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EL Today Masthead
September 1, 2009

IN THIS ISSUE:

 

1. Feature Story: Misclassified As Exempt: A Classic FLSA Overtime Mistake


2. Cathie's Corner: The Myths Of Job Elimination


3. Vacation Pay On Termination: Employers Win One, Lose One

4. Free Report: HR's Pandemic Flu Plan For The 2009-2010 Season

5. HR Soapbox: Don't Be Spooked By The Specter Of Public Speaking

AHI's We Couldn't Make This Up 

Ringing church bells might seem like an essential duty for a church Bishop. Performing that very duty, however, resulted in a Phoenix-based Bishop being convicted of disturbing the peace. The Cathedral of Christ the King Bishop initially rang the church bells every day, every half hour. Following complaints about the noise from local residents, the Bishop rang the bells hourly between 8 a.m. and 8 p.m. The church also installed Styrofoam to muffle the sound and conducted a decibel reading, which found that the bells registered 67 decibels — the volume of a regular conversation. Nevertheless, a judge issued the Bishop a 10-day suspended sentence and warned him to only ring the bells on Sundays and certain church holidays. Afraid of going to jail, the Bishop hasn't rung the bells since.

1. FEATURE STORY:
MISCLASSIFIED AS EXEMPT: A CLASSIC FLSA OVERTIME MISTAKE

 

Companies often make the mistake of bestowing exempt status on anyone who has management-related duties. Just because an individual is called a "manager" and has some discretion to perform their job does not necessarily mean they are truly exempt. In order to ensure your managers are correctly classified, you need to evaluate whether their management-related duties actually fit one of the exempt classification tests under the federal Fair Labor Standards Act (FLSA). Incorrectly classified managers could be entitled to big bucks in back overtime pay.

 

How Much Authority Does A Manager Need?

Example: Grocery store managers claimed they were not exempt employees because they spent almost no time performing managerial tasks; instead, their main duties revolved around customer service, cleaning, and sales. They also claimed they lacked real authority over their stores and employees, and were required to consult with their district managers before making management decisions. The store claimed that the managers interviewed, hired, trained, evaluated, and disciplined employees; maintained store inventory; and were relatively free from supervision of their daily activities.

 

Are these managers exempt? No. An appeals court ruled that a jury could reasonably find that the managers' primary duty was not management and that the district managers actually managed the stores. The court upheld the jury's $297,000 back pay award.

 

How Much Non-Exempt Work Can A Manager Do?

Example: A manager for a gas station/convenience store spent approximately 60% of her time performing non-managerial tasks, such as stocking merchandise, sweeping floors, cleaning bathrooms, operating the register, and performing routine clerical duties. Her management duties included supervising, hiring, training, and disciplining employees; preparing weekly work schedules; resolving employee complaints; evaluating employees' performance; recommending salary increases and terminations; and terminating employees. The manager argued in court that her primary duty was not management because she spent just 40% of her time engaged in management-related activities.

 

Is this manager exempt? Yes. Time alone is not the sole test for determining an employee's "primary duty," especially when, as in this case, the performance of managerial and non-managerial duties overlap. The court held that her managerial duties were more critical to the success of the business than her non-managerial duties. Reason: If she failed to perform her non-managerial duties (i.e., cleaning, stocking), the station would still run, albeit much less effectively; if she failed to perform her managerial duties (i.e., hiring, scheduling, training), the station would not run at all because there would be no one else to perform these essential tasks.

 

How Much Can Managers Be Managed?

Managers do not need to be an ultimate decision-maker in order to be considered exempt employees. Managers' exempt status is not jeopardized just because there is someone else higher up on the corporate ladder that has the final say in hiring, firing, and other employment decisions. The Department of Labor (DOL) has stated that a manager can meet the executive exemption test "even if a higher-level manager's recommendation has more importance and even if the employee does not have authority to make the ultimate decision as to the employee's change in status." The DOL looks at whether it is part of the manager's job duties to make such recommendations, and the frequency with which such recommendations are made, requested, and relied upon. Alternatively, to meet the administrative exemption test, a manager must exercise discretion and independent judgment. The fact that a higher-up may review and revise or reverse a manager's decisions does not mean that the manager is not exercising discretion and independent judgment. The DOL considers whether the manager:

  • has authority to formulate, affect, interpret, or implement management policies or operating practices;

  • carries out major assignments in conducting the operations of the business;

  • performs work that affects business operations to a substantial degree;

  • has authority to commit the employer in matters that have significant financial impact; or

  • has authority to waive or deviate from established policies and procedures without prior approval.

Note: There is much more to both the executive and administrative exemption tests than is written here, and there are additional exemption tests.

2. CATHIE'S CORNER: THE MYTHS OF JOB ELIMINATION


A lot of employees don't understand that job elimination is a headcount issue and not the elimination of their job duties. They assume that if their job is eliminated, that means that whatever they have been doing no longer needs to be done, and whatever their specific job duties have been will no longer be handled by anyone....Continue the story. 

3. VACATION PAY ON TERMINATION: EMPLOYERS WIN ONE, LOSE ONE  

 

The value of unused vacation may represent a hidden treasure for employees who are terminated. And these days, employees will grasp at any straw to maximize their severance pay packages. Whether final pay must include the value of accrued, unused vacation is determined under state laws. These laws generally allow employers to make their own company policies. So who wins these cases often depends on...Continue the story.

4. FREE REPORT: HR'S PANDEMIC FLU PLAN FOR THE 2009-2010 SEASON  
 

Check out the new Free Report, "HR's Pandemic Flu Plan For The 2009-2010 Season," which gives you step-by-step guidance on how best to prepare the workplace for this year's flu season, based on newly released recommendations from federal agencies. Also included are practical and legal considerations for employers on such topics as employee leave, disability-related inquiries, and wage and hour issues.

5. HR SOAPBOX: DON'T BE SPOOKED BY THE SPECTER OF PUBLIC SPEAKING

 

Last month, I offered a few practical tips on one important type of business communication: e-mail writing. Now, let's tackle another business communication type, one that poses a huge hurdle for many professionals: public speaking....Continue the story.

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