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NewsBrief – April 2026

In This Issue:

Final Status of 2026 Oregon Employment Bills

Cascade's Compliance Team
compliance@cascadeemployers.com

Oregon’s short legislative session ended early on March 6th. Below is an update on the employment-related bills we were monitoring this session:

  • Oregon HB 4089 – Passed both the House and Senate and is currently waiting for the Governor’s signature. This bill expands the crime of “theft of services” to specifically include the nonpayment of compensation to employees and independent contractors. This includes, but is not limited to, failure to pay overtime, failure to pay minimum wage, failure to pay for all hours worked, and making certain deductions without written consent or lawful authorization.
  • Oregon HB 4093 – Did not pass. This bill would have required employers to allow employees to have an authorized representative participate in meetings related to reasonable accommodation requests. It also would have prohibited employers from using minimum physical requirements to screen out individuals with disabilities unless those requirements were connected to the essential functions of the job.
  • Oregon HB 4094 – Did not pass. This bill would have required employers that provide paid vacation to pay out all earned and unused vacation time upon termination.
  • Oregon SB 1505 – Did not pass. This bill would have established a Workforce Standards Board for employees in home and community-based services. The purpose of the board was to strengthen and maintain a sufficient supply of skilled home and community-based service workers and to adopt or revise minimum workforce standards to improve working conditions for this group of workers.

Cascade will continue to monitor HB 4089 and will provide an update once the Governor takes action.

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Final Status of 2026 Washington Employment Bills

Cascade's Compliance Team
compliance@cascadeemployers.com

Washington’s short legislative session adjourned on March 12th. Below is an update on the most relevant employment-related bills for this session:

  • Washington SB 6106 – Signed into Law. Effective March 17, 2026. This bill updates the notice requirements under Washington’s mini-WARN Act, which went into effect on July 27, 2025. It removes the requirement to include coworker names in notices to affected employees and instead requires employers to provide the home addresses of affected employees to union representatives, if applicable. It also makes the names and addresses provided to the Employment Security Department (ESD) confidential and not subject to public disclosure.
  • Washington HB 2303 – Signed into Law. Effective June 11, 2026.  This bill prohibits employers from requiring employees or applicants to have microchips or other tracking devices implanted. It also allows workers to take legal action if this occurs, including seeking damages and attorney fees.
  • Washington HB 2345 – Signed into Law. Effective June 11, 2026.  This bill adjusts how Washington Paid Family and Medical Leave (WA PFML) premiums are allocated between the medical and family leave portions to align with federal IRS guidance. It does not change the total premium rate or employer/employee cost split but allows employers to deduct the full employee share of the medical leave premium. This technical update essentially shifts the employer portion into the family leave bucket, which isn’t subject to federal employment taxes, helping avoid additional tax liability and maintain the intended tax treatment of benefits for workers.
  • Washington HB 2479 – Signed into Law. Effective June 11, 2026. This bill creates a Wage Recovery Fund to help workers recover unpaid wages, increases penalties for willful wage violations, and strengthens the Department of Labor & Industries’ (L & I) ability to collect back pay. It also gives L&I discretion to decide whether to investigate wage complaints and to prioritize cases based on factors such as severity, number of employees affected, amount of harm, and risk of retaliation.
  • Washington SB 6014 – Signed into Law. Effective January 1, 2027. This bill amends the Healthy Starts Act, effective January 1, 2027, which requires employers to provide reasonable accommodations for pregnancy and related conditions. The bill clarifies that employers may not require written certification for lifting restrictions over 17 pounds. It also makes confidential certain L&I records identifying employees or applicants involved in pregnancy accommodation complaints or investigations.
  • Washington HB 2355 – Signed into Law. Effective July 1, 2027. This bill establishes new labor protections for domestic workers, such as nannies and housekeepers, who work at least four hours per month. It extends minimum wage and overtime rights to these workers and requires written employment agreements. It also mandates termination notice (two to four weeks), creates new anti-discrimination protections, and prohibits conduct such as confiscating documents or unauthorized monitoring. L&I will enforce these standards, with penalties for repeat violations reaching $40,000.
  • Washington SB 5292 – Signed into Law. Effective January 1, 2028. This bill updates how the WA PFML premium rate is set each year, without increasing the current maximum rate of 1.20% of wages. The Employment Security Department (ESD) will set the rate annually based on detailed projections. This change is intended to help keep the program financially stable over time.
  • Washington HB 2105 – Passed. Waiting on Governor’s Signature.  This bill, known as the Immigrant Worker Protection Act, requires employers to notify employees within five business days of receiving a federal Notice of Inspection of Employment Eligibility Verification Forms (I-9 audit). It also requires that the notice be provided in English and the five most common non-English languages in the state, and that employees be informed of the audit results and their rights.

