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Category: hiring

Basics of Onboarding an Employee

Published by Brett Holubeck on July 13, 2020
Picture of a life preserver with the phrase "Welcome Aboard" written on it to demonstrate that when onboarding employees should feel welcome.
Photo by Nick Fewings on Unsplash

Onboarding a new employee is tough. Onboarding a new employee remotely is even harder. There are several considerations that every company needs to have before they bring on a new employee especially in light of the current Coronavirus pandemic. 

Make sure that the Paperwork is Completed

As I mentioned in an earlier post, employers still need to complete the I-9 for all new hires, but this rule has changed somewhat:

Every employee must fill out an I-9 when they are first hired. Employers normally cannot complete the I-9 form remotely. Companies must review the applicant/new hire’s documents in person. With COVID-19 (the Coronavirus) raging, this is one rule that has been relaxed. Remote workers no longer need to present documents physically. Companies can now view the documents through video and write COVID-19 as the reason for the delay in physical inspection on the relevant part of the I-9. They will need to review the documents physically once this disaster is over.

In another post, I listed some additional information on the paperwork that an employee needs to fill out on their first day. Rather than rehash that article, I want to use this post to discuss the actual onboarding process beyond merely filling out paperwork. 

What is New Hire Orientation?

Onboarding is not new hire orientation. New hire orientation is essentially showing the new employee where they will sit/work, reviewing policies, and, let’s be honest, it is mostly filling out paperwork and watching training videos. It also involves telling them the basics of how to do their job. 

Onboarding goes much deeper. It is about setting the employee up for long term success and to be a member of the team.

 How to Onboard Employees Effectively

You need to have a plan. When I did Teach for America, one of the most important lessons that we were taught as teachers was to backwards plan. You needed to know where you wanted to end up, so that you could understand how to get there. For example, one of the goals may have been for the students to know their multiplication tables up to the number twelve. With that end in mind you can plan a series of lessons and tricks to help students memorize these tables so that they could do multiplication with bigger numbers later. 

The same lesson applies to employees. A good job description can help you keep the end in mind (I wrote about job descriptions previously here). It is essentially what you want the employee to be able to do (i.e. where you want the employee to end up).

If a company doesn’t know what their end goals are for a new employee, then the new employee definitely won’t meet those goals. Onboarding starts on day one and continues for months until the employee is fully integrated into the company. Before getting into the details of improving onboarding at an organization, I want to briefly note that onboarding is a company and job specific process (or at least it should be). Ideally, there should be a different onboarding process for every type of job at the company because the purpose of onboarding is to make a new employee a good fit for their position and at the specific company they work for. Moreover, in the times of the coronavirus there are several additional considerations and training that employees will need. 

Here is a quick overview of what the onboarding process may look like for employees generally.

The First Day of Onboarding

Companies need to communicate with the coworkers of the future employee to let them know that the company has hired a new employee. The team, or several members that the new employee will work with, should be encouraged to welcome the new employee when they first come into the office. In the coronavirus or “zoom era,” a quick zoom chat with everyone to welcome the new employee at the beginning of their first day is a great way to make the employee feel that they are a part of a team and the company is a good place to work. The same is true when the employee first comes into the office or onsite work environment. Gathering the fellow coworkers of the new employee to welcome them is a great way to immediately break the tension of starting the first day at a new job. 

After the initial welcome, the new employee will likely have several trainings or meetings with their manager. Management should obviously give the new employee a schedule that they will follow on the first day; there is nothing worse than feeling lost on day one. The company should also assign a mentor or supervisor that will make sure that the employee finds his or her way to lunch, has people to eat with, and can answer any questions the new employee has throughout the day. 

After the First Day 

Once the new hire orientation is completed. The actual process of onboarding begins. This is where a good onboarding and a bad onboarding program can be differentiated. Many times, a company’s onboarding process is just a couple day new hire and training process without a long-term plan to integrate the employees into the overall team. 

The only way to do that effectively is to map out the information that the employee will need to be successful in the workplace. In other words, you need an actual, formal onboarding program rather than an informal, haphazard one where employees learn what they need to do on the fly. 

