WIRTW #305 (the “encore” edition)

In case you haven’t seen the latest and greatest band sweeping Cleveland’s western suburbs, I bring you Norah and the Troopers, courtesy of the Strongsville School of Rock blog (okay, now I’m flat-out shilling like an exuberant dad — full video here: http://youtu.be/IAxcUCleMtg).

And, while I’m shilling, it doesn’t get any better than some from Rhett Miller, the lead singer of The Old 97's (isn't Twitter great?)

So sweet! RT @jonhyman: Some love for my 7 yr old girl killing it on guitar and vocals on The New Kid last weekend? https://t.co/9PPw96WpPL
— Rhett Miller (@rhettmiller) January 23, 2014

Here’s the rest of what I read this week:

Discrimination

• EEOC: That Family Medical History is NONE OF YOUR Business — from Mike Haberman’s Omega HR Solutions
• Light Duty Only for Work-Related Injuries – Pregnancy Discrimination? — from The Blue Ink
• Who Is At Risk Of Being Sued Under the ADA? — from Employment Discrimination Report
• Gays can’t be excluded from juries because of sexual orientation, 9th Circuit says — from ABA Journal Daily News
• The EEOC Regulation You Need to Know When Making a “Material Change” to a Separation Agreement — from Dan Schwartz’s Connecticut Employment Law Blog
• Discrimination in a word: stereotypes — from Warren & Associates Blog

Social Media & Workplace Technology

• Social media? Anti-harassment? No workplace policy can prevent something this stupid — from Eric Meyer’s The Employer Handbook Blog
• Announcing a layoff on Facebook — from Ask a Manager
• Smartphones, Social Media and Sexual Harassment: 5 Steps to Mitigate the Risks of Hostile Work Environment Claims in the Workplace — from Employment Law Lookout
• 9th Circuit Court of Appeals Rules Bloggers Have First Amendment Protection — from Shear on Social Media Law
• Internet Harassment Is Nothing New — from The Daily Beast
• Struggling at the (Computer) Games of Life — from Harvard Business Review

HR & Employee Relations

• We Don’t Hire Jerks. Period. — from Evil HR Lady, Suzanne Lucas
• After Your “Daddy Days” End — from Harvard Business Review
• 3 HR Lessons I Learned In Vienna — from Molly DiBianca’s Delaware Employment Law Blog
• Employer Liability for Distracted Workers and Drivers is Plentiful — from Matt Austin Labor Law
• 3 Ways Letters of Reference Cause Problems for Employers — from California Employment Law
• Why the COOs of Yahoo and Family Dollar Stores Have Been Fired for Poor Performance But Will Get Millions in Severance - Further Adventures in “With” and “Without Cause” Terminations under Executive Employment Agreements — from Suits by Suits
• Doctors to sick people: “Stay home!” — from The Human Race Horses

Wage & Hour

• Raiders Cheerleader Files Wage and Hour Lawsuit — from Phil Miles’ Lawffice Space
• FLSA Companionship Services Exemption Will Narrow in 2015 — from Minnesota Employer
• Deciding How Much Employees and Owners Should Make — from You’re the Boss Blog
• 3 Ways Problems Arise With Employee Leave Tracking — from HR Daily Advisor
• Wage and Hour Compliance Priorities for 2014 — from Pennsylvania Labor and Employment Blog
• Employee stock ownership plans: Pros and cons for engaging employees — from Employment Intelligence

Labor Relations

• Don’t Believe The Hype When It Comes to NLRB Claims — from The HR Capitalist, Kris Dunn
• Give ‘Em The Boot! — from Labor Relations Institute

The workplace ethics of class-segregated bathrooms—the results

Two weeks ago I posed this question: Is it acceptable for a company to prohibit warehouse workers from using office bathrooms?

The results? By a margin of two to one, my readers expressed that it is not acceptable for a business to segregate its restrooms by class of workers.

This issue is not one of management rights versus worker rights. Or one of employer versus employee. Instead, this issue is about setting the correct tone for your workplace to send the right message to your employees. Do you want to be workplace of harmony and teamwork, or secularism and division? Do you want everyone to work towards a common goal, or fight amongst themselves based on their perceived station?

