On Wednesday, May 24, 2023 Kegler Brown presented its annual Managing Labor + Employee Seminar. The in-person and virtual seminar focused on timely information regarding labor and employee relations, and allowed attendees to earn CLE and SHRM credit hours.
HR Webinar: HR Professional’s Role in Managing Leave of AbsenceAscentis
Requests for leaves of absence rank among the most frequently encountered challenges faced by the HR professional because employers must contend with a patchwork of employee-friendly statutes, including federal, state and local leaves – it’s important to understand how these leaves coordinate because they often contain overlapping and sometimes conflicting employee rights and employer obligations.
Managing COVID-19: From Compliance to Employee EngagementVienna Stivala
The document discusses best practices for managing a dispersed workforce during COVID-19, including leveraging managers to set clear expectations and enable consistent communication, building trust between remote employees and their managers, and using tools like video conferencing and instant messaging to facilitate collaboration. It also provides guidance on compliance with laws like the Families First Coronavirus Response Act when reducing staff hours or closing facilities temporarily.
Leaves of Absence: Navigating the FMLA & ADA WebinarBeyondPay
From the Leaves of Absence Webinar: Navigating the Family Medical Leave Act & Americans with Disabilities Act: Use these slides with handy notes section when navigating the complexities of administering leaves of absence.
This document provides an overview and agenda for a workshop on core principles of human resources. The workshop will review the duty to accommodate employees with disabilities, staffing basics like recruiting and compensation, and designing human resources policies. It also presents examples of accommodating employees with disabilities and the responsibilities of both employers and employees in the accommodation process. Key topics include when the duty to accommodate applies, types of accommodations and disabilities, and maintaining confidentiality of employee medical information.
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
HR Webinar: HR Professional’s Role in Managing Leave of AbsenceAscentis
Requests for leaves of absence rank among the most frequently encountered challenges faced by the HR professional because employers must contend with a patchwork of employee-friendly statutes, including federal, state and local leaves – it’s important to understand how these leaves coordinate because they often contain overlapping and sometimes conflicting employee rights and employer obligations.
Managing COVID-19: From Compliance to Employee EngagementVienna Stivala
The document discusses best practices for managing a dispersed workforce during COVID-19, including leveraging managers to set clear expectations and enable consistent communication, building trust between remote employees and their managers, and using tools like video conferencing and instant messaging to facilitate collaboration. It also provides guidance on compliance with laws like the Families First Coronavirus Response Act when reducing staff hours or closing facilities temporarily.
Leaves of Absence: Navigating the FMLA & ADA WebinarBeyondPay
From the Leaves of Absence Webinar: Navigating the Family Medical Leave Act & Americans with Disabilities Act: Use these slides with handy notes section when navigating the complexities of administering leaves of absence.
This document provides an overview and agenda for a workshop on core principles of human resources. The workshop will review the duty to accommodate employees with disabilities, staffing basics like recruiting and compensation, and designing human resources policies. It also presents examples of accommodating employees with disabilities and the responsibilities of both employers and employees in the accommodation process. Key topics include when the duty to accommodate applies, types of accommodations and disabilities, and maintaining confidentiality of employee medical information.
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
What Is Life After Coronavirus? HR Scenarios & Common QuestionsRea & Associates
There's no shortage of human resources questions these days. In addition to a mountain of other concerns, businesses are actively juggling new compliance guidelines, government regulations, and real-world concerns related to employees who are both afraid of becoming sick with COVID-19 and of losing their source of income. When it comes to addressing the new rules associated with coronavirus, unfortunately, there is not a one-size-fits-all solution - especially when dealing with the human element.
As you can expect, our human resources consulting services team has been working overtime fielding a range of questions from businesses on the front lines battling up-to-the-minute COVID-19 challenges. During this session of our "What Is Life After Coronavirus?" webinar series, we will address specific HR scenarios and common questions businesses like yours are facing in the hopes of providing you with the guidance you need when it comes to tackling the really tough situations.
During this hour-long webinar, you will hear case studies related to:
- Unemployment
- FFCRA
- CARES Act
- New DOL Workplace Safety Resources & CDC Recommendations
You can learn more about Rea & Associates is addressing the current COVID-19 crisis and how our experts are helping businesses overcome the challenges being faced as a result of coronavirus. Visit https://www.reacpa.com/coronavirus to access our dedicated resource center. You can also access past sessions in our "What Is Life After Coronavirus?" webinar series at https://www.reacpa.com/COVID19-webinar-series.
Stay safe out there.
As more information, recommendations, and mandates are revealed daily, we will make every effort to ensure that the insight provided during this webinar will be current and current at the time this webinar is presented. Rea & Associates' HR consulting services are based on the best knowledge of non-attorney specialists. Rea & Associates does not provide legal advice. You are encouraged to consult with legal counsel of your choice prior to implementing policies and procedures.
Time for a Break: Managing Leaves of Absence and Accommodating Disabilities (...Financial Poise
Your business likely functions more effectively when your employees are at work doing the work you hired them to perform? What are your rights (and obligations) as an employer when an employee is unable to work due to an illness or injury? Does the Family and Medical Leave Act apply? Do you operate in a jurisdiction that has recently enacted a sick leave law? What happens when an employee requests a reasonable accommodation because of a disability? These types of questions have been confounding employers for years and are likely to grow more complicated as state and local governments step in to fill the voids left at the federal level. Do not despair, though, as this webinar includes discussions of the mistakes commonly made by employers as well as a series of tips and pointers from a panel of experts who will help you navigate these and other thorny issues involving employees who are unable to work for health-related reasons.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/managing-leaves-of-absence-and-accommodating-disabilities-2020/
The document discusses the major laws governing employee leave - the Americans with Disabilities Act (ADA), Family and Medical Leave Act (FMLA), and Workers' Compensation - covering topics such as employee eligibility, qualifying reasons for leave, length of leave, required documentation, benefits, and reinstatement rights under each law. It provides an overview of the key provisions and requirements of the three laws as they relate to employee leave for illness or injury. Violations of these laws can result in damages for employees such as lost wages, back pay, and compensatory damages.