As I see it, there are a few key components of the formal, long-term onboarding process. One is integrating the employee into the company or business. It involves making them believe in the mission of the company and the aims of its business. The second is integrating the employee within the team that they work with. This involves them getting an understanding of the strengths of the team, the areas for improvement, how the team communicates and works together to complete its tasks, and just generally becoming comfortable and sociable with their coworkers. The final component of onboarding is orienting the employee into the basics of their job.

Let’s look at these three areas in a bit more detail.

1. Making the Employee Truly a Part of the Company

A new employee cannot integrate into a company’s culture in a week, but they do get a picture of what they believe the culture is. Within the first week the employee will have seen how different people interact with each other. He or she will see what issues his manager places their focus on and whether those issues come from the company or are something that the manager makes up on the fly.

Over the course of several months, if onboarding goes well, the employee will adapt to the culture of the company. If the company has a poor culture, then the employee will obviously try to work within that culture. A good culture or foundation is important for the new employee. A workplace culture is really what drives the employees at the company. Many companies have high morale because they care for employees and respect their ideas. Other companies have poor morale because of management or other problems at the company. 

An employee learns about the culture of the workplace by watching and following what other employees are doing. If the workplace has a dog eat dog culture, then the employee will notice that the first time that they get stabbed in the back or when people do not share credit for some project or task. The new employee will likely adapt to whatever culture is already present in the workplace rather than changing it.

2. Becoming a Member of the Team

This is probably one of the most critical, but often overlooked elements of the onboarding process. The social interaction and getting comfortable with the team that an employee will work with is important. Companies can aid this process by doing a few basic things. They need to create opportunities for the team to interact with the new employee. Usually, this means taking the new employee out to lunch or having them sit with a certain assigned person in the lunchroom so that the employee can avoid that awkward moment of not knowing where to sit that may take some of us back to high school.

Good companies create opportunities for the person to feel a part of the team throughout their time at a company. That means that employees are encouraged to share ideas and feedback with each other. It also means that employees encourage each other and support each other in their work. A good manager, proper training, and feedback are necessary to create this culture. 

3. Helping An Employee Adjust to Their Job

This is the reason that the employee is there: to do their job. A long onboarding process helps them become more effective and brings them up to speed quicker. There should be regular checks with the employee to see how they are doing. Ideally this would be done on a formal basis at one month, three months, six months, and a year. On an informal basis, management should check in with the employee on a multiple time a day basis during their first few days, then a daily basis through the one-month period, and perhaps weekly after that. 

Every job has specific requirements. Companies need to conduct their own analysis to see what skills they need to develop within the new employee and what the employee needs to know in their specific job to be successful. Some jobs have only a few skills that a new employee needs to know, and these can usually be learned quickly. Other jobs have a variety of skills and tasks that need to be completed. Sometimes the job will even have tasks that will only occur once a year or sometimes once every other year (like planning a conference). A good employer will help employees understand what they need to do to complete these tasks and train them so that they can do them effectively. 

Some Quick Notes about Remote Onboarding

With remote onboarding, companies need to be even more intentional than they are with employees that they see on a day-to-day or week-to-week basis. Managers must check in with their employees and their work to see how they are doing. Every coworker must aim to make the new employee feel welcome and part of the culture. There needs to be a specific plan and agenda in place to help the new employee integrate into the company. It needs to be thought out and time must be blocked off for the various parts of the first day. As I mentioned before, a quick zoom call at the beginning of the employee’s first day is a great way to make the employee feel welcome. Buying the remote employee lunch on their first day and having a lunch meeting over zoom is another way. 

Throughout the first week the manager and other coworkers should check in with the employee. Employers need to create an intentional plan to interact with the employee so that they don’t feel like they are an outsider or completely isolated from the company. Companies can be successful in making remote employees fully part of the team and feel like they fit within the company. It just takes a lot of preparation and a plan. 

Conclusion

Around one-third of employees leave a job within the first six months. The more a person is integrated into the company, their team, and their job the less likely it is that a person will leave. Remember, hiring is expensive. The cost of a bad hiring decision according to the Department of Labor is 30% of their first year earnings. Onboarding is an opportunity that employers have to help their employees and their business grow. It is too important to leave to chance or do without a well-developed plan. 

The information provided in this blog is for educational purposes only and is not legal advice. If you need legal advice, then you should speak with a lawyer about your specific issues. Every legal issue is unique. A lawyer can help you with your situation. Reading the blog, contacting me through the site, emailing me or commenting on a post does not create an attorney-client relationship between any reader and me.