Yes, there are certain situations in which separate restrooms will be necessary (safety and cleanliness come to mind). But, telling certain employees, for no good reason, that certain bathrooms are off limits plants seeds of disharmony and segregation that will not help your business achieve its best. Openness and inclusion breed teamwork and dedication. You want your employees to perceive management as part of the team, not as feudal overlords. your policies should reflect this goal.

As for me, I’m off to use my golden key to use our executive washroom. Enjoy your day.

When is 1,250 not 1,250? Hours worked versus hours paid for FMLA eligibility

For an employee to be eligible to take leave under the FMLA, the employee must have been employed for at least 12 months, and have at least 1,250 “hours of service” during the previous 12-month period.

Hours of service means hours actually worked by the employee. It does not mean hours paid. Thus, paid non-working time—such vacations, holidays, furloughs, sick leave, or other time-off (paid or otherwise)—does not count for purposes of calculating one’s FMLA eligibility.

What does this rule look like in practice? Saulsberry v. Federal Express (6th Cir. 1/10/14) provides an example. In support of his claim that Fed Ex wrongfully denied leave under the FMLA, Pernell Saulsberry relied upon a document entitled, “Federal Express Corporation Employee Monthly Trend Report.” That report listed his “HR PAID TOT” for the previous 12 months as”1257.29.” The same report, however, listed Saulsberry’s “HR WKD TOT” as “1109.29.” At deposition, Salsberry admitted that the “Paid Tot” included paid time off during which he performed no services for Fed Ex, and the “Wkd Tot” accurately reflected the number of hours he had actually worked. Thus, because he worked less than the required 1,250 hours, the 6th Circuit concluded that Fed Ex legally denied his request for FMLA leave.

This case illustrates the importance of accurate time records. Whatever time tracking and payroll system you use, it must the ability to differentiate between time paid and time worked. It saved Fed Ex from an FMLA claim in Saulsberry, and it could likely save you too if an employee is on the 1,250-hour FMLA bubble.

Why I don't like most non-disparagement clauses (and 3 tips to fix them)

Will Blythe recently penned an op-ed in the New York Times entitled, Fired? Speak No Evil. In this piece, Mr. Blythe chronicled his recent job loss, and why he refused to sign a separation agreement that included a non-disparagement clause.

Like Mr. Blythe, I don’t like most non-disparagement clauses. Theses causes are exceedingly common in separation and settlement agreements. But, familiarity does not breed sensibility. These clauses are hard to control, hard to enforce, and encourage more litigation, not less.

Yet, most employers will insist on including these clauses in their agreements to hedge against the dead speaking ill of them. For your consideration, here are a three drafting points for your next non-disparagement clause:

     1. Hard to control? Who does a non-disparagement clause bind? If it just says, “Employer,” how does the agreement define “employer?” Even if you’re a small organization, can you control what Joe-coworker says about your departing employee, and do you want to have to advise every employee in your organization about potential non-disparagement obligations, and control what they say? I have two suggestions to help ease the pain of this issue. First, define who, specifically, the clause covers; don’t leave it open-ended to bind your entire organization. Second, at least as job references are concerned, put some controls in place. Define who is to be contacted, and what that contact-person is permitted to say. Even consider a predetermined script to limit any potential violations.

     2. Hard to enforce? Most non-disparagement clauses say something like, “Employer [and Employer] agree not to disparage, or make any negative comments about, the other,” which simply begs the question, what do “disparage” and “negative comments” mean? If you are serious about including this clause, define the terms. For example, your state will have a well-developed body of case law discussing and defining the meaning of defamation. This case law is a great starting point (and, maybe, end point) for this definition.

     3. Encouraging litigation? If a separation leaves bad blood between the parties, a non-disparagement clause is an easy way for a spiteful ex-employee or ex-employer to drag the other back into court. Separation and settlement agreements are supposed to end the parties’ relationship and cease litigation, not act as a breeding ground for more. To cure this ill, tie a loser-pays clause to this provision. If a losing parties has to pay the other’s attorneys’ fees, one will think long and hard before exercising the right to sue for a breach of a non-disparagement clause.