Managing Leaves of Absence and Accommodating Disabilities (Protecting Your Em...Financial Poise
Your business likely functions more effectively when your employees are at work doing the work you hired them to perform? What are your rights (and obligations) as an employer when an employee is unable to work due to an illness or injury? Does the Family and Medical Leave Act apply? Do you operate in a jurisdiction that has recently enacted a sick leave law? What happens when an employee requests a reasonable accommodation because of a disability? These types of questions have been confounding employers for years and are likely to grow more complicated as state and local governments step in to fill the voids left at the federal level. Do not despair, though, as this webinar includes discussions of the mistakes commonly made by employers as well as a series of tips and pointers from a panel of experts who will help you navigate these and other thorny issues involving employees who are unable to work for health-related reasons.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/time-for-a-break-managing-leaves-of-absence-and-accommodating-disabilities-2021/
The need for remote work and possible workforce reductions is becoming a reality for many employers, and there are important considerations. Employers are faced with responding to employee concerns and requests for leave, as well as evaluating temporary layoffs or closures.
In essence, all of this leaves us overwhelmed and confused about what we can and cannot do as employers.
Understanding the requirements around protected leaves, payment of wages, and employee separations, including how to best communicate with employees during these challenging times, is essential.
This 1-hour webinar explore strategies for managing an influx work environment. Receive guidance from Luke Reese of Garrett Hemann Roberson PC, around how your employment decisions may be impacted by the evolving federal and state regulations.
The document provides an overview of the Family and Medical Leave Act (FMLA) of 1993. It discusses the history and purpose of establishing work-life balance for employees. The FMLA entitles eligible employees to take up to 12 weeks of unpaid leave for qualified medical and family reasons. Employers must reinstate employees to their previous or equivalent positions after leave. However, not all employees and situations qualify for protection and leave under the FMLA. The roles and responsibilities of employees, managers, HR, and employers in administering FMLA leave are also outlined.
Got the ADA basics down and ready to tackle the graduate level course on the complex ADA issues that trip up even the best of HR and legal professionals? Gary Clark and Will Walden will tackle complex ADA issues, such as:
-Mental illness accommodations in the workplace
-The intersection between the ADA and workplace violence threats
-Medical marijuana, opioid and prescription drug use in the workplace
-Navigating a direct threat to health and safety decision
-Fitness for duty tests and examinations
-Managing employees on extended leaves after FMLA has expired
-Identifying accommodations that previously were per se unreasonable, but now must be considered
Please join Gary and Will as they cover these and other tough ADA issues in the workplace.
Americans with Disability Act Family Medical Leave Act Workers' Compensation:...Jim Cowan
The document provides an overview of key provisions and requirements of the Family and Medical Leave Act (FMLA). It discusses who is covered by the FMLA, reasons for which leave can be taken, eligibility requirements for employees, allowable length of unpaid leave, job protection provisions, and interaction of FMLA leave with other laws like the Americans with Disabilities Act and Workers' Compensation. Checklists are provided outlining analysis needed when an employee requires sick, medical or other leave.
This document provides a summary of the Family and Medical Leave Act (FMLA) and the Americans with Disabilities Act (ADA) as they relate to employee leave and accommodation. It notes that employers must examine their obligations under each law separately. The FMLA allows eligible employees to take 12 weeks of unpaid leave per year for certain family and medical reasons, including an employee's own serious health condition. It also outlines requirements for reasonable accommodation under the ADA, including that medical leave can be a reasonable accommodation and that an interactive process is required.
How to Manage Employee Leave Requests and Control Absence AbuseComplyRight, Inc.
An employee approaches you to request time away from work. During the conversation, he or she mentions that it’s related to a medical issue. Do you know what to do next?
Handling employee leave requests related to medical or family issues can be tricky. First, you need a working knowledge of the various laws governing employee leave, including federal laws (FMLA, USERRA, ADA) and an ever-growing list of state and local laws. Then, you need a roadmap for evaluating the request to determine which laws apply. Finally, you need to know how to manage the day-to-day absences from day one until the granted leave is complete.
This free webinar will address your biggest concerns and put you on firm footing. You will be guided through the primary laws that come into play with employee leave. We’ll also share practical, hands-on tactics for fielding a leave request, managing the time off and, most important, preventing abuse.
Specifically, you’ll learn more about:
• The typical scenarios that qualify for employee leave
• The definition of a “serious health condition” under the FMLA
• What to do when the FMLA and ADA overlap
• The red flags of leave abuse, and when to intervene
• How to manage FMLA requests, including intermittent and long-term leave
• Necessary notice and certification documentation for compliance
The ADA, FMLA, and workers' compensation laws all provide protections for employees but can interact in complex ways. The ADA requires employers to provide reasonable accommodations for employees with disabilities. The FMLA provides up to 12 weeks of unpaid, job-protected leave for qualified medical and family reasons. Workers' compensation covers work-related injuries and illnesses. When addressing employee leave and return to work issues, employers must consider requirements and interactions under all three sets of laws.
Presented by Dr. Katharine Gillis at our annual Women in Mind conference on women's mental health.
She was appointed Chair of the
Department of Psychiatry at the University of Ottawa
in 2009, Interim Head, Department of Psychiatry,
Ottawa Hospital in July 2013; and is a national leader
on psychiatry education.
From Documentation to Discipline: Control Unscheduled Absences with Proper At...ComplyRight, Inc.
Did you know? Approximately 15% of businesses have no process for tracking employee attendance. Not keeping accurate records encourages employees to work less and take unaccounted time off — simply because you permit it.
Proper attendance tracking can prevent this. It allows you to tackle workplace absences head on — and reduce the aggravation of frequent call-ins, tardiness and other productivity-draining issues related to attendance.
Watch this free, insightful webinar to learn:
• The costs of excessive, unscheduled absenteeism on your business
• Why companies — large and small — should track attendance
• The legal do’s and don’ts of attendance tracking
• Compliance pitfalls that can occur with improper, incomplete recordkeeping
• Demo of a cost-effective solution for easier attendance tracking
This document provides an overview of the Family and Medical Leave Act (FMLA) and related employee leave issues. It discusses FMLA eligibility requirements, covered reasons for leave, notice requirements, certification processes, intermittent leave, and job restoration protections. It also includes examples of interactive "game show" style questions to engage attendees on these topics.
This document summarizes the Family and Medical Leave Act (FMLA) and other employee leave laws. It provides an overview of the purpose of FMLA to balance employee and employer needs, outlines eligibility requirements and types of qualifying leave. Key details covered include minimum hours worked to qualify, definitions of serious health conditions, documentation processes, and leave allotments and calculations for conditions like military service, adoption, and caring for family members.
Brendan Feheley, an associate with the Columbus, Ohio, law firm of Kegler, Brown, Hill & Ritter explains the governing regulations that apply to employee medical conditions, including FMLA, ADA, Workers' Compensation, OSHA and COBRA. He goes in-depth through hypothetical scenarios and offers the audience best practices and guiding principles so that they can more effectively manage employee medical conditions and protect the business.
