3 column storyboard - hcnextdesign.com€¦ · web view[1] graphic description: black and gray...

Human Capital Next, LLCe-Learning Storyboard for Creating Compassionate Boundaries as Leaders

Screen Info Text Audio Graphics Programming Notes

ID: CB1_010

T: Full screen/title

[1] Creating Compassionate Boundaries as Leaders

[1] Welcome to the “Creating Compassionate Boundaries as Leaders” course.

[1] Graphic Description: Black and gray background displaying a bright red heart suspended by a white cotton string with the course title “Creating Compassionate Boundaries as Leaders” on the left-hand side.

[1] Fonts to use throughout: Tahoma (all); size 36 for titles, size 32 for headings, size 22 for text; colors will be white against dark background and black against white backgrounds

[2] Title is centered left of the heart on the graphic.

[3] Navigation information:

Constantly displayed menu on the left-hand side of the screen

Paging buttons: next, play, pause

Exit

Compassionate Boundaries HCN Confidential Lesson #: Module 1 and Module 2Version (05/14/23 5:25 AM) document.docx


ID: CB1_020

T: vertical text/graphics

H1: Introduction

H2: Navigation Help

[1] Introduction

[2] How can leaders best support employees?

[3] What do company policies permit leaders to do?

[4] What do the laws say about keeping employee medical information confidential?

[5] What about other information that employees share?

[6] And most of all, what can a leader do to help if what is shared is NOT work-related?

[1] As a leader, we have many conversations with employees when they might share personal details they experience in their lives, such as medical information or personal crises. [2] Have you ever wondered how, as a leader, you can best support your employees during these situations? [3] What do company policies permit leaders to do? [4] What do laws say about topics like keeping employee medical information confidential? [5] What about other information that employees share? [6] And most of all, as a leader, what can you REALLY do to help your employees if what is impacting them is NOT work-related? [7] In this course, we will answer all those questions and give you a three-step conversation model to follow when you think an employee might need your support.

[7] If at any time you have questions about how to navigate this course, click on the navigation instructions.

Graphic description:

[1] Two women sitting down in an office setting; one woman comforts another woman by placing her hand on her shoulder. Takes up 1/3 side of left hand screen.

[1] Synch audio and text per numbered instructions throughout course.

[2] Display graphic in left-hand, 1/3 side of screen

[3] Navigation to be displayed on all slides going forward:

Constantly displayed menu on the left-hand side of the screen

Paging buttons: back, next, play, pause

Exit



ID: CB1_030

T: Full screen/ title

H1: Meet Rosario

[1] Meet Rosario

[2] Rosario must navigate the complexities of employee confidentiality and support at work.

[1] In this course, you will also meet another manager, Rosario, on her own journey as [2] she navigates the complexities of employee confidentiality and support at work.

[3] When you’re ready, click Next to continue.

[1] Graphic description:

Female businesswoman with arms crossed, looking directly ahead with an office setting in the background.

[1] Title is centered left of the heart on the graphic on background.



ID: CB1_040


H1: Course Objectives

[1] Course Objectives

[2] Correctly define a what it means to set a “compassionate boundary,”

[3] Implement procedures according to the policy on sharing confidential employee information that demonstrates full compliance with the policy, and

[4] Use the three components of the “ICU” conversation model

[5] Identify the Signs

[6] Connect with the Other Person

[7] Understand the Way Forward Together

[1] After completing the course, you will be able to: [2] correctly define what it means to set a “compassionate boundary,” [3] implement procedures according to the policy on sharing confidential employee information that demonstrates full compliance with the policy, 4] and use the thee components of a helpful conversation model with you employees who may be in distress called “ICU,” [5] which stands for Identify the signs, [6] “connect with the other person,” and [7] “understand the way forward together.”


[1] Graphic description: A black and yellow target with a dart stuck in the bullseye, sitting atop a pile of books.


Left hand-side shows three words stacked vertically: identify, connect, and understand. Off to the right of the words is a symbol of a gray face with a letter “I” and a letter “c” embedded across the eyes.


[2] Display graphic at mid-center of screen, text is below in white space



ID: CB1_050

T: Horizontal graphic, ½ split screen, ½ text

H1: Module 1

H2: Objective

[1] Module 1: Defining Compassionate Boundaries

[2] Objective:

[2] Define what it means to set a “compassionate boundary”

[1] Welcome to Module 1.