Non-disparagement clauses are ripe for sloppy and vague drafting, which can result in parties ending up where they wanted to avoid—the courthouse. Following these three tips will help you shore up your language to create non-disparagement clauses that you can actually rely upon, and, if necessary, enforce.

Stand by your employees: an ode to Norah and the Troopers

For the past nine months, my daughter has been taking guitar lessons at School of Rock in Strongsville. This past fall, we upped her from private lessons to the performance program, which, for the beginning students, is known as Rock 101. Her band started with four other kids, but quickly dwindled to just Norah, as the others bailed for various reasons. With a band of only one, the school initially suggested canceling the program for this session. Knowing my daughter, and believing both that she’d want to continue and would be comfortable even as the only child in the band, I asked that the show go on. And it did. And, what a show she gave this past weekend. Here are the results of her hard work.

I have some people to thank, and then I’ll get to the lesson of today’s post (so you don’t think I’m just using this space to shamelessly brag about the awesomeness of my 7-year-old daughter, playing to a standing-room-only house — and, yes, she was tears-to-my-eyes awesome). Thanks to John Koury, the GM of the Strongsville School of Rock, and Shelley Norehad, the school’s owner, for letting Norah do her thing, all by herself, and not cancelling the program as her band mates dropped out. Thank you also to Norah’s amazing guitar teacher, Ed Sotelo. And, finally, thank you Norah’s band: Kayleigh Hyland (bass, keys, and backing vocals, and also the Rock 101 director), Donald Pelc (guitar), and Dominic Velioniskis (drums).

Here’s the takeaway for employers. Stick with your employees, especially in times of difficulty and adversity. They might just surprise you, and may even do something amazing. It would have been very easy for School of Rock to decide that they couldn’t make money on a program of one, and tell us that Norah would have to wait until the Spring for her first Rock 101 experience. Instead, they embraced the enthusiasm and work ethic of a 7-year-old girl and let the show go on. As a result, they allowed her to walk off the stage with a club full of strangers chanting her name. (Contact me for booking info).

WIRTW #304 (the “happy life” edition)

I sometimes use this weekly space to get personal. Today will be one of those posts.

My 5-year-old son, Donovan, was born with Noonan Syndrome. NS is a variably expressed, multisystem genetic disorder, occurring in every 1 in 1,000 – 2,500 births. In Donovan’s manifestation, he has, among other things, pulmonary valve stenosis and a platelet function disorder, and is, and will likely always be, small in stature (although given that I’m not quite 5’ 7” and my wife not quite 4’ 11”, the genetic height cards were stacked against him anyway). We are extraordinarily thankful that Donovan seems to have dodged the developmental and learning disorders that can occur. As we have learned in the five years since his diagnosis, however, something new is always around the bend. (For more information on Noonan Syndrome, please visit the website for the Noonan Syndrome Foundation, an organization to which I am proud to volunteer my time as its outside counsel.)

A few months ago Donovan caught some of Life According to Sam, the stunning and moving HBO documentary chronicling the life of Sam Berns, his struggle with Progeria, and his family’s quest for better understanding of, and cure for, this rare genetic disorder. Donovan, whose television diet usually revolves around SpongeBob and Pixar, became transfixed by this very adult story. After watching most of it in silence, he turned to my wife and me and asked, “Am I going to die like that boy?” It was our first real glimpse that Donovan has an understanding of the medical issues with which he lives.

Last Friday, Sam Berns died. A few months before his passing, he gave a Ted Talk, entitled, My Philosophy for a Happy Life. It is well worth 12:45 of your time.

We should all embrace the small things, and live a happier life as a result.

