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Petition for Standardized On-Call Practices and On Call Manager SupportOn-call managers play a critical role in ensuring continuity of care, yet current practices leave us exhausted, underpaid, and unsupported. We are expected to cover entire weekends without relief, receive middle-of-the-night calls for issues that could wait until office hours, and manage responsibilities beyond the scope of on-call. This system creates chronic sleep deprivation, interferes with childcare, meals, and rest. We are calling for fair compensation, standardized communication, and structural support. Offices must provide daily handoff reports, use app features consistently, and clearly explain the on-call role to families and aides. Managers deserve a hybrid pay model (flat stipend + hourly pay for active work), answering service support to filter non-urgent calls, and the option of fairer schedules (weekday/weekend or day/night splits). These changes would improve trust with families, protect manager health and well-being, and provide clarity and fairness across offices. On-call managers should not be forced to sacrifice their health, sleep, and family life for unsustainable flat pay. It’s time for leadership to adopt reforms that respect the vital work on-call managers provide. Purpose We, the undersigned, request that the company adopt standardized policies and practices regarding on-call management to improve communication, transparency, fairness, and quality of life for managers. Issues Identified 1. Inconsistent Communication from Offices - Lack of clear handoff reports creates confusion and delays in service. - Hospitalization updates and available aide information are not always communicated in real time. 2. Unclear Role Expectations - Managers are expected to perform ongoing hourly tasks beyond the intended scope of on-call. - No universal use of the 'Offer' function in the scheduling app, leading to inconsistency across offices. 3. Lack of Transparency with Families and Aides - Families and aides do not always receive clear explanations of the on-call function, leading to misplaced expectations and unnecessary conflict. 4. Compensation Concerns - Current pay models do not adequately reflect the workload, stress, and responsibility associated with on-call management. - Some offices warn managers to 'only cover their office,' yet the average pay of ~$10,000 per office annually is not sufficient to tie up a manager’s nights and weekends for just one office. 5. Sleep Deprivation and Health Risks - On-call managers are frequently woken multiple times throughout the night, resulting in very little rest for flat pay. - Calls that could reasonably wait until office hours are still routed directly to managers late at night or early morning. 6. Interference with Daily Life and Family Obligations - Managers often cannot engage in normal life activities such as showering, cooking, grocery shopping, childcare, or resting without being interrupted by phone calls. - Weekends and evenings become consumed by unpredictable and high-stress demands. 7. Cumulative Burnout and Lack of Backup - Prolonged on-call assignments without backup coverage contribute to fatigue, stress, and increased risk of burnout. - Managers face disproportionate liability compared to their compensation. 8. Lack of Personal Introduction and Integration - On-call managers are never properly introduced to office staff, aides, or families, which undermines trust and communication. Proposed Actions 1. Standardized Handoff Reports - Daily updates including hospitalizations, available aides with max hours/rates, and pending issues. 2. Required Use of App Features - All offices must consistently use the 'Offer' function for scheduling. 3. Training & Acknowledgment - All staff must complete training on on-call procedures and sign acknowledgment forms. 4. Transparency with Families and Aides - Standardized scripts/information sheets must clarify the role and limitations of on-call. 5. Fair Compensation Model - Hybrid model: flat stipend + hourly pay for active work. - Offices requiring single-office coverage must increase pay. 6. Answering Service Support - Use answering services to triage calls. - Hold non-urgent calls until 4–5 AM or office hours. - Only urgent calls should reach managers overnight. 7. Clear Role Boundaries - On-call managers should not perform routine office work. 8. Mandatory Introduction Protocol - On-call managers must be introduced to the staff and aides they support. 9. Proposed On-Call Schedule Models (Examples, Not Requirements) - Weekday/Weekend Split (Sun–Wed vs. Thu–Sat). - Day/Night Split (5 AM–5 PM vs. 5 PM–5 AM). - Weekend Partition (Sat/Sun divided into two 12-hour shifts). - Offices should adapt these options as needed but must formally present them. Conclusion By implementing these changes, the company can: - Ensure better communication and continuity of care. - Provide clear expectations and boundaries for managers. - Establish fair compensation models that reflect actual work performed. - Improve trust and transparency with aides and families. - Protect managers’ health, safety, and family life by reducing disruptions and sleep deprivation. - Foster professional respect and accountability by integrating on-call managers into supported teams. We respectfully request leadership to review.2 of 100 SignaturesCreated by BHHC On Call BHHC -