[2] In this module, you will learn the definition of what it means to set a compassionate boundary in the workplace.



Two human hands reaching across a gray background, one with a small red heart in the palm.

[1] Display graphic across the center top ½ of screen, H1 centered across graphic, H2 in white space below



ID: CB1_060


H1: What is a Compassionate Boundary?

[1] What is a “Compassionate Boundary?”

[2] Being empathetic while focusing the other person on actions to help themselves so they are empowered to do the activities that lead to the actual results

[3] Balancing needs like maintaining confidentiality while supporting employees who may be in distress

[1] What exactly do we mean when we say a “compassionate boundary”?

[2] Setting compassionate boundaries means being empathetic while focusing the other person on actions to help themselves so they are empowered to do the activities that lead to the actual results.

[3] It also means balancing needs like maintaining confidentiality while supporting employees who may be in distress, which is critical to fulfilling our roles as managers

[4] This course helps managers understand how to identify which employees may be in distress and what support is needed without violating company policies or laws on confidentiality.


[1] Graphic description: male and female in an office setting, looking at one another, sitting on an orange couch in front of a white table and white laptop with a glass wall and screen behind them.




ID: CB1_070


H1: Module 2

H2: Objective

[1] Module 2: Understanding and Applying the Policy Regarding Employee Confidentiality

[2] Objective:

[2] Implement procedures according to the policy on sharing confidential employee information that demonstrates full compliance with the policy

[1] Welcome to Module 2.

[2] In this module you will learn how to implement procedures according to the policy on sharing confidential employee information that demonstrates full compliance with the policy

[1] Graphic Description:

A close-up of a page being pulled back to reveal the word “policy” in black print.

[1] Display graphic across the center top ½ of screen, H1 centered across left side of graphic, H2 in white space below with text

ID: CB1_080


H1: Company Policy

[1] What is Our Company Policy on Employee Confidentiality?

[2] Read the company policy or listen to an audio version.

[1] As a leader, it is important to look at our company’s policy on what employee information should and should not be shared, either due to legal statutes, or based on guidelines set forth by best practices.

[2] You can choose to either read a copy of the policy or to hear an audio version of the policy.

[1] Same graphic as in:

ID: CB1_070

[1] Display graphic across the center top ½ of screen, H1 centered across left side of graphic

[2] Create two hyperlinks into the text on the screen. The first hyperlink is to the word “read” and links to a Word document of the policy and the second is to the word “listen” and links to an audio file transcript of the policy.



ID: CB1_090


H1: Information to Be Shared…

[1] Information to Be Shared on a “Need-to-Know” Basis

[2] Workplace accommodations (no medical details)

[3] Workplace investigations (HR only)

[4] Performance (never share with non-managers)

[5] Time off (dates only)

[1] Our employees will sometimes share personal information with us about their lives and it’s important to know what we can and cannot share. Our policies are based on laws protecting employee health information and to prevent circumstances where sharing information could create a perception of discrimination or retaliation in the workplace. For these reasons, leaders can share the following information on a limited basis with other leaders who have a need to know. Let’s look at each one separately. [2] Workplace accommodations: when an employee has a qualified medical disability and they are given a workplace accommodation to help them perform the essential functions of their jobs, leaders are privy to that information to ensure the accommodation helps the employee. From a communication perspective, leaders should only tell other leaders with whom the employee is working about the accommodation so that this leader can also support that employee. For example, if an employee is given a schedule adjustment and works on a project for another leader, that


The words “this is a need-to-know basis” are displayed in black and red block letters across a crumbled paper background with a set of black headphones below the words.

1] Display graphic in left-hand, 1/3 side of screen



other leader should be told the schedule details. [3] Workplace investigations: investigations are taken very seriously by the company. Whenever an investigation involves your employee, you as their manager will be informed by Human Resources, and if you have any actions required to perform as part of the investigation, you will be instructed as to those actions. It is important not to discuss any of the details of an ongoing investigation with anyone outside of human resources to maintain the integrity of the investigation. [4] Performance: occasionally, it might be necessary for you to disclose performance details about one of your employees to another manager if that manager is working with them directly, or if that employee is about to transfer to that manager’s team. In those cases, it is OK to disclose performance ratings and disciplinary actions being considered or taken against the employee. Otherwise, generally sharing employee performance is discouraged to prevent claims of retaliation or discrimination. [5] Lastly, time off: sometimes, employees are granted time off due to medical



necessity. For these reasons, leaders should only communicate any time off, regardless of the reasons, as dates only. [6] Now let’s explore information we should always keep confidential.

