This type of treatment may stem from overt, conscious bias, such as assuming someone is less capable based on how they sound, or from more subtle, unconscious preferences, like favoring those who speak in what’s perceived as a “standard” or “neutral” accent. Legally, accent-based discrimination can be considered a form of national origin discrimination, which is prohibited under Title VII of the Civil Rights Act. Many states reinforce these protections through their own civil rights laws. Employers should be aware that even unintentional practices, such as informal communication preferences or subjective feedback, can result in compliance issues or reputational damage. Clear Communication vs. Discriminatory Practice It is important to distinguish between legitimate communication needs and bias. In certain narrowly defined circumstances, an accent may be relevant to an employee’s ability to perform essential duties. For instance, in roles that require precise, real-time verbal communication, such as emergency response or high-risk operational jobs, an employer may need to assess whether a language barrier or speech pattern materially interferes with safety or accuracy. However, such evaluations must be backed by objective evidence and a clearly defined business necessity. Vague discomfort, personal preference, or client feedback based on unfamiliarity are not valid reasons to deny someone an opportunity. Any decision related to an accent must be both job-related and supported by measurable performance impacts. Standardize Hiring and Promotion Processes to Minimize Bias One of the most effective ways to reduce the risk of discrimination is by formalizing your hiring and promotion practices. Employers should examine whether their processes allow room for bias (conscious or unconscious) to influence decisions. Subjective impressions, especially in interviews or internal evaluations, can be disproportionately shaped by how a person speaks. To counteract this, companies should move toward structured, competency-based hiring frameworks. Use consistent criteria and scoring systems across all candidates, and rely on written assessments or role-specific tasks where appropriate. Similarly, promotions should be guided by documented performance metrics, not informal perceptions of professionalism or communication style. In doing so, not only do you reduce the chance for bias to affect outcomes, but you also make better staffing decisions that reflect skills, qualifications, and organizational fit: not speech patterns. Why This Matters More Now In today’s hybrid and remote work environments, the ability to navigate diverse communication styles has become even more important. With teams collaborating across geographic regions and cultural backgrounds, inclusivity in communication is essential for morale, cohesion, and productivity. Moreover, younger workers and job seekers are placing a high value on belonging and inclusion. Discriminatory or exclusionary behavior, intentional or not, can quickly erode trust and lead to disengagement or turnover, especially when tied to identity-based characteristics like accent or dialect. Employers who lead with fairness in communication are more likely to attract and retain talent, maintain strong teams, and avoid costly compliance missteps. Building a Culture Where All Voices Are Valued Ultimately, embracing different accents in the workplace is about genuine, judgment-free listening. Employers should encourage active listening practices, create space for respectful clarification when needed, and ensure employees feel safe speaking up, regardless of how they sound. Miscommunication is a solvable issue. Discrimination is not. Leaders who prioritize clarity, fairness, and consistency, rather than conformity, build workplaces that are both inclusive and high-performing. And the benefits go beyond compliance. They create environments where people thrive because they are heard and valued.
June 18, 2025
Between Independence Day, summer travel plans, and Labor Day on the horizon, time-off requests are about to pick up significantly, and with good reason. Employees need time to recharge, spend time with family, and enjoy the season. For employers, especially in small to mid-sized businesses, this means finding the delicate balance between fostering a supportive work culture that respects employees’ need for time away and managing the practical realities of maintaining adequate coverage, meeting deadlines, and keeping operations running smoothly. The good news? With thoughtful planning, clear communication, and the right tools in place, you can navigate this busy season effectively, ensuring your team gets the rest they deserve without compromising business continuity. Here are a few practical strategies to help you manage PTO during the summer months while keeping your business running smoothly:  1. Plan Early and Communicate Clearly Encourage employees to submit holiday PTO requests well in advance. Set a clear internal deadline (e.g., “All holiday time-off requests must be submitted by August 15”) and explain the process upfront, including: How requests will be reviewed and approved How overlapping requests will be handled Any blackout dates or essential coverage periods A clear and consistent approach eliminates guesswork, reduces friction, and helps everyone feel they’re being treated fairly. 2. Use a PTO Policy That Balances Fairness and Flexibility Your time-off policy should include guidelines for high-demand periods like Thanksgiving, Christmas, and New Year’s. Some companies use: First-come, first-served approvals A rotation system so everyone eventually gets prime time off A seniority or department-based system with built-in equity checks Whatever method you choose, consistency is key. A well-documented policy gives managers a framework to follow, and gives employees peace of mind that decisions are made justly, not arbitrarily. 3. Leverage Your HCM or Scheduling Technology If you're using a system like isolved , you already have powerful tools to streamline the PTO process. Automate request tracking, visualize department coverage in real time, and flag conflicts early to avoid blind spots. This gives HR and team leads the visibility they need to make smart, timely decisions. Bonus tip: Use system alerts to notify managers when coverage is thin, or configure it to close PTO windows automatically after a set date. These features take manual work off your plate while protecting productivity. 4. Cross-Train and Create Holiday Coverage Plans Rather than scrambling when someone’s out, prepare your team to adapt. Cross-train employees in advance so they can cover essential tasks if a teammate is unavailable. Before the busy season kicks in, put together a simple holiday coverage plan that outlines: Who will monitor essential tasks (client inquiries, payroll processing, etc.) What needs to get done and by whom each week Who’s available for backup support if needed A little upfront planning makes a big difference in keeping service levels steady during staff absences. 5. Appreciate Those Who Step Up Don’t let holiday contributions go unnoticed. Employees who work through the holidays or shift their schedules to ensure coverage deserve meaningful recognition. Consider: Spot bonuses or incentives Public recognition in a team meeting or internal email Additional time off (comp time) after the holidays Even small gestures show your team that their flexibility and dedication are valued, and that you see the extra effort. 6. Set Expectations With Clients (and With Your Team) If your operations will run on limited hours or staffing during the holidays, notify clients and partners well in advance. Clear communication avoids surprises and sets realistic expectations. Internally, define what’s essential versus what can wait, especially to avoid employees overworking during slower periods. When everyone understands what’s expected, your team can better prioritize, delegate, and breathe a little easier during the season. Final Thought: Flexibility Builds Loyalty The holiday season is a test of your workplace culture. How you support your team, especially when juggling competing needs, leaves a lasting impression. Even when saying no to a request, doing so with empathy and transparency reinforces a culture of trust, fairness, and respect. And in return, you'll see greater engagement, improved morale, and a team that’s ready to go the extra mile — during the holidays and beyond. Need help building better time-off workflows or updating your PTO policies before year-end? Simco’s HR and HCM experts are here to help. Let’s talk about how to balance compliance, efficiency, and employee satisfaction, all year round.

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