Unionize New Ulm 3M!!!I’m writing this as someone who’s exhausted—not just from the work itself, but from the environment 3M has created around it. Right now, burnout is everywhere, and management seems either unaware The people still here are covering extra work without extra pay, and the pressure never lets up. Meanwhile, leadership continues to communicate poorly, enforce policies inconsistently, and show little to no compassion when employees are clearly struggling. Morale is low because management feels disconnected, reactive, and often dismissive. People aren’t quitting because they’re lazy—they’re quitting because they’re tired of being treated like they don’t matter. If 3M wants to retain good employees, it needs to start by valuing them—through better communication, fair treatment, and a real effort to reduce burnout. Sincerely, A Burned-Out Employee1 of 100 SignaturesCreated by Elizabeth Darcy -
Call on employers to protect workers and stand against destructive immigration policiesDestructive immigration policies are taking a toll on workers and the U.S. economy as a whole. Immigrants are afraid to go to work. Labor shortages are impacting the entire workforce. Communities are being ripped apart. Federal Reserve Board Chair Jerome Powell stated that the current immigration crackdown and restrictive border policies are causing a slowdown in the American economy. The White House’s policies are causing wages to decrease in sectors where immigrant workers usually contribute to above-average wage growth. Many employers, especially in healthcare, childcare, and construction, are struggling to find workers. While workers and the economy suffer, many employers in the U.S. are exploiting the system on both sides. Big corporations take advantage of the country’s broken immigration system and exploit workers, especially undocumented immigrants. This vicious cycle and the intensifying violence against immigrants calls for action. Executives should no longer sit back and exploit the laws and exploit working people (all while they face no accountability for breaking labor laws). Employers and their companies have an interest in taking action now to combat mass deportations — so they have the workforce they need and a healthy economy. In taking action, employers will also protect workers, working conditions, and stand for immigrant justice.3,079 of 4,000 SignaturesCreated by Immigrant and Labor Justice -
Stop the Use of Biased AI in HiringEmployers across the U.S. are using automated algorithms to screen job applicants — but these tools often replicate and amplify the same systemic biases we’ve been fighting for decades. AI and algorithmic screening tools routinely filter out marginalized applicants: BIPOC candidates, disabled workers, those with nontraditional resumes, job gaps, or “ethnic” names. These systems are opaque, unregulated, and deeply discriminatory — yet they are being used every day to decide who gets hired and who doesn’t. We are calling for: • A moratorium on the use of unregulated AI in hiring • Full transparency: Employers must disclose when automated tools are used • Fairness audits and human review for any AI-driven decision-making in the hiring process Everyone deserves a fair shot at employment — not a silent rejection from a biased algorithm. Sign this petition if you believe that hiring should be human, transparent, and just.3,733 of 4,000 SignaturesCreated by Alvina Ahmed
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Stand with air traffic controllers and keep air travel safe!It has been a deadly year for flyers. Staff shortages and outdated equipment have FAA air traffic controllers feeling the brunt of long-standing, systemic problems in US air travel. In May 2025, Newark Liberty International Airport had days of large-scale delays and cancellations because of air traffic controller shortages. Why was there such a shortage? Equipment failures at Newark caused controllers to temporarily lose communication with pilots; a situation that could’ve led to catastrophe and loss of life. A number of air traffic controllers had to take trauma leave. What happened at Newark is the worst of what air traffic controllers experience across the country. 99% of air traffic control facilities in the U.S. are operating below recommended staffing levels. Outdated equipment and systems, poor working conditions, and understaffing are leading to a crisis for controllers.9,573 of 10,000 SignaturesCreated by Air Travel Safety -
Protect New York City Sick Leave Laws (ESSTA)We urge New York City Council Members to review, amend, and sign a Letter of Legislative Intent clarifying that the purpose of Local Law 22 is to ensure that all workers facing clear violations of the Earned Safe and Sick Time Act (ESSTA) can be reinstated before final judgment, through timely court intervention. We support Local Law 22. We support the right of all NYC workers to enforce their safe and sick leave protections as violations happen, not years later.215 of 300 SignaturesCreated by Protect ESSTA -
