Posts Tagged ‘employment compliance’

Increased Litigation and Enforcement Predicted for 2010

Monday, January 25th, 2010

Guest post by: Stephanie R. Thomas, Ph.D.

According to Fulbright’s 6th Annual Litigation Trends Survey Report, companies are seeing a litigation wave that is expected to continue to swell in 2010.  That expectation is based on experiences during 2009, when 83% of respondents reported that new litigation has been commenced against their organizations, up from 79% in 2008.  Stephen C. Dillard, head of Fulbright’s global litigation practice, states:

Generally, litigation rises in an economic downturn as regulators tend to step up enforcement, laid-off workers head to court, and companies need to file more suits in order to collect money owed.

Employment litigation is expected to increase in 2010.

The poor economic conditions and increased layoffs, coupled with new laws and expansion of existing laws, are likely to lead to an increase in claims filed.  According to Rich Meneghello, the managing partner in the Portland, Oregon office of Fisher & Phillips, “all signs point to the trend [of increased litigation] continuing into 2010, especially as job growth remains stagnant and out-of-work individuals seek rewards through litigation”.

Increased enforcement by the Department of Labor.

Experts are also anticipating an increase in enforcement by the Department of Labor.  Secretary Solis said in a release, “In early 2010, the department will launch a national public awareness campaign titled ‘We Can Help’ to inform workers about their rights…  We will not rest until the law is followed by every employer, and each worker is treated and compensated fairly.”  The Department of Labor is scheduled to receive $13.3 billion in funding for 2010, an increase of $121 million from the previous year.  According to a DOL press release, “with these increases, [DOL’s] worker protection agencies will be able to vigorously protect wages and working conditions of the 135 million workers in more than 7.3 million workplaces.”

Additionally, the EEOC is slated to receive $367 million in funding for 2010.  This represents an increase of $23 million from the previous year.  The increase in funding may lead to more lawsuits alleging discrimination based on age, gender, race, color, national origin, religion, or disability.  The EEOC’s proposed regulation to implement the ADA Amendment Act of 2008 would make several significant changes to the definition of ‘disability’, greatly expanding who is covered by the statute’s provisions.


Be proactive to reduce the risk of lawsuits.

While no one can be certain what 2010 will bring, employers should prepare for litigation and for increased enforcement actions.  Experts are recommending a proactive approach.

  • Employers should have a thorough understanding of what laws and regulations apply, and review their policies and procedures to ensure they are in compliance.
  • Internal audits should be conducted to identify any potential problem areas, and corrective action should be taken where appropriate.
  • Revisiting documentation and document retention practices is vital; having appropriate documentation can, in some circumstances, prevent litigation, and will be critical should the employer be faced with litigation.

For more information on protecting your company, contact CPEhr, a Human Resources Outsourcing and Professional Employer Organization.

Guest post by Stephanie R. Thomas, Ph.D.

Dr. Thomas heads the Equal Employment Advisory and Litigation Support Division of Minimax Consulting. The Division provides consulting services, dispute resolution support, and expert testimony to Fortune 500 companies, major law firms, and local, state, and federal governments and agencies.  The Division specializes in labor and employment issues in both advisory and litigation contexts.

Website: Minimax Consulting

Disclaimer

Government Announces Plans to Crackdown on Illegal Independent Contractor Usage

Monday, December 7th, 2009

If you are like most employers, the chances are you use Independent Contractors. Employers engage the services of Independent Contractors (IC’s) instead of employees for numerous reasons. Mostly, to save money on a range of employment costs, such as:

  • federal and state tax,
  • workers compensation insurance,
  • unemployment insurance,
  • employee benefits,
  • overtime, vacation and sick pay.

However, now more than ever, employers must be aware that federal and state lawmakers are beginning to crack down on employers who hire ICs that do not meet the strict IRS requirements.

What are the guidelines to be an Independent Contractor?

The following are excerpts from the IRS website, Section 762 – Independent Contractor vs. Employee:

  • Behavioral Control covers facts that show whether the business has a right to direct or control how the work is done through instructions, training, or other means.
  • Financial Control covers facts that show whether the business has a right to direct or control the financial and business aspects of the worker’s job. This includes:
  1. The extent to which the worker has unreimbursed business expenses
  2. The extent of the worker’s investment in the facilities used in performing services
  3. The extent to which the worker makes his or her services available to the relevant market
  4. How the business pays the worker, and
  5. The extent to which the worker can realize a profit or incur a loss
  • Type of Relationship covers facts that show how the parties perceive their relationship. This includes:
  • Written contracts describing the relationship the parties intended to create
  • The extent to which the worker is available to perform services for other, similar businesses
  • Whether the business provides the worker with employee–type benefits, such as insurance, a pension plan, vacation pay, or sick pay
  • The permanency of the relationship, and
  • The extent to which services performed by the worker are a key aspect of the regular business of the company

Government crack-down

As the government is looking for ways to bring in revenue in a down-economy, they are paying serious attention to the losses incurred by the usage of ICs. Reports estimate the misuse of ICs lowers income tax revenues by about $4.7 billion annually. In Illinois, for example, the  University of Missouri–Kansas City Department of Economics estimates that from 2001 through 2005, the state lost $124.7 million PER YEAR year in income taxes as a result of IC misclassification by employers.