Cascade will continue to monitor HB 2105 and will provide an update once the Governor takes action.

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Join Your Peers - Take the Spring Workplace Trends Survey!

McKenna Arnold, Survey and Research Manager
surveys@cascadeemployers.com

The modern workplace is constantly evolving rapidly, presenting organizations with increasingly challenging and complex issues. Understanding how other organizations are responding to these dynamics is crucial for effective planning and why we are launching our Spring Workplace Trends Survey.

Why Your Participation Matters:

Your insights are more than just data points; they're the key to understanding the real-time dynamics and emerging trends that are shaping the future. By participating, you're directly contributing to:

  • Understanding Emerging Trends: The workplace is in constant flux. Your experiences help us pinpoint the trends that are shaping Oregon and Washington employers’ futures.
  • Providing Valuable Resources: We use the survey results to tailor our resources and support, ensuring we're meeting your evolving needs.
  • Learning from Others: Discover if your organization is facing similar challenges to others.

What the Survey Covers:

This concise 15-question survey takes less than 15 minutes and covers the topics that matter most to you, including:

  • Workforce Challenges: Identifying current pressures in recruitment, retention, regulatory compliance, employee burnout, and more.
  • Compensation and Benefits Changes: Impacts on salary increases or decreases, and possible changes occurring to benefits this year.
  • And Much More: From artificial intelligence, training opportunities, severance agreements, and more.

Your Exclusive Benefit:

As a thank you for your valuable time and insights, all participants will receive a FREE copy of the survey report upon publication in May.

How to Participate:

The survey is quick and easy! Don’t miss this opportunity to secure your free report.

  • The deadline to participate is April 17th
  • Click here to participate in the Spring Workplace Trends Survey!

Interested in seeing the past editions of this survey? Cascade members can access the previous reports in our Members Only Area. Make sure you are signed in to our new website and access them via the Trends Survey Archive.

Thank you for continuing to support our survey efforts to provide valuable data to our members.

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One Cent Back: The Gender Pay Gap's Quiet Reversal in 2026

Margaret Oglesby, Compensation Consultant
compensation@cascadeemployers.com

Equal Pay Day brings attention to the persistent wage gap between men and women in the U.S., emphasizing financial inequality in the workforce. This symbolic date marks how far into the new year women must work to earn what men earned in the previous year. Established in 1996 by the National Committee on Pay Equity, Equal Pay Day highlights gender-based pay disparities while also recognizing the progress achieved and the work that still lies ahead. In 2026, Equal Pay Day fell on March 26, while in 2025 it was observed on March 25 and in 2024 on March 12.

When the Equal Pay Act was enacted in 1963, women earned $0.59 for every $1 earned by men. That figure has improved to $0.82 based on PayScale’s 2026 report, but progress has been gradual and uneven. Notably, the national figure declined by one cent from $0.83 in both 2024 and 2025 to $0.82 in 2026. While a one cent shift may appear minor, even small changes in the pay gap compound significantly over time, affecting lifetime earnings, retirement savings, and overall financial security. This figure reflects the uncontrolled pay gap, which compares median earnings across all men and women and illustrates how pay disparities intersect with broader patterns of representation and opportunity. Women of color continue to experience even wider gaps due to systemic inequities.