ID: CB1_100


H1: Confidential Information

[1] Information to Keep Confidential - Always

[2] Medical Information (except for HR)

[3] Details of a personal crisis (divorce, debt)

[4] Personal news (pregnancy, births)

[5] Outcomes of an HR-Led Investigation

[1] There is some information we always want to keep confidential because the law tells us so or due to the risk of discrimination or retaliation lawsuits from employees. [2] Medical information: any time an employee tells you he or she has a medical condition, is going for tests, or has a relative with a medical condition, it is important to not share this with other leaders. The important caveat is to make sure that if the employee is asking for an accommodation that you work with human resources on the request. Also, this includes mental illness or if the employee thinks they may have a mental illness but is not sure. When in doubt, loop in your human resources team. [3] Details of a personal crisis: lots of times, what an employee may be going through is not medical, but it IS personal. Lives are filled with events such


A wooden stamper with the word confidential stamped in red underneath.

1] Display graphic in left-hand, 1/3 side of screen



as divorce, debt, older parents’ transitioning, or incarcerations of loved ones. In these cases, it is important not to share the information with other leaders. It can be tempting to do so when you care about your employees and want others to be there to support the employee as well. A great way to let other leaders know without breaking confidentiality is to ask the employee if you can tell other leaders that the employee may need more support over the next few weeks. If that is okay with the employee, then that is a good way to show support without violating trust and confidentiality. [4] Personal news: this is like personal crises and should be treated in the same manner. Sometimes we forget that just because not all news is bad, that we shouldn’t share it with others. [5] Lastly, the outcomes of a human resources-led investigation are only shared with those directly involved with the investigation. If you are a part of the investigation as a leader, you will be informed of the outcomes. And if so, you should never discuss them with anyone except for human resources.

[6] Now that you’re familiar with Compassionate Boundaries HCN Confidential Lesson #: Module 1 and Module 2Version (05/14/23 5:25 AM) document.docx


ID: CB1_110

T: Multiple Choice Question

H1: Knowledge Check

Text: Remember Rosario? She needs your help with a situation concerning an employee of hers named Janet. Read the scenario and answer the question by selecting “yes” or “no”.

Rosario recently worked with Human Resources on a scheduling accommodation due to a medical condition for Janet, Rosario’s employee. Now Janet is helping with a project for another manager, Sayed. Should Rosario tell Sayed about Janet’s scheduling accommodation?

Number of tries: 2

Options: (note: correct option is bolded)

A) Yes: Rosario should tell Sayed about the medical condition and the scheduling accommodation so he can support Janet.

B) Yes: Janet is working for Sayed on a project, so Sayed needs to know the details about Janet’s scheduling accommodation.

C) No: Scheduling accommodations are based on medical information and should not be shared with other leaders.

D) No: The only people Rosario should inform about the scheduling accommodation is Human Resources.

Feedback to Knowledge Check attempts:

Attempt Correct Incorrect.

One Correct. Because Janet is also working for Sayed, Sayed has a need-to-know about the scheduling accommodation. When you’re ready to continue, click Next.

Incorrect. Try again. Be sure to think about the difference between information that is confidential and information that can be shared on a need-to-know basis.

Two Correct. Correct. Because Janet is also working for Sayed, Sayed has a need-to-know about the scheduling accommodation. When you’re ready to continue, click Next.

Incorrect. We’ll show you. Scheduling accommodations can be shared on a need-to-know basis. When you’re ready to continue, click Next.



ID: CB1_120

T: Images across the top ½, text at the bottom

H1: Scenario

[1] Scenario: What Should Rosario Do?

[2] During a meeting, Josef tells Rosario he is going through a divorce and may need time off.

[3] Rosario calls another manager, Becca, for advice.

[4] Should Rosario Tell Becca about Josef’s divorce?