In August, Congress began reviewing several bills that tighten restrictions on the use of ICs and exact tougher penalties on employers who bend the rules. The IRS also announced plans to randomly audit six thousand businesses nationwide to curb abuse.

Don’t take shortcuts

If your company engages the use of ICs, don’t let the lure of bypassing a few tax and insurance dollars distract you from the real-life risks at hand. You should take the time to seriously review your IC relationships and determine if they do, in fact, match the IRS guidelines. If you are uncertain where to begin, there are professional human resource outsourcing and consulting firms that specialize in these employment relationships and can guide you to make the right decision for your company.

Immigration and Customs Enforcement (ICE) Announces Surge in I9 Audits

Friday, November 20th, 2009

The Immigration and Customs Enforcement (ICE) Assistant Secretary John Morton announced that the agency will be issuing notices of inspection (NOIs) to thousands of employers. The purpose is to determine their compliance with employment eligibility verification laws and proper maintenance of employee files and records.

“ICE is focused on finding and penalizing employers who believe they can unfairly get ahead by cultivating illegal workplaces,” said Assistant Secretary Morton. “We are increasing criminal and civil enforcement of immigration-related employment laws and imposing smart, tough employer sanctions to even the playing field for employers who play by the rules.”

What is a I9 Audit?

Audits involve a comprehensive review of Form I-9s, which employers are required to complete and retain for each individual hired in the United States. I-9 forms require employers to review and record each individual’s identity and work eligibility document(s) and determine whether the document(s) reasonably appear to be genuine and related to that specific individual.

Why does ICE Conduct These Audits?

From the desk of ICE:

Protecting employment opportunities for the nation’s lawful workforce and targeting employers who knowingly employ an illegal workforce are major ICE priorities, for which ICE employs all available civil and administrative tools, including audits. Audits may result in civil penalties and lay the groundwork for criminal prosecution of employers who knowingly violate the law.

In April, DHS issued updated worksite enforcement guidance emphasizing ICE’s major enforcement priorities-specifically focusing on dangerous criminal aliens and employers who cultivate illegal workplaces by breaking the country’s laws and knowingly hiring illegal workers. In this strategy, ICE identified form I-9 audits as the most important administrative tool in building criminal cases and bringing employers into compliance with the law.

Don’t Get Caught!

If you are uncertain whether or not your employees have accurate I9 information, it is critical to conduct an independent I9 audit. If you are uncertain how to conduct such an audit, please contact us to assist you. With ICE knocking on employers’ doors, you don’t want to put this off any further.

ADA Compliance, Part II – The Interactive Process

Friday, November 6th, 2009

Our last post reviewed the basic guidelines of the Americans with Disabilities Act, and how the ADA Amendment Act (ADAAA) expanded the definition of a disability. We will now look at your obligations, as the employer, to address the needs of an employee with a disability.

What is the “Interactive Process”?

State law incorporates guidelines developed by the EEOC in defining an “interactive process” between the employer and employee. A specific, or implied, request triggers the interactive process. A “specific” request occurs once a request is made or the employer otherwise learns of a request for accommodation from a third party (spouse, friend, another employee, doctor…). Examples are:

  • An employee’s wife calls telling the employer that the employee had a medical emergency due to MS, needed to be hospitalized, and therefore needs time off
  • An employee is given restrictions related to workers’ compensation claim

An “implied” request is when the employer observes the employee with an obvious disability or is having difficulty performing the essential functions of their job.

What is an Employer Required to Do?

Employers must provide reasonable accommodation for those applicants and employees who, because of their disability, are unable to perform the essential functions of the job. In doing so, the employers must engage in a timely, good faith, interactive process with applicants or employees in need of reasonable  accommodation.

These guidelines include consulting with the individual to ascertain the precise job-related limitations and how they could be overcome with a reasonable accommodation. Then, identifying these potential accommodations and assessing their effectiveness.

What is “Reasonable Accommodation”?

Examples of reasonable accommodation can include:

  • Making existing facilities accessible
  • Job restructuring
  • Part-time or modified work schedules
  • Acquiring or modifying equipment
  • Changing tests, training materials or policies
  • Providing qualified readers or interpreters
  • Reassignment to a vacant position

What is NOT required under Reasonable Accommodation?

Not all requests by an employee must be accommodated. Examples of non-reasonable requests can include:

  • Removing of essential job functions
  • Creating of new jobs
  • Providing personal need items such as eye glasses and mobility aids
  • Maintaining same pay and benefits for accommodating a change from full-time to part-time
  • Tolerating violation of company conduct rules

The Six-Step Interactive Process

To recap, the Interactive Process can be broken down into 6 distinct steps:

Step 1: Analyze the job and essential job functions
Step 2: Identify job-related limitations
Step 3: Identify possible accommodations
Step 4: Assess the feasibility of accommodations
Step 5: Implement the accommodation that is the most appropriate
Step 6: Follow up regularly

Concerned? You don’t have to go at it alone.