Several factors contribute to the gender pay gap. Women and men are often concentrated in different types of roles, and positions in fields more commonly held by women, such as caregiving and education, tend to be paid less. Time away from the workforce, frequently related to caregiving responsibilities, can also limit overall experience and reduce long-term earning potential. In addition, bias in hiring, advancement, and compensation decisions continues to create unequal outcomes. Differences in salary negotiation may further widen the gap, as women are generally less likely to negotiate starting pay, which can have a lasting impact over time.

These dynamics underscore the importance of pay equity, which centers on ensuring employees are compensated fairly and without bias related to protected characteristics such as gender, race, ethnicity, religion, disability, or sexual orientation. Any differences in pay should be clearly supported by legitimate, job-related factors including skills, effort, responsibilities, working conditions, experience, and education. When applied effectively, pay equity strengthens not only fairness, but also consistency and accountability within compensation practices.

Beyond fairness, pay equity is also increasingly tied to transparency and organizational trust. Currently, sixteen states and the District of Columbia have enacted or have forthcoming pay transparency laws requiring greater visibility into pay practices, prompting organizations to take a more deliberate approach to how compensation is structured and communicated. According to PayScale’s recent report, roughly one-third of organizations (32%) provide employees with visibility into pay ranges and the rationale behind compensation decisions, while a smaller portion (17%) extend that transparency externally. Despite this progress, confidence in pay practices continues to present challenges. The research shows that a notable share of organizations (15%) are facing retention issues linked to concerns about pay fairness, with a similar proportion (15%) reporting that employees are actively raising direct questions about equity. As a result, there is increasing pressure on employers to ensure compensation practices are clearly defined, consistently applied, and supported by objective data.

In a competitive and evolving labor market, organizations that take a proactive approach to pay equity are better positioned to navigate transparency requirements, address pay compression and maintain equitable pay structures. Regular reviews of compensation practices, job architecture, and pay data are essential to sustaining progress. As a best practice, job descriptions should be reviewed at least annually to ensure alignment with evolving responsibilities, while compensation structures should be fully evaluated against current market data every two to three years when maintained appropriately. In addition, conducting a comprehensive pay equity analysis every two years helps identify and address potential disparities before they widen. For organizations that have not revisited these areas recently, this is a meaningful opportunity to take action. Our consulting team partners with organizations to deliver practical, data-driven strategies that strengthen compensation programs, reduce risk, and build trust through greater clarity and equity. Reach out to discuss your strategy options.

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What Most Employees Want From a 401(k): How the Right Vendor Can Deliver!

Dan O’Doherty, CFP®, AIF®, ChF, Alera Group Retirement Plan Services
dan.odoherty@aleragroup.com

Most employers aren’t looking for a complicated retirement plan. They’re looking for a 401(k) that’s easy to use, fairly priced, and actually helps their employees make progress toward retirement. In short, a plan that works.

That usually starts with simplicity. Contributions should come straight from employees’ paychecks without hassle. A modern, high-quality plan is built to integrate smoothly with payroll, so saving happens automatically – no extra steps, no confusion, no more uploading spreadsheets and/or employee contribution amounts; it’s done for you.

Next is fairness and transparency. No one wants to wonder where their money is going. That’s why a quality plan avoids hidden costs like embedded recordkeeping fees inside the investment expense ratios, or high transaction fees to the participants just to access their own money.  A good plan also doesn’t restrict you to “house brand” investments. Instead, the focus should be on giving you access to a broad range of investment options, so your savings can be invested based on what’s right for you, not what benefits the provider.

Many employees also want a little extra motivation to get started or save more. Some plans are starting to incentivize employees to save.  For example, one innovative 401(k) provider incentivizes employees who earn under $60,000 per year and save at least 8% of their pay, to receive up to 3% back as a gift card – a tangible reward for building a strong savings habit.