Porter Medical Center Health ProfessionalsMission Statement We, the health professionals of the Porter Federation of Nurses and Health Professionals, are committed to advocating for the rights, well-being, and professional integrity of our members. Our mission is to: 1. Ensure Equitable Compensation and Benefits: Advocate for fair and competitive wages within each unique health profession, along with comprehensive benefits that support all members across our diverse workforce. 2. Improve Working Conditions: Secure supportive, sustainable environments. 3. Advance Professional Development: Support ongoing learning and career growth 4. Champion Patient Care: Address systemic issues that affect care quality and access. 5. Strengthen Our Collective Voice: Influence policies that impact our work and communities. 6. Uphold Diversity, Equity, and Inclusion: Foster a union where every member is seen, heard, and valued.6 of 100 SignaturesCreated by Jon Ford
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Stand with USPS workers and reject Post Office privatizationThe U.S. Post Office and postal workers have faced years of cuts, poor conditions, and threats of privatization. The newest selection to lead the USPS, David Steiner, is a FedEx Board Member, even though FedEx is a direct competitor to the Post Office. Postal workers are already facing a round of 10,000 job cuts. Many USPS workers are forced to deal with what has been described as a “toxic workplace” due to hostile work environments, understaffing, poor treatment of workers, fatigue, and unforgiving schedules. In 2023, reports showed that 59% of early career USPS workers were leaving this toxic environment. Now, competing companies and banks like Wells Fargo want to privatize the Post Office. Privatizing the USPS won’t fix any of the problems at the postal service — it’ll only make things worse for workers. Postal workers have gathered across the country to protest layoffs, hour cuts, workplace conditions, and attempts to make the Post Office a private company.4,468 of 5,000 SignaturesCreated by USPS Worker Protections -
Lularoe please reconsider recent changes to the bonus structureLast week Lularoe implemented changes to their bonus structure that threaten the livelihood of many dedicated leaders like myself. As committed leaders within the company, we rely heavily on the bonus structure to provide for our families and our teams. The new changes have made it virtually impossible for us to receive a consistent and dependable paycheck, which is crucial. Lularoe, once a beacon of empowerment and opportunity, has now placed its leaders in a precarious position. The alterations to the bonus structure not only undermine our hard work but also devalue the time and energy we invest in building the company's success. The modifications are disheartening and risk driving away many of the passionate leaders who have contributed to Lularoe's growth and community. In addition to this, the timing in which they chose to do this couldn't be worse- with the current uncertain economy, inflation and recession. It's essential that Lularoe acknowledges the crucial role its leaders play and compensates them fairly for their efforts. Providing stability through a reliable bonus structure is not merely a gesture of goodwill; it's a recognition of our unwavering dedication and contribution.1,783 of 2,000 SignaturesCreated by Jill Smith -
We Are More Than Secondary Staff, and We Deserve More For ItWE THE PSH AND SODEXO STAFF MAKING UP THE PCA, PCT, UCA, FRONT LOBBY ADMINISTRATION, EVS, DIETARY, TRANSPORT, AND ALL OTHER SECONDARY AND TERTIARY STAFF WILL BE WALKING OUT ON 05/12/2025, THE 205th BIRTHDAY OF FLORENCE NIGHTINGALE, THE FOUNDER OF MODERN NURSING, UNLESS THE PROPOSED CONCESSIONS CAN BE MADE. NOSOTROS, EL PERSONAL DE PSH Y SODEXO QUE COMPONEMOS EL PCA, PCT, UCA, ADMINISTRACIÓN DE ENFERMERÍA, EVS, DIETÉTICA, TRANSPORTE, Y TODO EL DEMÁS PERSONAL SECUNDARIO Y TERCIARIO, NOS IREMOS EL 05/12/2025, EL 205º CUMPLEAÑOS DE FLORENCE NIGHTINGALE, LA FUNDADORA DE LA ENFERMERÍA MODERNA, A MENOS QUE SE PUEDAN HACER LAS CONCESIONES PROPUESTAS. THE HOSPITAL CANNOT RUN WITHOUT US, AND WE ARE NOT THEIR INDENTURED SERVANTS TO TAKE ADVANTAGE OF. EL HOSPITAL NO PUEDE FUNCIONAR SIN NOSOTROS, Y NO SOMOS SUS SIRVIENTES PARA APROVECHARSE DE NOSOTROS. These are our Concessions: Sodexo SHALL NOT employ staff separate from Penn State Health. • EVS and Dietary will become employees under PSH, sharing the same HR and policies maintained. • All staff will have benefits offered by PSH; contracted individuals will be considered separate from PSH and will maintain their contractors benefits and policies, while following PSH work policies. Policies will be directly related to work and be maintained across the entirety of the PSH system. • Policy changes and adjustments will be consulted with and agreed upon alongside councils. • Councils will have