As the new year approaches, there are several new rules and regulations regarding employee medical leaves of absence that your company needs to address. David Cassidy, Member of Norris McLaughlin & Marcus and its Labor & Employment Group, will discuss the new regulations relating to the Federal Family and Medical Leave Act and the Military Family Leave Act. He will also present the September 25, 2008 amendments to the Americans with Disabilities Act (ADA). David will highlight what employers should do in 2009 to ensure compliance with the ADA, as amended.
FMLA and Other Leave Laws: Learn What’s Changing and How to Stay CompliantComplyRight, Inc.
Of all the employment laws affecting today’s businesses, the Family and Medical Leave Act (FMLA) is one of the most complicated. When does it apply? What does it cover? How do you track the time taken? Is it always unpaid?
In the absence of federal-level FMLA amendments, states and cities/counties are stepping in with their own, more generous, employee leave laws. We’ll also explore this emerging issue that may impact your business (even if you’re not covered by the FMLA).
This document summarizes legal protections and obligations for employees with cancer. It discusses the Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), disability benefits from Social Security, private plans, and state programs, health insurance through the Affordable Care Act and COBRA, gaps in coverage, practical strategies, and resources for legal assistance. Key legal protections provide unpaid and job-protected leave under FMLA and prohibit disability discrimination under ADA, which requires reasonable accommodation. However, many employees remain uncovered or face challenges obtaining benefits.
On Thursday, May 9, 2024, Kegler Brown presented its annual Managing Labor + Employee Seminar. The in-person and virtual seminar focused on timely information regarding labor and employee relations, and allowed attendees to earn CLE and SHRM credit hours.
On Thursday, February 23, Kegler Brown’s Construction lawyers, Don Gregory and Mike Madigan, presented an informative strategy session on ways to deal with central Ohio’s labor shortage and diversity and inclusion goals.
More Related Content
Similar to 2023 Managing Labor + Employee Relations Seminar
What Is Life After Coronavirus? HR Scenarios & Common QuestionsRea & Associates
There's no shortage of human resources questions these days. In addition to a mountain of other concerns, businesses are actively juggling new compliance guidelines, government regulations, and real-world concerns related to employees who are both afraid of becoming sick with COVID-19 and of losing their source of income. When it comes to addressing the new rules associated with coronavirus, unfortunately, there is not a one-size-fits-all solution - especially when dealing with the human element.
As you can expect, our human resources consulting services team has been working overtime fielding a range of questions from businesses on the front lines battling up-to-the-minute COVID-19 challenges. During this session of our "What Is Life After Coronavirus?" webinar series, we will address specific HR scenarios and common questions businesses like yours are facing in the hopes of providing you with the guidance you need when it comes to tackling the really tough situations.
During this hour-long webinar, you will hear case studies related to:
- Unemployment
- FFCRA
- CARES Act
- New DOL Workplace Safety Resources & CDC Recommendations
You can learn more about Rea & Associates is addressing the current COVID-19 crisis and how our experts are helping businesses overcome the challenges being faced as a result of coronavirus. Visit https://www.reacpa.com/coronavirus to access our dedicated resource center. You can also access past sessions in our "What Is Life After Coronavirus?" webinar series at https://www.reacpa.com/COVID19-webinar-series.
Stay safe out there.
As more information, recommendations, and mandates are revealed daily, we will make every effort to ensure that the insight provided during this webinar will be current and current at the time this webinar is presented. Rea & Associates' HR consulting services are based on the best knowledge of non-attorney specialists. Rea & Associates does not provide legal advice. You are encouraged to consult with legal counsel of your choice prior to implementing policies and procedures.
Time for a Break: Managing Leaves of Absence and Accommodating Disabilities (...Financial Poise
Your business likely functions more effectively when your employees are at work doing the work you hired them to perform? What are your rights (and obligations) as an employer when an employee is unable to work due to an illness or injury? Does the Family and Medical Leave Act apply? Do you operate in a jurisdiction that has recently enacted a sick leave law? What happens when an employee requests a reasonable accommodation because of a disability? These types of questions have been confounding employers for years and are likely to grow more complicated as state and local governments step in to fill the voids left at the federal level. Do not despair, though, as this webinar includes discussions of the mistakes commonly made by employers as well as a series of tips and pointers from a panel of experts who will help you navigate these and other thorny issues involving employees who are unable to work for health-related reasons.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/managing-leaves-of-absence-and-accommodating-disabilities-2020/
The document discusses the major laws governing employee leave - the Americans with Disabilities Act (ADA), Family and Medical Leave Act (FMLA), and Workers' Compensation - covering topics such as employee eligibility, qualifying reasons for leave, length of leave, required documentation, benefits, and reinstatement rights under each law. It provides an overview of the key provisions and requirements of the three laws as they relate to employee leave for illness or injury. Violations of these laws can result in damages for employees such as lost wages, back pay, and compensatory damages.
Managing Leaves of Absence and Accommodating Disabilities (Protecting Your Em...Financial Poise
Your business likely functions more effectively when your employees are at work doing the work you hired them to perform? What are your rights (and obligations) as an employer when an employee is unable to work due to an illness or injury? Does the Family and Medical Leave Act apply? Do you operate in a jurisdiction that has recently enacted a sick leave law? What happens when an employee requests a reasonable accommodation because of a disability? These types of questions have been confounding employers for years and are likely to grow more complicated as state and local governments step in to fill the voids left at the federal level. Do not despair, though, as this webinar includes discussions of the mistakes commonly made by employers as well as a series of tips and pointers from a panel of experts who will help you navigate these and other thorny issues involving employees who are unable to work for health-related reasons.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/time-for-a-break-managing-leaves-of-absence-and-accommodating-disabilities-2021/
The need for remote work and possible workforce reductions is becoming a reality for many employers, and there are important considerations. Employers are faced with responding to employee concerns and requests for leave, as well as evaluating temporary layoffs or closures.
In essence, all of this leaves us overwhelmed and confused about what we can and cannot do as employers.
Understanding the requirements around protected leaves, payment of wages, and employee separations, including how to best communicate with employees during these challenging times, is essential.
This 1-hour webinar explore strategies for managing an influx work environment. Receive guidance from Luke Reese of Garrett Hemann Roberson PC, around how your employment decisions may be impacted by the evolving federal and state regulations.