Behind the scenes, a quality plan is designed to reduce stress for both employees and employers. Professional fiduciary oversight helps ensure the plan is run responsibly and in accordance with ERISA and DOL guidelines.  In addition, added features like audit cost relief (some plans pay for your audit) and a price‑match guarantee help keep the plan efficient and cost‑effective.  A new feature we are seeing from top providers is a rollover concierge service to help employees move old retirement accounts into one place, making it easier to stay organized.

Curious how a modern 401(k) could work for you? Reach out to Cascade’s retirement plan partners at Alera Group. Your employees will thank you.

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Hot Compliance Question

Cascade Compliance Team
compliance@cascadeemployers.com

Question: I have a Paid Leave Oregon Equivalent Plan. Can I cancel it and have the Oregon Employment Department administer Paid Leave Oregon for my company?

Answer:

Yes. To cancel your plan, you must notify the Oregon Employment Department (OED) that you would like to withdraw your equivalent plan. However, you may only withdraw an equivalent plan that has been in effect for at least one year. If the withdrawal is approved by OED, it becomes effective once both of the following have occurred:

  • Your equivalent plan has been active for at least one full year; and
  • You have provided at least 30 days’ notice, and the current calendar quarter has ended.

For example, if your request is approved on March 20, your equivalent plan would remain in effect until the end of June, the second calendar quarter.

Once the equivalent plan is withdrawn, you must pay the remaining balance of employee contributions to Paid Leave Oregon. This balance is the total contributions deducted from employees, minus any benefits paid and allowable administrative expenses.

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Five Things You May Not Know About the Path Home

By Sheryl Kelsh, Membership Development Manager
skelsh@cascadeemployers.com

In communities across the Portland metro area, one nonprofit is working every day to ensure that families with children have a safe place to live. Path Home focuses on helping families facing housing instability move quickly from crisis to stability. While many people recognize the organization for its shelter services, there is much more to the story behind Path Home. Here are five things you may not know about this impactful nonprofit.

  1. Path Home Focuses Specifically on Families With Children
    Path Home’s mission is simple but powerful: to empower families with children to get back into housing and stay there. The organization focuses specifically on families because housing instability can have long-term effects on children’s health, education, and future opportunities. By helping families regain stable housing quickly, Path Home works to break the cycle of homelessness before it continues into the next generation
  2. The Organization Uses a “Housing First” Approach
    One of the key strategies behind Path Home’s success is its Housing First philosophy. Rather than requiring families to solve other challenges before finding housing, the organization prioritizes helping families move into stable housing as quickly as possible. Once families are housed, Path Home provides rent assistance and ongoing case management, often for up to a year, to help ensure they remain stable long term.
  3. Prevention Is a Major Part of Their Work
    Not all of Path Home’s services begin after someone loses their housing. In fact, the organization works hard to prevent homelessness in the first place. Through its prevention program, families facing eviction may receive assistance with back rent, security deposits, or emergency expenses to help them stay in their homes. Often, these families are already employed but experience temporary financial setbacks that put their housing at risk.
  4. Their Shelter Is Designed to Help Families Heal
    Path Home operates Family Village, the first shelter in Oregon built using trauma-informed design principles. The environment is intentionally created to help families recover from the stress of homelessness. Families have private sleeping spaces and access to essential resources such as meals, showers, laundry facilities, computers, and children’s play areas while they work toward permanent housing.
  5. Hundreds of Families Receive Help Every Year
    Each year, Path Home assists hundreds of families across the region through shelter, prevention, and rapid rehousing programs. The organization’s work goes beyond temporary relief, and its goal is long-term stability. By combining housing support with case management, employment guidance, and community connections, Path Home helps families build a path toward lasting independence and security.

Through compassion, community partnerships, and evidence-based housing solutions, Path Home continues to play a vital role in helping families move from crisis to stability and ultimately, to a place they can truly call home.

Cascade is pleased to feature Path Home as an outstanding member and employer.

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