If you are concerned about complying with all areas of the law, you are not alone. Many employers do not attempt to create, implement and manage these guidelines on their own. Rather, the engage the services of a Professional Employer Organization (PEO) to do it for them. A PEO is staffed with human resources and labor law compliance experts and are well-equipped to create and manage an ADA compliance program. If you would like more information, please contact us.

ADA Compliance & the Impact of the New Legislation

Wednesday, November 4th, 2009

We recently conducted a webinar on a very timely – and complex – subject: the Americans with Disabilities Act (ADA) Compliance. In this post we will review the new laws. In subsequent posts we will discuss what you can do to protect yourself against a discrimination lawsuit.

What is ADAAA??

Effective January 1, 2009, the ADA Amendment Act (ADAAA) was enacted which provides for a more expansive interpretation of what constitutes a “disability”. The new laws extended ADA coverage to millions of Americans previously outside of that law’s protection. The ADA Amendments provide a much broader definition of disability, “to the maximum extent permitted by the terms of this Act.” The Act expanded the definition of a disability in four ways:

  1. That a person’s impairment must be considered without corrective measures,
    except for ordinary eye glasses and contact lenses.
  2. Includes in the definition of a disability those impairments that are episodic
    or in remission, if the medical condition would fall within the definition when
    active.
  3. Expands the definition of major life activities, adding “eating, sleeping,
    walking, standing, lifting, bending, reading, concentrating, thinking, and
    communicating” as well as bodily functions
  4. Interpretation of “substantially limits” as being “significantly restricted” is too
    limiting and that the EEOC should adopt a broader interpretation.

The Act protects against discrimination because an individual is “regarded as” having an impairment whether or not the perceived impairment actually is included within the ADA definition of a disability.

What these changes mean to you.

The broader definition of “disability” means that more requests for accommodation for common conditions will be brought forth by employees who had not previously not been considered disabled. This can include common ailments such as:

  1. Diabetes
  2. Obesity
  3. Bad back; minor ailments

The expansion of “regarded as” coverage will likely to lead to increased EEOC charges and lawsuits. In our next post we will discuss the six-steps of the “Interactive Process” and how a proactive approach to an employee with a disability will help reduce your chances of being sued.

Wage and Hour Laws Part 2 – How to Calculate Bonuses

Monday, October 19th, 2009

In our last post we reviewed some of the basic guidelines relating to wage and hour compliance, and how California law differs from Federal law. In this post we continue to review wage and hour laws, but move to bonuses.

Discretionary and Non-Discretionary Bonuses

Employers usually pay two types of bonuses: non-discretionary and discretionary.

Discretionary bonuses are usually paid as a gift for past services and are not measurable by an employee’s work performance, and/or hours worked.  An example of a discretionary bonus is a holiday bonus or special occasion bonus.

Non-discretionary bonuses are bonuses that are intended to increase an employee’s performance and efforts.  For example, bonuses paid on work performance efficiency and quality, attendance, years of service, and bonuses promised to employees at time of hire are considered non-discretionary.

When paying out non-discretionary bonuses, you must also pay the overtime “premium” on the bonus.  According to the Department of Labor, since the bonus was earned during the regular hours as well as the overtime hours, the overtime “premium” on the bonus is paid on half-time or full-time (for double time hours) on the regular bonus rate (from DLSE Manual). Unfortunately, you cannot just pay an employee a $100 bonus, if they worked any overtime in the pay period for which the bonus was earned.  You must reference the bonus on their pay stubs and note the workweek(s) that the bonus was earned.

Example On How to Calculate Overtime Premium When a Bonus is Paid:

Regular hourly rate of pay………………………………………………………………………………………..$10.00

Overtime rate of pay………………………………………………………………………………………………..$15.00

Total hours worked in workweek = 50

Total regular hours worked= 40 (8 hours x 5 days)

Total overtime hours at time and one-half = 10 (2 hours x 5 days)

Bonus………………………………………………………………………………………………………………………$100.00

Regular bonus rate:

$100.00 (bonus) ÷ 50 (total hours worked) =

$2 .00 ÷ 2 (for half of the regular rate) =

$1.00 x 10 (Overtime Hours) = $ 10.00

Total earnings due for the workweek:

Regular hours: 40 hours @ $10.00 ………………………………$400.00

Overtime: 10 hours @ $15.00 ……………………………………..$150.00

Bonus ……………………………………………………………………………$100.00

Overtime on bonus…………………………………………………………$ 10.00

Total ……………………………………………………………………………$660.00

Remember, wage and hour laws vary by state, it is important that you understand that as an employer you are mandated by law to pay your employees for all hours worked.

The Bottom Line

Confused yet?? There is a lot to know, and a lot to implement. If you are concerned about tackling wage and hour compliance alone, you may want to consider outsourcing some of these complicated laws to professionals who can guide you every step of the way. Please contact us for a free wage and hour consultation.

Contributed by: Thi Ha and Monique Stennis, CPEhr