The document provides an overview of the Family and Medical Leave Act (FMLA) of 1993. It discusses the history and purpose of establishing work-life balance for employees. The FMLA entitles eligible employees to take up to 12 weeks of unpaid leave for qualified medical and family reasons. Employers must reinstate employees to their previous or equivalent positions after leave. However, not all employees and situations qualify for protection and leave under the FMLA. The roles and responsibilities of employees, managers, HR, and employers in administering FMLA leave are also outlined.
Got the ADA basics down and ready to tackle the graduate level course on the complex ADA issues that trip up even the best of HR and legal professionals? Gary Clark and Will Walden will tackle complex ADA issues, such as:
-Mental illness accommodations in the workplace
-The intersection between the ADA and workplace violence threats
-Medical marijuana, opioid and prescription drug use in the workplace
-Navigating a direct threat to health and safety decision
-Fitness for duty tests and examinations
-Managing employees on extended leaves after FMLA has expired
-Identifying accommodations that previously were per se unreasonable, but now must be considered
Please join Gary and Will as they cover these and other tough ADA issues in the workplace.
Americans with Disability Act Family Medical Leave Act Workers' Compensation:...Jim Cowan
The document provides an overview of key provisions and requirements of the Family and Medical Leave Act (FMLA). It discusses who is covered by the FMLA, reasons for which leave can be taken, eligibility requirements for employees, allowable length of unpaid leave, job protection provisions, and interaction of FMLA leave with other laws like the Americans with Disabilities Act and Workers' Compensation. Checklists are provided outlining analysis needed when an employee requires sick, medical or other leave.
This document provides a summary of the Family and Medical Leave Act (FMLA) and the Americans with Disabilities Act (ADA) as they relate to employee leave and accommodation. It notes that employers must examine their obligations under each law separately. The FMLA allows eligible employees to take 12 weeks of unpaid leave per year for certain family and medical reasons, including an employee's own serious health condition. It also outlines requirements for reasonable accommodation under the ADA, including that medical leave can be a reasonable accommodation and that an interactive process is required.
How to Manage Employee Leave Requests and Control Absence AbuseComplyRight, Inc.
An employee approaches you to request time away from work. During the conversation, he or she mentions that it’s related to a medical issue. Do you know what to do next?
Handling employee leave requests related to medical or family issues can be tricky. First, you need a working knowledge of the various laws governing employee leave, including federal laws (FMLA, USERRA, ADA) and an ever-growing list of state and local laws. Then, you need a roadmap for evaluating the request to determine which laws apply. Finally, you need to know how to manage the day-to-day absences from day one until the granted leave is complete.
This free webinar will address your biggest concerns and put you on firm footing. You will be guided through the primary laws that come into play with employee leave. We’ll also share practical, hands-on tactics for fielding a leave request, managing the time off and, most important, preventing abuse.
Specifically, you’ll learn more about:
• The typical scenarios that qualify for employee leave
• The definition of a “serious health condition” under the FMLA
• What to do when the FMLA and ADA overlap
• The red flags of leave abuse, and when to intervene
• How to manage FMLA requests, including intermittent and long-term leave
• Necessary notice and certification documentation for compliance
The ADA, FMLA, and workers' compensation laws all provide protections for employees but can interact in complex ways. The ADA requires employers to provide reasonable accommodations for employees with disabilities. The FMLA provides up to 12 weeks of unpaid, job-protected leave for qualified medical and family reasons. Workers' compensation covers work-related injuries and illnesses. When addressing employee leave and return to work issues, employers must consider requirements and interactions under all three sets of laws.
Presented by Dr. Katharine Gillis at our annual Women in Mind conference on women's mental health.
She was appointed Chair of the
Department of Psychiatry at the University of Ottawa
in 2009, Interim Head, Department of Psychiatry,
Ottawa Hospital in July 2013; and is a national leader
on psychiatry education.
From Documentation to Discipline: Control Unscheduled Absences with Proper At...ComplyRight, Inc.
Did you know? Approximately 15% of businesses have no process for tracking employee attendance. Not keeping accurate records encourages employees to work less and take unaccounted time off — simply because you permit it.
Proper attendance tracking can prevent this. It allows you to tackle workplace absences head on — and reduce the aggravation of frequent call-ins, tardiness and other productivity-draining issues related to attendance.
Watch this free, insightful webinar to learn:
• The costs of excessive, unscheduled absenteeism on your business
• Why companies — large and small — should track attendance
• The legal do’s and don’ts of attendance tracking
• Compliance pitfalls that can occur with improper, incomplete recordkeeping
• Demo of a cost-effective solution for easier attendance tracking
This document provides an overview of the Family and Medical Leave Act (FMLA) and related employee leave issues. It discusses FMLA eligibility requirements, covered reasons for leave, notice requirements, certification processes, intermittent leave, and job restoration protections. It also includes examples of interactive "game show" style questions to engage attendees on these topics.
This document summarizes the Family and Medical Leave Act (FMLA) and other employee leave laws. It provides an overview of the purpose of FMLA to balance employee and employer needs, outlines eligibility requirements and types of qualifying leave. Key details covered include minimum hours worked to qualify, definitions of serious health conditions, documentation processes, and leave allotments and calculations for conditions like military service, adoption, and caring for family members.
Brendan Feheley, an associate with the Columbus, Ohio, law firm of Kegler, Brown, Hill & Ritter explains the governing regulations that apply to employee medical conditions, including FMLA, ADA, Workers' Compensation, OSHA and COBRA. He goes in-depth through hypothetical scenarios and offers the audience best practices and guiding principles so that they can more effectively manage employee medical conditions and protect the business.
As the new year approaches, there are several new rules and regulations regarding employee medical leaves of absence that your company needs to address. David Cassidy, Member of Norris McLaughlin & Marcus and its Labor & Employment Group, will discuss the new regulations relating to the Federal Family and Medical Leave Act and the Military Family Leave Act. He will also present the September 25, 2008 amendments to the Americans with Disabilities Act (ADA). David will highlight what employers should do in 2009 to ensure compliance with the ADA, as amended.
FMLA and Other Leave Laws: Learn What’s Changing and How to Stay CompliantComplyRight, Inc.
Of all the employment laws affecting today’s businesses, the Family and Medical Leave Act (FMLA) is one of the most complicated. When does it apply? What does it cover? How do you track the time taken? Is it always unpaid?
In the absence of federal-level FMLA amendments, states and cities/counties are stepping in with their own, more generous, employee leave laws. We’ll also explore this emerging issue that may impact your business (even if you’re not covered by the FMLA).