The information provided is my own and does not reflect the opinion of my firm or anyone else.                                                                                                                                                                                   

Job Descriptions, Recruitment and AI

Published by Brett Holubeck on November 25, 2019
A "now hiring" sign to fit the theme of how companies engage in recruitment.
Photo by Free To Use Sounds on Unsplash

Finding good employees is tough. Unemployment is at a 50 year low (it is around 3.6%) There are around 1 million more job openings vs. potential applicants at this point in time, and the reality is that immigration and finding candidates that can come to the US to work is getting more difficult under the current administration.

So, how can companies find the right candidates? And why is an employment law blog writing about recruitment? Recruitment efforts (when not accurate or strategic) can have negative implications on employees in the workplace, and the use of particular recruitment software strategies can be sticky- so being well-informed of the pitfalls is key.

It Starts with the Job Description

Crafting job descriptions is an incredibly important part of any recruitment process. Why does it matter? There are 3 important reasons. It sets your expectations for recruiting for the position, it sets the essential job duties if an employee is disabled and needs an accommodation under the Americans with Disabilities Act, and it forms the basis of meeting the duties within the white-collar exemptions.

Setting Expectations

An advertisement for an open position will always contain a job description and expected duties of the position. The accuracy of these postings are critical. A poorly worded job description will not attract the right candidates will create a big waste of time and money for the business and may even expose the company to a discrimination claim. In the event a business chooses to hire an applicant who was recruited with an inaccurate job description,  when these candidates join the company, they will likely feel lied to, and  that the job does not match what they applied for. LinkedIn’s Talent blog has a great breakdown of what candidates actually review when they see a job description. According to LinkedIn, candidates believed that the most important parts of the job posting were the compensation, qualifications, and job duties. Clear and specific measures of what success in the position looks like were also very popular with candidates. The best job postings also let the candidate know exactly what they need to do to achieve success in the position.

Job descriptions and Essential Functions under the ADA

 The job description forms the basis of the essential functions of the position, which determine whether someone can be accommodated under the ADA if they have a disability. In many positions, it is critical for the company to have clear job descriptions to defend themselves in the event that a person has a disability and cannot be accommodated. Job descriptions should be formalized and written down. For example, attendance can be a regular requirement of a job. 

White Collar Exemptions

Finally, the job description can serve as evidence that a person meets one of the salary basis exemptions for overtime. In many instances white collar employees (think Doctor, Lawyer, Manager, etc.) will qualify as exempt from overtime which means even if they work over 40 hours they would not qualify for overtime pay.  A written job description stating the duties of these individuals will be used as evidence to see if the person meets the relevant exemption for the executive, administrative, professional, sales, or other exemption related to overtime pay.

AI and Recruitment

There is no doubt that technology can aid immensely in recruitment. One can consider all of the technological improvements that have made work so much better. The internet allowed job openings to be posted online, online applications allow people to apply at their convenience (without having to mail or hand deliver an application), scheduling software can make setting up an interview a breeze, and applicants can access reviews of the company through Glassdoor, equipping them with information that would have been much more difficult previously unless you knew someone on the inside. 

It is a big task for any company to try to select the right candidates, especially when the pool is large and diverse. Many companies have begun using software to screen out candidates and select the best candidates for the position, however, many of these tactics have their own pitfalls you should be aware of (some of them being blatantly asking for a lawsuit). These methods can include using software to screen resumes, (unlawfully) targeting individuals for applications and advertisements based on characteristics of individuals like zip code and age, and finally conducting interviews through video or using an electronic device, essentially streamlining the interviewing process and lessening the need for in-person manpower.

Screening Resumes with Software

Using software to screen resumes and applications can be efficient. If a job requires a certain certification, degree, or level of experience and a candidate does not have that and a company cannot or does not want to consider applicants without the skill or experience, then a resume screener can automatically reject these applications and perhaps even send out an email letting them know that they were not accepted for the position. It basically prevents a real human from having to review an application. Of course, you do need to be careful about machine learning and letting the app run on its own. Amazon had to adjust some software that used machine learning that it was developing because the software was discriminating against women. The software penalized candidates for having “women” in their resume and penalized candidates from 2 women’s colleges. Companies must be careful to avoid discrimination in the resume screening by any algorithm or AI (Artificial Intelligence)  and continuing to monitor the software to determine if it later causes a disparate impact on any group.

