The federal appeals court that will decide on the challenges to the Occupational Safety and Health Administration's emergency vaccine rule will be chosen at random in a lottery to be held this week, according to the US Department of Justice. The court will hear challenges designed to overturn the ruling as well as lawsuits from several labor unions that don't think it's extensive enough, and if the stay is lifted, employers will need to be compliant beginning Dec. 6.

Developing loyalty during the period known as the Great Resignation will require an employee-first culture that prioritizes development and a commitment to the core values that guide your organization.

Employers can make progress toward real diversity, equality and inclusion by tackling microaggressions and racism, writes Reed Development Group's Kimberly Reed. The problem requires a conscious inclusion mindset regarding succession and strategic planning, listening to those who experience racism and holding people accountable across the organization, Reed notes.

The changing work landscape presents an important opportunity for employers to recognize the needs of workers with family caregiving duties. Employers can poll staff to find out if they need caregiving support, consider flexible work arrangements, offer paid time off to address family needs, add remote caregiving tools and help staff connect with needed resources.

Data suggests women are more likely than men to seek remote positions, raising hopes that the move to hybrid work arrangements could prove beneficial. However, some workers are concerned companies might continue to favor in-person employees with raises and promotions, creating a two-tiered workplace.

As those of you who read this column daily know, I have been working from home since my daughter was just five months old. I was telecommuting long before it became more commonplace.

So today’s HR Leader story intrigued me and made me think about my remote-work journey and what I learned -- about myself and career -- from it.

I wanted to be a present parent. I wanted to drop them off or pick them up from school. I wanted to be at class plays and take cupcakes to school. I knew my mother would do it, but I wanted to.

I also knew there would be a cost for making this decision. It would cost me moving up the ladder, at least for a few years. I couldn’t be on the road and in my six-year-old’s classroom at the same time.

Fine. The emotional toll I would have paid for not being there -- watching my mom gush over Kiaha’s class play -- was too steep for me to pay.

So I put off advancement while they were young. When it did come, they were in high school and college. It was perfect. In fact, it ushered in a new season of learning for all three of us. They learned real-world independence and I learned how to trust them. I also got to see what life lessons they still needed.

But I also learned that I had to be present at work. I needed to be visible. I went into the office 1-2 times per week, traveled when it was required and attended nearly all work functions. These all helped me maintain tight connections to my team and my managers.

Did I do this because I “wanted it all”? I suppose that depends on what you mean by “all.” I wanted the “all” I saw in my mother and grandmothers and my dad -- strong relationships with my children, a clean home that was warm and inviting, and a career that allowed me to provide a quality life for me and the kids.

So I guess it comes down to priorities and timing. Patience has paved a good road. I’m grateful.

How can I serve you better with this brief? Let me know! And if you enjoy this brief, tell others so they can benefit also.