This document summarizes legal protections and obligations for employees with cancer. It discusses the Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), disability benefits from Social Security, private plans, and state programs, health insurance through the Affordable Care Act and COBRA, gaps in coverage, practical strategies, and resources for legal assistance. Key legal protections provide unpaid and job-protected leave under FMLA and prohibit disability discrimination under ADA, which requires reasonable accommodation. However, many employees remain uncovered or face challenges obtaining benefits.
Similar to 2023 Managing Labor + Employee Relations Seminar (20)
On Thursday, May 9, 2024, Kegler Brown presented its annual Managing Labor + Employee Seminar. The in-person and virtual seminar focused on timely information regarding labor and employee relations, and allowed attendees to earn CLE and SHRM credit hours.
On Thursday, February 23, Kegler Brown’s Construction lawyers, Don Gregory and Mike Madigan, presented an informative strategy session on ways to deal with central Ohio’s labor shortage and diversity and inclusion goals.
On April 24, Tony spoke to attendees of the Ohio SHRM State Council, HR Florida State Council and Aspect Marketing and Communications’ 2022 HR Cruise, presenting on how the post-pandemic workplace issues will affect the HR profession. Tony took attendees on a journey through workplaces of the past and future spanning a century starting with the Jetson’s future from the 1960s to the metaverse worlds in Ready Player One and Free Guy. Attendees learned about changes in local, state, and federal laws and regulations as well as court decisions, which attempt to stay ahead of such workplace changes. He also outlined ideas on how to address post-pandemic workplace issues to attract and retain a talented workforce. He finally touched on how to enable professionals to communicate the challenges facing the workplace to elected officials.
On Tuesday, March 8, 2022 Kegler Brown presented its annual Managing Labor + Employee Seminar. The virtual seminar focused on timely information regarding labor and employee relations, and allowed attendees to earn CLE and SHRM credit hours.
On Tuesday, March 9. 2021 Kegler Brown presented its annual Managing Labor + Employee Seminar. The virtual seminar focused on timely information regarding labor and employee relations, and allowed attendees to earn CLE and SHRM credit hours.
Danielle Crane kicked things off walking through the implications on the labor and employment sectors and how to prepare for anticipated changes with Joe Biden taking office and his inauguration. Our litigation attorney, Jane Gleaves covered how courts have had to adjust to the pandemic, how lawyers are taking litigation virtual and the noticed trends in litigation in light of the COVID-19 pandemic. Brendan Feheley, the chair of our Labor + Employment practice closed the seminar by providing an update on the employment law issues surrounding the global pandemic and America’s response to it.
As part of our 2020 LGBTQ SCOTUS Ruling webinar on July 7th, Brendan and Danielle hosted an in-depth discussion about the recent SCOTUS decision protecting the employment rights of LGBTQ employees under Title VII. The webinar primed employers for what we think will be coming, provided advice on the issues and questions to think about moving forward, and gave important employment considerations as we begin to receive guidance from the EEOC and federal courts.
Key Legal + Business Issues - Navigating Complexities in Doing Business in th...Kegler Brown Hill + Ritter
On Friday, May 1, Vinita Mehra and Cody Myers presented at Indo-American Chamber of Commerce’s Key Legal + Business Issues: Navigating Complexities in Doing Business in the U.S. webinar. The webinar covered a variety of topics including: drivers + trends of Indian outbound investments to the U.S., EDO incentive programming, negotiating contracts, protecting intellectual property, and impact of COVID-19 on Indo-U.S. businesses.
On December 3, Luis shared an update on Ohio’s medical marijuana law with the National Business Institute. He also discussed marijuana at a national level, detailing tax collections and the IRS sections related to doing business in marijuana. Using recent case studies, Luis illustrated how businesses can and cannot deduct or capitalize indirect expenses. Issues such as labor and licenses were also addressed. Luis also presented this topic at a December 17 event put on by the National Business Institute in Dayton, Ohio
On October 22, Luis spoke to the Mid-Ohio Regional Planning Commission about the history, status and future of legalization and the cannabis industry. Along with looking at the global medical marijuana industry and the tax revenues of adult use states, Luis also updated attendees on the structure of licensure in Ohio. Discussing the changing views and impacts on cities of marijuana, Luis broke down moratoriums, industry and zoning regulations, and new frontiers for decriminalization.
Luis spoke at a luncheon for the Paralegal Association of Central Ohio on April 23 and detailed the history, structure and impact of legalized marijuana. With a focus on Ohio’s Medical Marijuana Control Program, Luis reviewed several scientific, economic, cultural and legal aspects of legalization throughout the US. Along with taking questions from attendees, Luis also discussed what the future looks like for marijuana in Ohio.
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On February 27, Luis presented at a seminar put on by the Columbus Bar Association examining Ohio’s medical marijuana industry from a legal perspective. Including not only statutory and regulatory issues, this seminar also looked at commercial transactions and ownership/licensure transfers. It also discussed concerns typical of any industry, such as employment issues and capital raising, but that have unique challenges when it comes to medical marijuana. They also looked ahead to discuss the possible future of marijuana in Ohio, including questions of federal regulation and recreational use.
The document provides guidance on conducting workplace investigations. It emphasizes the importance of conducting investigations promptly, consistently, and competently to avoid legal issues. Key elements of a successful investigation include selecting an appropriate impartial investigator, gathering all relevant documents, and conducting effective interviews of complainants, accused parties, and witnesses. The document cautions that investigations must be taken seriously and all facts gathered before reaching conclusions or taking disciplinary action.
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सुप्रीम कोर्ट ने यह भी माना था कि मजिस्ट्रेट का यह कर्तव्य है कि वह सुनिश्चित करे कि अधिकारी पीएमएलए के तहत निर्धारित प्रक्रिया के साथ-साथ संवैधानिक सुरक्षा उपायों का भी उचित रूप से पालन करें।
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7. Workers’ Comp
Source of benefits for a work-
related injury
Not truly “leave”
Could qualify the employee for
other forms of leave
8. Light Duty
Employers can offer light duty, if
consistent with employee’s
restrictions
If employee refuses, Temporary
Total Disability (TTD) may be
reduced or denied
Employers cannot require light
duty work in lieu of FMLA leave
11. FMLA Coverage
The employee’s own serious
health condition
To care for family member with
serious health condition
Care for a newborn or newly
adopted/fostered child
12. an illness, injury, impairment or physical or
mental condition that involves inpatient
care in a hospital, hospice or residential
medical care facility; or continuing
treatment by a health care provider
“Serious Health
Condition”
13. Leave Entitlement
Up to 12 weeks unpaid leave
Your policy may require paid leave
to run concurrently
15. Requesting Leave
Employee need not formally
request FMLA leave
Employer simply needs notice
that leave could qualify for FMLA
16. Taking PTO from work
for work-related injury
or illness for more
than 3 days
Tell you they need time
off for a chronic
condition or
treatment
Tell you they are
in the hospital
19. Timing is Key!
Within 5 business days of notice
of qualifying leave
Employee provides health provider
certification within 15 days
Cure period, if applicable –
7 calendar days
Designation Notice – within 5
business days of receipt of
employee information
21. Process
Determine if employee qualifies
Determine if leave qualifies
Provide required notices
Return to work
Review returned paperwork from employee
Leave
24. What does the
ADA require?