Targeted Advertising

Facebook recently settled several cases involving its targeted advertising that enabled it to exclude certain individuals based on age. Age is a protected characteristic and is protected under the ADEA (The Age Discrimination and Employment Act of 1967). It is illegal to discriminate against someone on the basis of age. The ads targeted young men, so women and people over 55 did not even see the ads, which means that it was also discriminatory on the basis of sex (another protected class). Facebook also had ads that were targeted based on the zip code that individuals were living in which also may be problematic as racial makeup differs from zip code to zip code especially in metropolitan areas, which could also allow companies to discriminate based on race and even national origin.

AI Conducted Interviews

Video interviews have been one of the big developments that have come out in the last few years, but they are already subject to some problems. One of the most interesting and relevant examples of this at the moment is with the company HireVue and their interviewing technology.

HireVue’s AI conducts video-based  interviews which measure “non-verbal cues – such as facial expressions, eye-movements, body movements, details of clothes, and nuances of voice.” It also collects all the responses from the interviewers to allow users to more easily compare answers. 

There are a few issues with this kind of software including the question of if this technology could even reasonably identify things like emotion or personality traits. It could also potentially discriminate against individuals who have a different primary language, or even have individuals “put on a show” for the software based on knowing what the software is looking for.  The Brooking Institution stated that “Scientific evidence suggests that accurately inferring emotions from facial expressions is very difficult and it stands to reason that inferring personality traits is even harder, if it’s possible at all.”

Angela Chen at Technology Review stated the complaints that some groups have had with the software. “As a result, applicants who deviate from the “traditional”—including people don’t speak English as a native language or who are disabled—are likely to get lower scores, experts say. Plus, it encourages applicants to game the system by interviewing in a way that they know HireVue will like.”

However, HireVue claims that it

has a well-developed process that involves testing the input data used to train our algorithms for bias, and then performing what organizational psychologists call “adverse impact” (bias) testing on the output data (predictions) produced by each algorithm. If we find that a certain factor studied by the algorithm is producing a biased result, we take it out of the algorithm, retrain it with all data except that factor, and test it again. This all happens before the assessment can go live in an interview, so you can rest assured that HireVue algorithms are de-biased long before you ever encounter them.

Title VII bans national origin discrimination and as HireVue measures language patterns it may be a problem for the software. The software may suffer problems from creating a disparate impact based on national origin (caused by the candidate’s speech patterns) and may discriminate against individuals with a disability that may have had a stroke or other condition that affects their speech or facial expressions.

As a result of these issues and as noted by Drew Harwell in the Washington Post, the Electronic Privacy Information Center (EPIC) filed a complaint with the Federal Trade Commission stating that HireVue’s use of “unproven” AI systems to scan people’s faces and voices is a threat to workers.  The FTC “regularly enforces ‘unfair and deceptive acts or practices’ statutes against companies found to be making claims to consumers without a ‘reasonable basis’ in a way likely to ‘cause substantial injury.”’ EPIC claims that the results from HireVue are “biased, unproven and not replicable.” Further, they claim that it could be biased against someone because of a protected characteristic.  “HireVue advertises that its technology does not use facial recognition technology” because its systems do not attempt to identify people.”

EPIC argues that this is misleading as the FTC ruled that facial recognition technology includes any ‘“technologies that analyze facial geometry to predict demographic characteristics, expression or emotions.”’ The result of the EPIC case is a case all recruiters should watch, and it will be interesting to see the arguments as it unfolds. Recruiters that use AI can especially benefit from following the case to see whether any changes are necessary to the software that they use to minimize any disparate impact it has only any protected class (like anyone with a disability or those that are not native to the US). The case and similar ones will answer important questions on how this software and others like it can address discrimination concerns, which will have a great, and likely positive, impact on how recruitment is done in the future.

Illinois has also taken a stand on the issue. It recently enacted legislation that requires the company to  disclose that artificial intelligence analysis will be used before the interview, and that the company must “provide each applicant with information before the interview explaining how the artificial intelligence works and what general types of characteristics it uses to evaluate applicants.” Companies must also get consent from the applicant before they use this software.

It will be interesting to see how the use of this technology evolves. There is likely a place for AI in recruitment, however there are still many problems to be worked out.