[1] Next, let’s help Rosario navigate this situation involving her other employee, Josef. Rosario was about to leave for the day when her employee, Josef, asked if she could meet with him.

[2] Josef was very upset and emotionally recounted to Rosario that he was going through a painful divorce and might need time off over the next few weeks.

[3] After the meeting, Rosario got in her car and started to call her fellow manager and peer, Becca, for advice on how to best support Josef.

[4] Should Rosario tell Becca about Josef’s divorce? Click on “Yes” if you think she should tell Becca or click on “No” if you think Rosario should not share that with Becca.


Female businesswoman (Rosario) with arms crossed, looking directly into camera with an office setting in the background.


Male businessman (Josef) in sitting at a desk, hand under chain, looking off into the distance.


Businesswoman (Becca)

[1] Display graphics across the center top ½ of screen, H1 centered across graphic, text in white space below

[2] Display graphics at the mention of the character names “Rosario” and “Josef”

[3] Create two buttons directly below text on screen. “Yes” should a blue button with white text on it; “No” should a purple button with white text on it and follow the path below:

Yes: goes to CB1_130

No: goes to CB1_160



ID: CB1_130


H1: Scenario

[1] Scenario: Rosario’s Choice

[1] Rosario calls Becca

[2] Becca feels sorry for Josef

[3] Becca suggests Rosario provide Josef with the number to the EAP

[1] In this scenario, [2] Rosario calls Becca and tells her Josef is going through a painful divorce. [3] Becca feels sorry for Josef. [4] She suggests that Rosario give Josef the number for the company’s employee assistance program (EAP).

[5] When you’re ready, click next to continue.

[1] Becca and Rosario graphics from CB1_120

[1] Display graphics side by side across the center top ½ of screen, H1 centered across graphic, text in white space below

[2] “Next” goes to CB1_140

ID: CB1_140


H1: Scenario


[1] Becca approaches Josef about his divorce

[2] Josef is shocked that Becca knows

[3] Josef requests to meet with Rosario

[1] The next day at work, Becca approaches [2] Josef and tells him she is sorry to hear he is going through a divorce, and that she, too, also had a similar experience. Josef is shocked that Becca knows about his situation and immediately infers that [3] his manager, Rosario, must have told her. Josef sends an email to Rosario requesting to meet with her.


[1] Use Rosario, Becca and Josef graphics from CB1_120

[1] Display graphics in a triangle in the center of the screen.

[2] Move the Becca graphic off the screen at audio prompt #3 and re-center Rosario and Josef graphics side by side




ID: CB1_150

T: Three images across the top ½, text at the bottom

H1: Scenario


[2] Personal crisis situations should not be shared with others

[1] In the meeting, Josef asks Rosario if she shared the news of his divorce with Becca, and Rosario confirms she did. Josef is upset and feels Rosario betrayed his confidence. Rosario reflects on her decision and agrees that Josef did not give her his permission to share, despite her good intention of trying to support him.

As you can see from this scenario, Rosario broke Josef’s confidence when she told Becca about Josef’s divorce.

[2] Because a divorce should be considered a personal crisis and very distressing, Rosario should not have shared it unless Josef gave her permission to do so. Instead, Rosario could have explained to Becca that Josef was going through something difficult, and still have gotten the advice she needed from Becca without breaking confidentiality.

[3] Now that we have learned from Rosario’s decision, let’s review what we have learned so far. When you’re ready, click next to continue.

[1] Use Rosario and Josef graphics from CB1_120

[1] Display graphics side by side across the center top ½ of screen, text in white space below




ID: CB1_160


H1: Scenario

[1] Scenario Rosario’s Choice

[2] Rosario tells Becca Josef is going through “something difficult”

[3] Becca suggests Rosario provide Josef with the number to the EAP

[1] Rosario decides to call Becca but only tells Becca that [2] Josef is going through something personal and difficult.

[3] Becca suggests that Rosario give Josef the number for the company’s employee assistance program (EAP).


[1] Becca and Rosario graphics from CB1_120



ID: CB1_170


H1: Scenario


[1] Rosario provides Josef with the number to the EAP

[2] Josef appreciates Rosario keeping the information private

[1] Rosario meets with Josef and provides him with the number for the company’s employee assistance program (EAP).