Protects qualified individuals with
disabilities from employment
discrimination
Reasonable accommodations
25. a person who has a physical or mental
impairment that substantially limits one or
more major life activities, a person who has
a history or record of such an impairment,
or a person who is perceived by others as
having such an impairment
“Disability”
27. any change or adjustment to a job or work
environment that permits a qualified
applicant or employee with a disability to
participate in the job application process,
to perform the essential functions of a job,
or to enjoy benefits and privileges of
employment equal to those enjoyed by
employees without disabilities
“Reasonable
Accommodations”
28. Leave Under the ADA
Allowing employees to take a
leave of absence to attend to their
condition
Can be used to extend FMLA
leave where both apply
30. “The Commission takes the
position that compliance with
the FMLA does not necessarily
meet an employer's obligation
under the ADA, and the fact that
any additional leave exceeds
what is permitted under the
FMLA, by itself, is not sufficient
to show undue hardship”
31. What is “Unduly
Hard?”
An extra 5 weeks off?
Additional time off for an
indefinite/undetermined period?
Additional time off of 2 weeks, but is
requested 3 different times?
Additional intermittent time off for
treatment of a condition, but employee fails
to report these absences in accordance with
the Company’s attendance policy?
37. FMLA ADA Workers’ Comp
Benefits
Unpaid leave; employers may
require concurrent use of paid
leave under certain conditions
• Unpaid leave; employers may require concurrent
use of paid leave
• Modification of job duties, workspace, workplace
policies, etc.
Varies by state
• Partial wage replacement
• Medical care and costs
• Vocational rehab/transitional
job programs
Employers Covered
50+ employees 15+ employees Almost all employers (in states
requiring workers’ comp)
Employees Covered
1,250 hours worked in 12-month
period and 50+ EEs within 75 mi.
Qualified individual with a "disability" who can
perform essential functions
All
Employee’s
Condition Covered
“Serious health condition” (EE or
covered family member)
• "Disability"
• Definition may vary under state/local disability
laws
• Not same as workers' comp definition
Work-related injury or illness
Leave Available
12 weeks unpaid in 12-month
period
• No specified ceiling or floor, although "indefinite
leave" generally not required; may vary by EE's
specific circumstances and jurisdiction
• State/local version may differ from ADA
N/A
Job Protection?
• Reinstatement to same or
equivalent condition
• "No greater right" but for leave
Might be required, e.g. whether position filled,
ability to perform essential job functions, "direct
threat"
Varies by state, but generally no
reinstatement rights
Prohibition Against
Retaliation
Yes Yes Yes
49. 4,091
total charges filed with the Ohio
Civil Rights Commission for
workplace discrimination
35%
closed for no
probable cause
50. OCRC 2022 Annual Report
Cases Closed by Type of Closure – FY 2022
1,425
No Probable Cause
421
Charging Party Failed to Return Notarized Charge
382
Withdrawal with Benefits
349
Notice of Right to Sue Issued
152
Probable Cause
89
Negotiated Settlements
79
Successful Conciliation
71
Withdrawal without Benefits
538
Other
No Jurisdiction 49
Administrative Closure 39
Unsuccessful Conciliation 6
Charging Party Failed to Participate 1
52. OCRC 2022 Annual Report
Charges Filed by Alleged Basis – FY 2022
1,474
Retaliation
1,472
Race/Color
1,430
Disability
799
Sex
506
Religion
484
Age
200
National Origin
87
Familial Status
224
Other
Military Status 4
56. What you CAN’T do is
terminate an employee
for an illegal reason
Race
Retaliation
Disability
Sex
Pregnancy
Age
Religion
Familial Status
Military Status
57. Employees who have an
employment agreement
with a provision that they
can be terminated for cause
60. Initially the burden is on
the plaintiff to prove he:
Is a member of a
protected class Was qualified for the job
Suffered an adverse
employment decision
Was replaced by a person
outside the protected class
or treated differently
61. Burden on plaintiff to
establish prima facie case
Burden shifts to defendant
to show legitimate,
nondiscriminatory reason
Burden shifts back to
plaintiff to show reason
is pretext
62. Instances in which persons outside the
protected class were treated better for
offenses of comparable seriousness
The manner in which the employee
was treated by the employer while
employed
The employer’s reaction to “legitimate
civil rights activities”
Statistics concerning employer’s
employment policy and practice with
respect to minority employment
Evidence of
PRETEXT
65. 1
Have policies in writing
Document employee
acknowledgement of the policy
Buy-in from supervisors and
management
Achieve good policies with an
employee handbook
66. 2
Violations of policies +
performance problems –
you have the policies, now
you must apply them
Consistency
is KEY!!
>
67. 3
Decide if it’s the right
time to terminate
employment
Do you have
documentation?
>
69. Use examples, not labels
Generic labels don’t help your employee
improve and will not help your defense
Nick is usually late for work
Nick misses too much work
April 1: Nick called in sick and missed eight hours of work
April 4: Nick arrived at work at 10 a.m., two hours late from
his scheduled start time
April 6: Nick scheduled a doctor's appointment and then,
stayed home to have a new furnace installed
April 12: Nick called in sick and missed eight hours of work
70. Focus on results, not intent
Focus on what happened and stay away from
what your employee may have intended
“You didn’t try,” “You don’t care” and
“You weren’t applying yourself”
Your sales numbers were (X), and they were
supposed to be (X). Historically, your district
has performed at these levels and your
performance is below expectations.
71. Enumerate the consequences of lack of improvement
Don’t give employees an excuse to say they were surprised
Employee may be disciplined if this
conduct continues
“Employee will be subject to more severe discipline
up to and including immediate discharge.”
