Wednesday, January 7, 2015

The employees who lunch don't need to be paid


Yesterday, the 6th upheld the dismissal of an FLSA collective action, in which a group of employees had alleged that their employer failed to pay them for time spent working during their lunch breaks.

Before we discuss how the employer won this case, I think it’s appropriate to have a quick refresher on meal and rest breaks under the FLSA.

Meal and rest periods are not required by any law. Neither federal law or Ohio law requires employers to provided employees with any breaks during the work day. Federal law, however, does provide for whether meal and rest breaks are counted as “hours worked.” This distinction is important. If time is counted as “hours worked,” it goes into the calculation of time worked during the work week for consideration of whether the employee has crossed the 40-hour threshold for overtime pay.

  • Rest periods, which are considered breaks of 20 minutes or less, are counted as hours worked whether or not the break is paid. Rest breaks are customarily paid, and if they must be counted as work hours, they might as well be paid for. 
  • A bona fide meal period, however, is not considered hours worked. To be a bona fide meal period the employee must be totally relieved of his or her work duties. According to the Department of Labor: “The employee is not relieved if he is required to perform any duties, whether active or inactive, while eating.”
What does it mean to be “totally relieved of one’s work duties?” The 6th Circuit falls in line with most of the federal courts in applying the “predominant benefit” test to determine whether an employee’s meal period is compensable. Under this test, the employee bears the burden to prove that the normally non-compensable meal period should be compensable because it is spent predominantly for the employer’s benefit. The key inquiry is whether the employee engaged in the performance of any substantial duties during the lunch break.

With this background in mind, let’s look at yesterday’s decision in Jones-Turner, et al. v. Yellow Enterprise Sys. [pdf].

The class involved a group of EMTs and dispatchers who claimed that they were not paid for time spent “working” during their lunch breaks. Yellow automatically designated a 30-minute slot during each 8.5-hour shift as an unpaid lunch break. EMTs in the field were not allotted a specific time period for lunch but were instructed to use down time between ambulance runs to eat a meal, and had to radio dispatch to request permission to take a lunch break at the chosen time. If an employee was unable to take a lunch break due to call volume, Yellow required the employee to submit a missed lunch slip, which the employer would review for accuracy.

The court affirmed the dismissal of the wage-and-hour claim:
Yellow required its employees to radio the dispatcher to request a lunch break. EMTs had to eat within one mile of an assigned stand-by location. If the crews were “out of unit,” they had to maintain radio contact and were subject to any available run. They were expected to answer the radio after the first call. However, there was no policy that employees remain in the truck for lunch, and plaintiffs introduced no evidence that they were ever told they had to eat in the truck. Nor do the plaintiffs cite any evidence that while on a lunch break they were required to perform duties beyond responding to a call, or that once approved for a lunch break they were frequently interrupted by radio contact.... Yellow’s policies do not indicate that the plaintiffs were engaged in substantial duties during their lunch break.
This case illustrates the importance of having a policy and process in place to know when your employees are, and are not, working. Employees need to be paid for all time spent “working.” If you have a process in place, however, by which employees must notify you of when they are working outside the norm (whether it be a lunch break, or pre- or post-shift), then you will be able to verify the claim, and pay when you can confirm that work has been performed outside the normal shift boundaries. Absent that documentation, however, you are left in a the unenviable position of having to prove a negative (the employee was not working when he says he was), which is not the position you want to find yourself in defending one of these cases.

Tuesday, January 6, 2015

More on the importance of being accommodating


Yesterday, I wrote about the need for employers to be more accommodating for their employees’ protected needs. Today, I bring you two real-world illustrations.

In both instances, the EEOC made the same point—the ADA imposes on employers an absolute duty to determine whether or not they can accommodate an employee’s disability. Absent that consideration, the law has been violated. Moreover, after engaging in that interactive process, the employer can only deny the request: 1) if it poses an undue hardship, or 2) if the employee cannot perform the essential functions of the job with or without the accommodation. Otherwise, you may find yourself on the receiving end of an EEOC press release, which is not the position you want to be in.