[2] Josef is appreciative of how supportive Rosario has been and that’s he has kept their talk private since he does not want to repeat the information to his co-workers until he’s ready to talk about it.

[3] Now that we have helped Rosario with her employee situation, let’s review what we have learned so far. Click next to continue when you’re ready.

[1] Use Rosario and Josef graphics from CB1_120





ID: CB1_180

T: two columns of text in vertical display

H1: Review

H2: Information to be shared…

H2: Information to Keep…

[1] Information to Be Shared on a “Need-to-Know” Basis

[2] Workplace accommodations (no medical details)

[2] Workplace investigations (HR only)

[2] Performance (never share with non-managers)

[2] Time off (dates only)

[3] Information to Keep Confidential - Always

[4] Medical Information (except for HR)

[4] Details of a personal crisis (divorce, debt)

[4] Personal news (pregnancy, births)

[4] Outcomes of an HR-Led Investigation

[1] In Module 2 we discussed the different kinds of information that can be shared with individuals who have a need to know. [2] That information included: workplace accommodations, workplace investigations, performance, and time off.

[3] We also discussed the kinds of information that should never be shared. [4] Examples of this information included medical information, details of a personal crisis, personal news, and outcomes of a human resources-led investigation.

[5] Now let’s check our understanding. When you’re ready, click next to continue.

None [1] Display text in two columns vertically across screen



ID: CB1_110

T: Dichotomous Question

H1: Knowledge Check

Number of tries: 1

Text:

Read each statement carefully. Click TRUE if you think a statement is TRUE. Click FALSE if you think the statement is FALSE.

Options bolded below are correct.

1. It is OK to tell others an employee is pregnant if that employee is also telling her co-workers she is pregnant.

A: TRUE

B: FALSE

Correct Feedback: Correct! Only an employee can share their personal medical information with others.

Incorrect Feedback: Incorrect. Although an employee may share his or her own personal information, that information is still confidential and should not be shared with anyone else.

2. If an employee suddenly begins missing work, the manager should NOT ask them for a doctor’s note.

A: TRUE

B: FALSE

Correct Feedback: Correct! Asking for a note is not our policy and may increase may increase our risk by inviting in unnecessary medical information about our employees. The best approach is to engage in a compassionate conversation.

Incorrect Feedback: Incorrect. Asking for a doctor’s note is inconsistent with policy and may increase our risk by inviting in unnecessary medical information about our employees. The best approach is to engage in a compassionate conversation.

3. An employee shares that that she is moving her mother into a nursing home because her mother has Alzheimer’s disease. This information should be kept confidential and not shared with anyone UNLESS Jolie askes for time off to care for her mother.

A: TRUE

B: FALSE

Correct Feedback: Correct! This is considered personal and confidential information. If Jolie asks for time off to care for her



mother, it may trigger the FMLA statute, and then a manager should alert HR.

Incorrect Feedback: Incorrect. This is considered personal and confidential information. If Jolie asks for time off to care for her mother, it may trigger the FMLA statute, and then a manager should alert HR.

4. When a manager seeks the advice of another manager about an employee issue, it is OK to share the details of that employee’s non-medical situation, such as a divorce, death in the family, or a financial crisis.

A: TRUE

B: FALSE

Correct Feedback: Correct! While sharing this information does not pose a legal risk to the organization, it may create issues around trust and engagement.

Incorrect Feedback: Incorrect. While sharing this information does not pose a legal risk to the organization, it may create issues around trust and engagement. When speaking with your peers, we ask that you leave out the details.

5. If an employee has a medical accommodation, a manager MUST keep the information confidential, even from other managers, unless that manager has a need to know.

A: TRUE

B: FALSE

Correct Feedback: Correct! Only those with a need to know should be informed of an employee’s medical accommodation.

Incorrect Feedback: Incorrect. Only those with a need to know should be informed of an employee’s medical accommodation.

When you’re ready to continue, click next.



ID: CB1_110

T: Full/title screen

H1: Congratulations!

[1] Congratulations!

[1] You have just completed Module 2.

[1] Congratulations! You have just completed Module 2.

[2] Click “next” to continue to Module 3 or click menu to return to the main course menu.

[1] H1 and text is centered on the screen.


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