direct influence on changes necessary within LMC. Councils will involve members from ALL departments within LMC, unless a council is directly related to requirements outside of departmental/staff scope. Starting pay for all, non-certified employees will be $18 with <1 year experience. • Certified staff will start off at $21 per hour, with <1 year experience. • Courses to certify employees will be put in place, and will be paid for by PSH. • Multiple certifications outside of primary job will increase compensation appropriately. Pay will adjust based on expierence, with a cap at $30 with experience and primary certification alone. • Per year of experience, a $.50 increase will be applied, with experience pay increase capping at $9.00. This discludes hospital-wide annual raises. • ALL hospital-related raises will include all staff, not department or job position specific. • Certification increase will not be affected by experience cap. Councils will be reorganized and improved to allow for collaborative efforts among the multiple councils. • All job positions will have a council that specifically is created for them. • Standard councils (i.e. safety, education, etc.) will include members from all departments/positions. • Leadership’s involvement with the council is to act as advocates. No upper management will be directly affiliated with a specific council. Any time worked over the necessary time (36 hrs for full-time, 24 hrs for part time and PRN) will be considered overtime. • Overtime picked up on a holiday will not counteract the Holiday pay. Any floating of staff to a floor/department outside of their normal will receive the equivalent Float Pool differential. PRN Staff will have the same benefits as Part-time employees, so long as 144 hrs is worked within a 6-week time period, adjusting every 6 months. PRN Staff will have the same pay benefits as fulltime and part-time employees, and will receive all bonuses and differentials likewise. • Certifications/experience pay will be appropriately adjusted to the employee’s pay. Shift differentials will be applied as follows: 1500-2259, $2+; 2300-1059, $2.50+. • All weekend shifts will be an ADDITIONAL $2+. • Overtime with weekend shifts will reflect normal pay before differential. Understaffed departments/floors will receive an hourly $2+ differential for every day understaffed. Policies will be set in place that CLEARLY define positional roles/responsibilities and will only be expected to adjust based on individuals certifications. Education surrounding roles outside of general position will be reinforced through education and compentancy. • Competencies are not equivalent to certifications, but should be encouraged/provided to become certifications. • Competencies are reflected as OUTSIDE of the normal roles/responsibilities. Roles that require certifications will be provided to employees and paid for by PSH, so long as that role lies within the requirements to appropriately fulfill the job duties. • Certifications received that enhance capabilities but are not required will be paid for by employee, but reimbursed after certification is received.3,095 of 4,000 SignaturesCreated by Liam McShea -
Tesla: Stop Risking Workers' LivesFederal regulators recently cited Tesla for serious workplace safety violations after a worker was tragically electrocuted last summer at its Austin auto plant. A lawsuit brought by the worker’s family alleges he was told to inspect electrical panels before they were energized, but that one of the panels already had power which immediately electrocuted him and left him unconscious. This heartbreaking incident isn't isolated—it's the latest slap on the wrist for an alarming pattern of disregard for worker safety at Tesla. Tesla workers report being pressured into hazardous conditions, often without adequate training or safety measures. In Austin, a worker's hand was mangled by machinery, yet supervisors allegedly ignored the injury and continued operations as usual. These aren't mere accidents—they're symptoms of a systemic problem at Tesla. Tesla's board must act urgently to protect its workers. Sign this petition demanding they immediately implement rigorous safety standards at all Tesla facilities.4,405 of 5,000 SignaturesCreated by Tesla Safety Record -
Amazon Workers Deserve Safe WorkplacesIn August 2023 an Amazon warehouse worker was struck on the head by a falling computer desk. He was nauseous and dizzy, but the on-site medical unit only gave him aspirin and ice – so he had to visit an urgent care facility on his own. It’s an extreme example of a really common problem for Amazon workers. Amazon's warehouses have been reported to have injury rates nearly double those of similar facilities. In 2020, Amazon reported 6.5 injuries per 100 full-time employees, while Walmart reported only 3 per 100. Amazon’s profit in 2023 was $30,400,000,000. Their CEO was paid $29,200,000 for a single year’s work. These are profits built on the back of high risk workplaces, and it’s unacceptable that Amazon refuses to spend what’s needed to fix it.11,310 of 15,000 SignaturesCreated by Amazon Injury Watch