Monday, January 5, 2015

A New Year’s accommodation story


We spent part of our winter vacation on a quick family trip to Washington D.C.  The Old 97’s, my 8-year-old daughter’s favorite band, was playing two nights, and we decided to pack up the car and make the drive to our nation’s capital to catch the less raucous New Year’s Eve Eve show (and to see some of the of the sights).

My younger child, Donovan, who’s 6, has Celiac Disease. Traveling with someone who has a food allergy is tricky enough. When that same person is your typical 6-year-old picky eater, it’s darn near impossible.

Before we left home, I called the concert venue, where we planned to eat dinner during the opening act, to ask about gluten-free options for kids. They assured me that the wait staff and chefs were well versed in gluten-free preparations. For example, they could serve a bun-less cheeseburger (not his favorite, but he’d manage). When they told me that they had a dedicated fryer for french fries, I knew we’d be fine. He loves fries, but most restaurants can’t accommodate him because of the risk of cross contamination from shared fryers.

When we sat down for dinner, however, the server told us that the downstairs concert hall has a different, more limited menu then the upstairs restaurant, and they they don’t serve a kids menu or fries downstairs. Uh oh! I explained my son’s dietary issues, and that I had called ahead. She explained that they were really crowded and could not make any promises, but that she would see what she could do. No more than 5 minutes later she returned with a thumbs up, letting us know they a bun-less kids cheeseburger with gluten-free french fries would be on their way. Crisis averted.

Employers, there is a lesson to be learned from how the Hamilton handled our issue. It would have been easy for it to stick to its, “We’re too busy” story, leaving Donovan with nothing to eat. Yet, given how simple it was for them to take an extra minute and go upstairs for the burger and fries, I would have been offended had they said no.

Don’t  take the easy way out with your employees when they ask for accommodations for a disability, religion, or other protected reason. Even if you are legally right (and, the odds are good that you won’t be), you will leave the employee feeling offended and upset. Those feelings breed discontent, which, in turn, breed lawsuits. 

Friday, December 19, 2014

WIRTW #349 (the “Merry Christmas and Happy New Year, y’all” edition)


With the end of the year drawing nigh, today’s post will be my last of 2014 (barring any hot-off-the-presses breaking news). I wish all of my readers a joyous holiday season (whatever your December celebration of choice), and a happy New Year. I’ll see everyone back in 2015.

Here’s what I read this week:

Discrimination

Social Media & Workplace Technology

HR & Employee Relations

Wage & Hour

Labor Relations

Thursday, December 18, 2014

The 12 Days of Employment Law Christmas (2014)


For the past two Noels, I published “The 12 Days of Employment Law Christmas.” As this has become a year-end tradition at the blog, I’m sharing it again (with updated links). If you’re feeling brave, post a video of yourself singing along.

Have a great end to your 2014, and happy holidays, regardless of your holiday of choice.


(Some musical accompaniment)

On the first day of Christmas,
my employment lawyer gave to me
a lawsuit for my company.

On the second day of Christmas,
my employment lawyer gave to me
2 trade secrets,
and a lawsuit for my company.

On the third day of Christmas,
my employment lawyer gave to me
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the fourth day of Christmas,
my employment lawyer gave to me
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the fifth day of Christmas,
my employment lawyer gave to me
5 Facebook firings,
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the sixth day of Christmas,
my employment lawyer gave to me
6 guys-a-lying,
5 Facebook firings,
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the seventh day of Christmas,
my employment lawyer gave to me
7 sex harassers,
6 guys-a-lying,
5 Facebook firings,
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the eighth day of Christmas,
my employment lawyer gave to me 
8 discriminating managers,
7 sex harassers,
6 guys-a-lying,
5 Facebook firings,
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the ninth day of Christmas,
my employment lawyer gave to me
9 ladies lactating,
8 discriminating managers,
7 sex harassers,
6 guys-a-lying,
5 Facebook firings,
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the tenth day of Christmas,
my employment lawyer gave to me
10 labor campaigns,
9 ladies lactating,
8 discriminating managers,
7 sex harassers,
6 guys-a-lying,
5 Facebook firings,
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the eleventh day of Christmas,
my employment lawyer gave to me
11 personnel manuals,
10 labor campaigns,
9 ladies lactating,
8 discriminating managers,
7 sex harassers,
6 guys-a-lying,
5 Facebook firings,
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