72. Avoid using words that sound like
“proxies” for bias or retaliation
Avoid terms that suggest you have an underlying
discriminatory motive
Lack of commitment
Employee never volunteers, must be persuaded to
accept assignments and complains incessantly about
how things were better before the bar was raised
73. Avoid using absolutes
There is no easier way to attack credibility than to test
an absolute statement. One deviation from the absolute
can make your documentation look unreliable.
Nick is always late
Nick was late to work 6/7 days he
was scheduled to work this week
74. Avoid hedging
Use specific and definitive language that shows you are
documenting known deficiencies
“You don’t seem to understand the
new computer software”
“You have made three major mistakes with
the new computer software that have…”
75. Avoid making evaluations you’re not
qualified to make
Nick is withdrawn and seems depressed
Nick did not speak up or contribute at
Monday or Tuesday’s group meetings
You aren’t doctors and can’t make medical diagnoses.
76. Avoid writing like a lawyer
Just report what happened honestly and genuinely. If you
throw this up in front of a jury and it looks like your lawyer
has written everything, you look like you’re covering
something up and juries are suspicious of that
Our legitimate, non-discriminatory reason
for firing Nick is theft of company property.
We terminated Nick because he stole
money from the cash register.
78. 5
Well-documented basis for the job elimination
or reduction in force based on legitimate
business-related reasons
Used objective criteria to select the employees
for job elimination
Conducted a disparate impact analysis to make
sure no protected class is disproportionately
affected
Name
Attendance
Record
Seniority 2018 Sales Total
Jane 10 2 9 21
Brendan 2 10 4 16
Erin 8 5 3 16
80. 6
Hold a termination meeting where you are
prepared + well-rehearsed
Have a witness
Ensure that all resources relevant to the
termination have been assembled + assessed
Document the termination
Documents to bring
Focus the message on your legitimate, non-
discriminatory business reason for
termination decision
82. 7
Signed assurance that he has or will return all
company property
Social media
Clearly communicate to the
employee any limitations to his right
to: post on employer-owned social
media accounts, use contacts
developed through employer-
owned social media accounts, use
social media to solicit clients or
employees
84. 8
Discover problems in the
workplace
Assess litigation risks
Discover risks related to
confidential or trade secret info
Manage the departing employee’s
expectations
86. 9
Implement a policy of verifying only job title,
dates of employment + compensation in
response to a request for references
Direct all requests for references to one
employer representative
Provide a written reference letter to the
employee for future use
Document who called, when, who spoke with
them, and what was said
If it’s a written request, retain it
91. Employee is chronically late + repeatedly
insubordinate
You have delayed terminating him
Hypothetical
Scenario 1
He has a heart attack and becomes disabled
92. Hypothetical
Scenario 1
POLICIES
Written policy about how many times you
can come in late before being disciplined
TIMING Impose discipline upon the first violation
LANGUAGE
Document more than “he is always late” -
find the dates that he was late and by
how much
93. From: Mr. Manager
To: Brendan
Subject: Tardiness
Brendan,
You clocked in 15 minutes later for your shift today, February 18,
2019. This is your first warning.
Sincerely,
Mr. Manager
94. From: Mr. Manager
To: Brendan
Subject: Tardiness
Brendan,
This is your second written warning for tardiness. According to
your schedule, you were supposed to clock in at 7:30. Instead,
you clocked in at 7:54. According to section 5.1 of the Employee
Handbook, tardiness two times within a quarter will result in
termination.
Sincerely,
Mr. Manager
95. Delivering the
MESSAGE
Hold a termination meeting where
the message is very clear to the
employee that the reason for his
termination is his repeated
tardiness and insubordination
96. Female salesperson claims that she was
discriminated against because she was pregnant
Really, she was terminated because she
consistently failed to meet her sales quotas
Hypothetical
Scenario 2
97. Hypothetical
Scenario 2
POLICIES
Do you have a clear policy that indicates
what her quotas were?
TIMING
Do you have documentation that you
properly communicated expected sales
quotas?
LANGUAGE
Danielle’s numbers aren’t where they
should be – this is not specific enough
98. Delivering the
MESSAGE
Hold a termination meeting
where the employee is shown his
already-documented
underperformance – stay on
message that the termination is
due to sales performance
103. Ohio Exceptions
Money, fines or penalties owed to
the government
Arrearages in court-ordered child
support, alimony or spousal support
Unpaid income taxes
Defaulted student loans
104. “Employer”
a person who is required to withhold
taxes out of payments of personal
earnings made to a judgment debtor
“Disposable
Earnings”
net earnings after all deductions
required by law, excluding child
support deductions
105. Receipt of Order + Notice of Garnishment (Section A)
The Garnishment
PROCESS
106. Employer required to start
withholding immediately
Five-day response period
Employee has time to contest
If challenged, employer should
send withheld money to the court
or agency that issued the
garnishment
107. “You are therefore ORDERED to complete the
“Answer of the Employer (Garnishee)”
enclosed as section B. Return one completed
and signed copy of the section B form to the
clerk of this court within FIVE (5) business
days after you received this order of
garnishment. Deliver one completed and
signed copy of this form and the
accompanying documents entitled “NOTICE
TO THE JUDGMENT DEBTOR” and “REQUEST
FOR HEARING” to the judgment debtor
(employee). Keep the other completed and
signed copy of this form for your files.”
The employer is
also required to
return a statutory
response form
109. Garnishment remains in
place until:
Judgment is paid in full
Notice filed with the Court that
the judgement has been satisfied
or terminated
Court appoints a trustee for the
debtor and issues a stay order
Federal bankruptcy issues a stay
order
110. Garnishment remains in
place until:
Ohio or federal law provides
another order with higher priority
Another garnishment issued
(same debtor), that does not have
a higher priority
Written request filed with the
court to terminate + release the
order of garnishment
111. Answer of the Employer – Garnishee (Section B)
The Garnishment
PROCESS
112. You are required to fill out this
form + return to Court
State the date you received
Whether or not the individual
works for you
Is the debtor a party to a debt
scheduling agreement and
counseling service?
Is the employee subject to
another garnishment order?
115. Up to 25% withheld for
commercial debts
25%
50-65% can be garnished
for child support
50-
65%
Only 15% can be
garnished for student
loan debt
15%
Up to 70% of an
employee’s wages subject
to IRS garnishment
70%
116. If the employer has any
questions regarding the
appropriate garnishment
amount, they’re advised to
contact the court or agency
that issued the garnishment
It’s extremely important that the
correct amount is withheld
117. Must return the form along with
the check to the court
Please keep copies for your
records!