Conclusion

It’s a tough time for recruitment- with unemployment so low, and immigration work visas more difficult to obtain, finding quality candidates who can fill a job is a difficult task. To compound this issue, the HR Daily Advisor’s 2017 Annual Recruiting Survey found that 58% of respondents had no recruitment strategy. With no clear strategies at hand, and a smaller pool of applicants, getting clear about what you can do to strategically recruit is essential for companies to have the best chance of finding quality candidates in their search. Additionally, being aware of the implications of poorly vs. well written job descriptions, as well as the risks and rewards of certain software supports in recruitment efforts, will make your company better prepared to recruit moving forward. 

The information provided in this blog is for educational purposes only and is not legal advice. If you need legal advice, then you should speak with a lawyer about your specific issues. Every legal issue is unique. A lawyer can help you with your situation. Reading the blog, contacting me through the site, emailing me or commenting on a post does not create an attorney-client relationship between any reader and me.

The information provided is my own and does not reflect the opinion of my firm or anyone else.

Veterans in the Workplace

Published by Brett Holubeck on November 11, 2019
Image of a veteran saluting to represent the service of veterans and the impact of veterans in the workplace.
Photo by sydney Rae on Unsplash

It’s Veterans Day. A great day to honor all those that have served our country in the military. For employment lawyers, businesses, and Human Resource professionals, it is a great time to review some of the special requirements of employing veterans.

The Benefit of Employing Veterans

Companies love veterans. The Center for Talent Innovation found that efforts to hire veterans can “consume as much as 20 or 30 percent of recruiting budgets at some large corporations.” There are a number of reasons for the efforts that these companies put forth to hire veterans.

First, military veterans often gain valuable skills while they perform their service. Sometimes these are hard skills like working on airplanes, coding various programs, and engineering. Oftentimes, it is the soft skills that are gained through military service. Typical Army training includes a lot of activities that help improve discipline, communication and working with a team, and a ton of confidence through overcoming obstacles. All of these are transferable to the workplace.

Of course, some of this recruitment may be due to requirements for federal contractors and subcontractors. The Office of Federal Contract Compliance Programs requires these companies to make special efforts to recruit veterans as part of the requirements to complete affirmative action plans.

One other advantage is that employers can receive a tax credit for hiring veterans (it is going to potentially go away if it is not renewed by December 2019). Employers can get $1,500-$9,600 in tax credits for the first year of their employment.

Possible Disability Issues

Many companies that employ veterans have concerns about PTSD and other disabilities that affect many veterans. About twenty-nine percent of recent veterans report having a service-connected disability. This compares to the nearly one in five people in the US (approximately 56.7 million people) that have a disability. A quick reminder, most disabilities are relatively easy to accommodate. Two-thirds of disabilities require less than $500 to accommodate and one quarter cost nothing at all. Having a disabled person can even be an advantage in the workplace as they may bring a different and often valuable perspective that would otherwise be missed. And after all, what would the world be without Beethoven’s Ninth Symphony (composed when he was almost completely deaf), the music of Stevie Wonder and Ray Charles who were both blind, the inspirational story of Helen Keller (who as a deaf-blind woman lived a fascinating life and graduated from college nearly 90 years before the Americans with Disabilities Act was passed), and the challenges Franklin Delano Roosevelt faced from polio. The possibility of a disability should not deter companies from hiring veterans unless they cannot perform the job duties even with an accommodation.

PTSD and Veterans

One of the biggest challenges many companies face in employing veterans is Post-traumatic Stress Disorder (PTSD). PTSD is not limited to individuals in the military but can affect anyone. It affects approximately 3.5 percent of U.S. adults, and an estimated 1 in 11 people will be diagnosed PTSD in their lifetime. Studies have shown that around 11% to 20% of combat veterans have PTSD.

A person develops PTSD when they are directly exposed to death, threatened death, serious injury, or sexual violence. A person with PTSD has intense and disturbing thoughts that recur long after the traumatic incident that caused them ends and seeks to avoid any triggers that remind them of the traumatic event. These experiences can range from flashbacks; nightmares; intense sadness, fear or anger; and a sense of detachment from the world and other people. People with PTSD often seek treatment through therapy and medication.

How can employers accommodate PTSD at work? JAN has a great list of questions to consider to accommodate these individuals:

What limitations is the employee experiencing?