Here’s the rest of what I read this week:

Discrimination

• Can Sexual “Banter” Morph Into Sexual Harassment? The Stakes Are High — from Employment Discrimination Report
• Planning to fire expectant mom? Prove problems predated pregnancy — from Business Management Daily
• Counter-Intuitive Employment Law: When Should You Tell an Employee to Talk to an Attorney? — from Minnesota Employer
• Punter’s legal claims may be blocked — from EntertainHR
• When gossip becomes harassment — from EmployerLINC

Social Media & Workplace Technology

• How to Respond to a Social Media Crisis — from Social Media Examiner
• Should You Share Your Employees’ Sins on Twitter? — from Inc.com

HR & Employee Relations

• In 2014, Resolve to Make Your Business Human Again — from Harvard Business Review
• Be Nice to Everyone. It’s Worth It — from Evil HR Lady, Suzanne Lucas
• 2014 HR Compliance Guide — from ERC Insights Blog
• “I QUIT!!! There’s an app for that too!?! — from Michigan Employment Law
• Why A-Rod Will Strikeout on His Appeal and What Employers Can Learn — from Dan Schwartz’s Connecticut Employment Law Blog
• What Chris Christie’s traffic scandal can teach us about workplace culture — from Warren & Associates Blog
• Three workplace lessons from Chris Christie’s “Bridgegate” — from Robin “Shea’s Employment and Labor Insider
• 6 Things That Should Go into Your Anti-Bullying Policy — from i-Sight Investigation Software Blog

Wage & Hour

• Worrying About Lawsuits? You Should Be Focusing on Compliance Instead — from TLNT
• General Managers Beware: You Might Have to Pay Up — from Corporate Counsel
• “Lawsuits—I Get It! But What Should We DO?” — from Wage and Hour Laws Blog
• Time Spent Dressing and Undressing for the Job is “Work”?! — from The Emplawyerologist
• If weather keeps employees from work, must they be paid? — from MonsterThinking
• FMLA FAQ: Can Excess Trips to the Potty Be Counted as FMLA Leave? — from Jeff Nowak’s FMLA Insights

Labor Relations

• Separation of Powers Dominates Noel Canning Arguments Before the Supreme Court — from Labor Relations Today
• Noel Canning and Recess Appointments — from Concurring Opinions
• Four reasons why Noel Canning still matters in a post-nuclear world — from Constitution Daily

Separation of protected activity and discipline can protect employers from retaliation claims

Can an employee succeed on a retaliation claim if the decision maker did not know about the alleged protected activity at the time the employer decided to terminate? The answer, according to McElroy v. Sands Casino (E.D. Pa. 1/9/14), is no.

Darryl McElroy, a dealer at the Sands Casino, submitted his FMLA request to the employee in Defendant’s human resources department who deals with benefits inquiries, Stacey Berasley. As was her practice, Berasley sent the claim to the company’s outside third-party benefits administrator, for a determination on the FMLA request. She did not tell anyone at the company about McElroy’s request for FMLA leave. Two months later, the company fired McElroy for harassing a co-worker. Berasley played no role whatsoever in the termination. McElroy claimed the termination was in retaliation for his FMLA request. The court disagreed, and dismissed the FMLA-retaliation claim.

But there surely can be no causal relationship between an FMLA request and a termination, and any temporal proximity cannot be considered suggestive, if the party making the termination decision had no knowledge of the FMLA request…. Here, none of the individuals involved in Plaintiff’s termination knew about his FMLA inquiry…. The record indicates that only Berasley knew about Plaintiff’s FMLA inquiry, and she has declared, “As is my practice with all questions regarding FMLA leave, I did not tell anyone in the Human Resources department or any of Mr. McElroy’s managers about his inquiry.” Nothing in the record could support a jury’s determination that anyone else knew; therefore, the retaliation claim fails as a matter of law.

In a perfect world, every company would operate like the employer in this case, with a separate department to handle FMLA request, which, in turn, minimizes the risk that a decision maker will learn of an FMLA request before taking an adverse action. As we all know, however, our world is far from perfect. Your organization might not be big enough to enjoy this luxury, or, maybe the employee tells someone other than an FMLA administrator of a need for FMLA leave.

Whatever the case, you can help insulate your company from retaliation claims by training your employees to treat FMLA requests (and other instances of protected activity) as need-to-know. The less people who know that an employee asked for FMLA (or made a harassment complaint, or filed an EEOC charge…), the better you will be to claim that the decision maker had no knowledge of the protected activity.