You have to do this every pay
period
118. Payment to the court must be
accompanied by an Interim
Report + Answer
Must be prepared in triplicate
Submit one copy to court with
payment and one to the
judgment debtor
Interim Report
+ Answer
No report filed for any period
earnings not withheld
119. Once a continuous order ceases
to remain in effect, the garnishee
must file a Final Report + Answer
Must be prepared in triplicate
Submit one to court with
payment and one to the
judgment debtor
Final Report
+ Answer
120. Garnishment Priorities
Confusion often arises when there
is more than one garnishment
“First in time, first in right” policy
IRS levies + child support
garnishments give priority
Student loan garnishments don’t
usually take precedence
121. Garnishment Exceptions
In most cases, employer required
to honor garnishment order
Can face disciplinary action if not
Sometimes, writ of garnishment is
sent to wrong employer
If maximum amount already
withheld, employer cannot honor
the new garnishment
122. Ending a Garnishment
Some garnishment orders list an
end date
Even if not fully paid, garnishment
will cease on that date
If an employer receives a “Notice
of Termination of Wage
Garnishment order,” they should
stop withholding
125. Failure of Employer
to Comply
May be found in contempt
Judgement creditor may institute
proceedings against employer
Garnishee is exempt from civil
liability if it acts “in good faith”
129. Lookout below, LLC is a manufacturer of
drones used to deliver products. It’s based
in Columbus and its employees are all in
Columbus. It has contracts with the
Federal Government as well as private
companies.
Its salespeople have non-
competes, are those enforceable?
131. David works for a startup company. He, like the other
5 employees at the company, works long hours. For 8
hours a day he works as a salesperson working at the
company’s headquarters in Plain City. In addition, for
the last 3 hours of every day he sorts all the company’s
mail so the employees can review it the next morning.
He is paid $25.00 per hour for his sales work and
$10.00 per hour to sort the mail. To make everything
simple after his first two weeks the company decided
it would pay him $17.50 per hour for all hours over 40.
Is this legal?
132. No.
Realizing that won’t work, 6 months into
employment the company decides it will pay
David time and a half the rate he got paid for the
work he did. Since the overtime work was all
sorting the mail, the company pays him $15.00
per hour for the overtime work.
This is ok right?
A
133. John is a tenured employee who has worked for
his employer, a large technology company, for the
past 7 years. He approaches the company’s HR
and informs them that he is suffering from
gender dysphoria – a medical condition where an
“incongruence between their gender identity and
assigned sex” results in “clinically significant
distress.” John requests 6 weeks leave for therapy.
Do you have to accommodate John’s
request? Under the FMLA? Under the ADA?
134. You’re HR for a large for-profit company. The
company is approached by a charitable
organization offering to wrap the company’s
products in exchange for a donation to the
charity. The individuals who would be wrapping
the products are members of the organization
and sign a waiver indicating they are working as
volunteers.
Is this legal? If not, anything you can
do to make it legal?
135. You have a supervisor Tom, he is approached by one of
the employees he supervises, Alex. Alex indicates that
while a biological male, Alex would like to use female
pronouns.
Tom does not agree with Alex’s choice and indicates
that if Alex is a biological male, Tom will continue to
call him using male pronouns. Tom goes a step further
and repeatedly goes out of his way to refer to Alex as
a male and make remarks using male pronouns.
Having had enough of the comments and treatment
from Tom, Alex files a complaint with the EEOC
alleging gender discrimination.
Does Alex have a case?
136. You have an underperforming supervisor. His
attendance is below average, and he regularly berates
the employees he supervises. Most of the employees
he supervises despise him and their production has
suffered as a result.
You’ve tried talking to the employee and writing him
up. This has not had the effect you’re hoping for. You
decide you’re going to start docking his pay by 1/7 for
every day he misses.
Can you do this? What about if you decide
you will take away 5 of the PTO days he is
eligible for this year because his
performance is bad? Will that work?
137. Your employee, Theresa, approaches you
on Monday. She indicates that she is going
to see an optometrist regarding some
vision problems she is having. She states
there is nothing you need to do now, she
just wanted to make you aware.
Anything you should do?
138. Theresa returns indicating that her vision
is deteriorating, and she will be legally
blind in six months. She says that the
optometrist recommends a service animal
within four weeks.
She is allergic to dogs, but says she is
interested in a mini-horse as her service
animal.
Is this legal?
139. Your company has had difficulty attracting
candidates and many of your recent hires have
not worked out the way you had hoped. Your CEO
says he has recently purchased an Artificial
Intelligence (AI) program that will handle all
hiring for you.
Anything you should be worried about?
Potential bias? Legal responsibility?
Lack of human involvement/screening?
Best practices?
140. You have a general policy which says that the company
e-mail system is only to be used for business purposes.
This rule is generally ignored. However, an employee
named Joltin Joe has taken to e-mailing his co-
workers after hours. Most of these e-mails contain
some reference to MAGA employers and strongly
advocate for organizing the workplace.
You decide you have no interest in being in the middle
of a political quagmire and additionally you don’t
want a union in your workplace.
You fire Joe. Any problems? What about if
the e-mails were during work hours?
141. Your company considers itself a “progressive”
employer. You have communal office space and allow
employees to work remotely. However, you’re also
cost conscious, so you decide you’re going to track
your employees’ productivity in various ways,
including:
• Monitoring their device usage
• Recording employees during working hours
using device cameras
• Monitoring employee’s personal e-mail accounts
• Requesting employees provide a monthly log of
cell phone usage during working hours
(Employees can redact all after hours usage)
What are your risks? Anything you should
do to protect yourself?
142. You have an employee Stormy, working in your
marketing department as a videographer. She
accuses your other employee Donald of sexual
harassment. You investigate and find that you can
not determine exactly what occurred.
As a result, you decide you’re going to terminate
both of their employment. You provide them with
a severance which includes having them sign
release agreements which include non-
disparagement and confidentiality provisions.
What could possibly go wrong?
143. Ron is an employee at your company. Ron has
requested and been approved for intermittent
FMLA leave due to migraine headaches. Last
week you received complaints from two co-
workers that Ron, without asking permission
or telling anyone, left his desk and went to
sleep in the break room, in violation of your
no sleeping on the job rule.
You decide you’re firing Ron for violating the
no sleeping rule.
Problem?
144. Brendan Feheley
Kegler Brown Hill + Ritter
bfeheley@keglerbrown.com
keglerbrown.com/brendanfeheley
614-462-5482