How do these limitations affect the employee and the employee’s job performance?

What specific job tasks are problematic as a result of these limitations?

What accommodations are available to reduce or eliminate these problems? Are all possible resources being used to determine possible accommodations?

Has the employee been consulted regarding possible accommodations?

Once accommodations are in place, would it be useful to meet with the employee to evaluate the effectiveness of the accommodations and to determine whether additional accommodations are needed?

Do supervisory personnel and employees need training?

Common accommodations for these individuals can include a flexible schedule and a modified break schedule. Employees with PTSD may be eligible for leave under the FMLA and the ADA. They may be eligible for intermittent leave under the FMLA based on the medical diagnosis of their doctors. As is common with accommodations, accommodating an individual with PTSD is likely a cost neutral accommodation (the accommodations involve changes to the workplace that do not require the employer to spend money, such as by purchasing special equipment, to accommodate the employee and allow them to work).

Service Dogs

Service animals cause many companies to panic. Many people have read about pets being claimed to be service animals when they lack any sort of training and are concerned about bringing animals into the workplace. However, services animals can be integrated into most workplaces relatively easily.

 As with any other request for an accommodation (and assuming that the ADA applies), an employer needs to go through the interactive process with the employee to accommodate their request. I’ve written about that here.

JAN has a great explanation of how to assess whether to allow these animals in the workplace as an accommodation.

What this means for employers: When an employee with a disability requests to use a service animal at work, you have the right to request documentation or demonstration of the need for the service animal (when the need is not obvious) and that the service animal is appropriately trained and will not disrupt the workplace. However, while documentation demonstrating that an employee has a covered disability may come from a health care provider, you may need to consider documentation from other sources that explains the need for the service animal and that shows the animal is appropriately trained.  Another option is to have a trial period; allow the employee to bring in the service animal on a trial basis to see if allowing the animal is effective and does not pose an undue hardship. There is no set time frame for a trial period, but one to six weeks might be enough time to assess the situation.

What this means for employees: In addition to documenting they have a disability, employees who use service animals need to be able to show that the service animal is needed for disability-related reasons and that the service animal is trained to be in a work environment without disrupting the workplace or otherwise behaving inappropriately. If your doctor recommended the service animal, then your doctor should be able to verify that you need the service animal for disability-related reasons. Regarding your service animal’s training, in some cases documentation from the service animal trainer would be helpful. In other cases, you may want to offer to demonstrate how the service animal behaves in the workplace.

Service dogs can serve a variety of functions including helping those with autism, individuals that are hard of hearing, limited mobility, diabetics, individuals with allergies, and those with a disease or condition that causes seizures, PTSD, and other issues. Many people fail to recognize that an individual with a service animal may have an “invisible” health issue that the dog is meant to accommodate or help with.

If there is an employee that is allergic to dogs, then the company should work with that individual to address the issue. Possible solutions can include ensuring that the service animal and the employee with allergies work in different parts of the building, that they have a different pathway to areas of the building than the service animal, and the use of portable air filters.

Of course, service animals may not be able to work in all environments and it may not be possible to accommodate an individual with a service animal. Anyone that must work in a sterile environment (think surgery) may not be able to have a service animal while they are in that area, places where food is prepared or food processing plants in the areas where the food is made (they must still be permitted in cafeterias and dining areas), and anywhere else where they may not be able to physically go (places that can only be accessed by ladders, etc.).

Where to Recruit Veterans

As I mentioned, many companies actively seek veterans. So where are the best places to recruit veterans?

Conclusion

Veterans have a lot to offer companies through the valuable training that they gained through their military service. There are a number of resources to help veterans find jobs, and there are a lot of resources to help employers interested in benefitting from the soft and hard skills many military members possess as a result of their service.

Lastly – Happy Veteran’s Day! Thank you so much to those of you who have served our country. We are thankful to have individuals like you who are willing and able to serve!

The information provided in this blog is for educational purposes only and is not legal advice. If you need legal advice, then you should speak with a lawyer about your specific issues. Every legal issue is unique. A lawyer can help you with your situation. Reading the blog, contacting me through the site, emailing me or commenting on a post does not create an attorney-client relationship between any reader and me.

The information provided is my own and does not reflect the opinion of my firm or anyone else.

Brett Holubeck (of Houston, Texas) is the attorney responsible for this site.