On the twelfth day of Christmas,
my employment lawyer gave to me
12 disabled workers,
11 personnel manuals,
10 labor campaigns,
9 ladies lactating,
8 discriminating managers,
7 sex harassers,
6 guys-a-lying,
5 Facebook firings,
4 collective actions,
3 FMLA notices,
2 trade secrets,
and a lawsuit for my company.

Merry Christmas!

Wednesday, December 17, 2014

Feds impose LGBT affirmative action on federal contractors


If you are a federal contractor of subcontractor, in four months you will have new affirmative action obligations relating to sexual orientation and gender identity.

According to a Final Rule issued last week by the Office of Federal Contract Compliance Programs, beginning  April 5, 2015, federal contractors and subcontractors must include federal contractors and subcontractors must include sexual orientation and gender identity in their affirmative action plans.

According to the Rule, which implements Executive Order 13762, federal contractors and subcontractors must:

  • Take affirmative action to ensure that applicants are employed, and employees are treated, without regard to their sexual orientation and gender identity.
  • Include sexual orientation and gender identity as prohibited bases of discrimination in the Equal Opportunity Clause in all federal contracts, subcontracts, and purchase orders.
  • Update all solicitations or advertisements for employment to state that the contractor considers all applicants for employment without regard to any of the protected bases, which now must include sexual orientation and gender identity.
  • Post updated notices in the workplace for applicants and employees, which state that sexual orientation and gender identity are protected traits in employment.

Notably, and different than affirmative action for other protected traits, the Rule does not require contractors to set placement goals on the bases of sexual orientation or gender identity, nor does it require contractors to collect and analyze any data on these bases (although the OFCCP will consider statistical and non-statistical data in determining whether contractors have met their nondiscrimination obligations).

While Congress continues to drag it feet  on ENDA, the Obama Administration continues to do what it can to extend equal employment opportunity for all.

Tuesday, December 16, 2014

Adverse actions come in all shapes and sizes


Consider these facts, taken from Kudla v. Olympic Steel (Ohio Ct. App. 11/20/14). Employee, age 65, is fired from his job as part of a corporate reorganization. Employer has a change of heart, however, and rescinds the termination after Employee lawyers up and alleges age discrimination. He claimed, however, that his employment following his rehire was substantively different, including a forced move out of his prior office into a cubicle, the exclusion from meetings, and the placement on surveillance.

Based on these facts, the court of appeals had little problem deciding that the trial court should have allowed Kudla to present his claim to a jury:

He contends that he was essentially demoted and cites in support of his contention, for example, that many of his responsibilities, except clerical ones, were reassigned to his younger coworkers, and that he was moved out of his office into a cubicle.

Olympic Steel, on the other hand, denies Kudla's demotion claim and cites that his pay was not reduced, his job title did not change, and he still performed important work for the company. The company also contends that putting Kudla in a cubicle was a temporary situation necessitated by the reorganization of the human resources department; as part of the reorganization, Kudla no longer needed to discuss personal, confidential information with employees and managers and, thus, he did not need an office….

[W]e find that a genuine issue of material fact exists as to whether Kudla did suffer an adverse employment action.

It is not impossible to terminate, or otherwise take an adverse action against, an employee on the heels of protected activity. Moreover, something as innocuous as moving an employee out of his office could be deemed sufficiently “adverse” to support a retaliation claim.

Bad employees cannot bulletproof themselves merely by complaining about discrimination. However, you must have a rock-solid legitimate non-retaliatory and non-pretextual reason for your action to survive the lawsuit that is likely to follow.