Employment Basics for Small Businesses and Start Ups
1. Utah County Employment Law Seminar
Wednesday, August 28, 2019
PA R S O N S B E H L E . C O MN AT I O N A L E X P E R T I S E . R E G I O N A L L AW F I R M .
Employment Basics for
Small Businesses and Start-Ups
Sean A. Monson
801.536.6714 | smonson@parsonsbehle.com
2. 2
Common Issues – Start Up Entities/Tech Companies
Inventions/Confidentiality/Non-Solicitation/Non-Competition
Overtime/Break Time
Employee Handbooks
o At-will Acknowledgment
o Drug and Alcohol Testing Policy
o Sexual Harassment Policies
o FMLA Policies
Independent Contractor or Employee
PTO
Best practices – hiring
Best practices – firing
3. 3
Confidentiality and Inventions Agreement
The most important document for technology companies
Confidentiality agreements protect confidential information of the
employer from being distributed to third parties or used by the
employee to compete
Confidential information does not have to rise to the level of a
trade secret to be protectable but is more likely to be protectable
if it is
Inventions agreements ensure that new inventions belong to the
employer
4. 4
What is a Trade Secret?
Utah Uniform Trade Secrets Act:
“Trade Secret” means information, including a formula,
pattern, compilation, program, device, method, technique, or
process, that:
o (a) derives independent economic value, actual or potential, from
not being generally known to, and not being readily ascertainable
by proper means by, other persons who can obtain economic value
from its disclosure or use; and
o (b) is the subject of efforts that are reasonable under the
circumstances to maintain its secrecy.
5. 5
What is a Trade Secret?
Information is more likely to be protected as a trade secret if
it is:
o Not known outside of the business
o Known only by employees involved in the business
o Protected by the business
o Has value
o Difficult to independently possess or
o Is a compilation of otherwise public information
6. 6
Common Trade Secrets
Sales prospect information that has been compiled into a
unique form
Unique attributes of customers
Buying patterns
Internal pricing strategies
Strategic market or sales information
Secret formulas
Competitive information
7. 7
Red Flags & Warning Signs of Potential
Trade Secret Theft
Your key employee resigns and says they are working in a completely new industry,
and not for a competitor
Your key employee resigns and says they are working for a competitor
Your key employee resigns to start their own business and the barriers to entry are
low
Your key employee threatens to resign unless they get a significant raise
Your key customers or sales prospects suddenly stop communicating with you and
go dark
Your key employee is suddenly working odd hours or remotely
Several key employees start to meet discreetly or after hours
Several key employees quit at the same time
Key Point: Most employee theft happens BEFORE the employee quits or resigns, and is done in
anticipation of resignation
8. 8
Immediate Action Steps Upon Key
Employee Resignation
Conduct an exit interview
o Where are they going to be employed?
o Get phones and computers back, and
preserve
Interview friends and colleagues of
departing employee
Review their e-mail and other
communication
Get employee to sign in writing that
they have no trade secrets in their
possession, custody or control
Do not turn on phones or computers
(give to forensic expert)
Have IT investigate all hardware used
by employee
Review all computer log-in information
for unusual activity
Review phone call history
Review salesforce.com history
Review social media, including
LinkedIn, etc. . .
Hire a data forensic expert if anything
suspicious
Consider involving law enforcement
early if have proof because law
enforcement is slow
9. 9
Common Methods of Stealing Data
Thumb drives
External drives
Smartphones, including photographs
Cloud services such as Dropbox
Public e-mail accounts like Yahoo
Printing copies
Texts
Phone calls
10. 10
Common Methods of Stealing Data
Encrypted communications software/e-mail like
o ProtonMail
o Hushmail
o Barracuda
Uploading to other software or apps, i.e., LinkedIn
11. 11
Customer Lists
Customer lists can be protected as a trade secret if the
customers’ information is:
o Not known in the trade;
o Discoverable only by extraordinary efforts.
Hammerton, Inc. v. Heisterman (D. Utah 2008).
Contains unique information not generally known in the
industry, i.e., key contacts, purchasing patterns, historical
purchase information.
12. 12
Ways to Protect Trade Secrets
Mark as confidential or proprietary
Permit only authorized access and for only needed time period
Prohibit copying
Inform employees of the secrecy of the information and duties
regarding same
Keep the information secret and not available beyond those who
have an immediate need to know
Delete all data after cessation of employment remotely
13. 13
Non-Compete/Non-Solicitation
Key issue a court is going to look at is “protectable interest”
Is there a legitimate reason for the court to place restrictions on
an employee’s ability to make a living in his or her chosen
industry
Think of an inverse pyramid in terms of protectable interests –
confidential information on top, non-solicitation covenants in the
middle, non-compete covenants the tip at the bottom
Courts are likely to find that an employer has legitimate interest
in preventing its confidential information from being used by a
competitor
14. 14
Non-Compete/Non-Solicitation
Non-Solicitation – middle of the inverted pyramid as to
protectable interest
o Customers the employee worked with
o Customers as a whole of the employer
o Potential customers
15. 15
Non-Competition/Non-Solicitation
Non-Competition – bottom tip of the inverted pyramid as to
protectable interest
In Utah, unless the employee is a television broadcaster or
unless the covenant not to compete is negotiated as part of
the sale of a business – cannot be longer than one year
What is the line between non-solicitation and non-
competition
Social media posts, general advertising, what if the
customer reaches out first
16. 16
Non-Competition – Hiring
Ask candidate if subject to non-compete
Written verification they are not
Indemnification if verification is wrong
Be wary of hiring employees of competitors
17. 17
Overtime – Basic Rules
Overtime is a federal issue – the Fair Labor Standards Act
(FLSA)
No state rule/requirement
Basic rule – paid one and one-half wage rate for every hour
worked past 40 hours in a week
o Don’t combine weeks (i.e. 60 in one week, 20 in one week)
o Week by week basis
o Compare California which requires overtime for time over 8 hours
in one day and for the first 8 hours on the seventh consecutive day
of work – so in California, subject to both federal and state rules
18. 18
Overtime – Exemptions
Certain categories of employees are “exempt” under the FLSA – don’t
have to pay overtime
Multiple exemptions – ones most common in start up industries –
Executive, Administrative, Outside Sales, Computer
Executive, Administrative -- must be paid on a salary basis of not less
than $455 per week (3/17/2019 proposal to move this to $679 per
week)
Computer – must be paid on a salary or fee basis of $455 per week
(3/17/2019 proposal to move to $679 per week) or, if paid hourly, at
least $27.63 per hour.
Outside Sales – no salary threshold
19. 19
Overtime Exemptions – Computer Employees
The employee must be employed as a computer systems analyst,
computer programmer, software engineer or other similarly skilled
worker in the computer field performing the duties described below
o The employee’s primary duty must consist of:
1) The application of systems analysis techniques and procedures, including
consulting with users, to determine hardware, software or system functional
specifications;
2) The design, development, documentation, analysis, creation, testing or
modification of computer systems or programs, including prototypes, based
on and related to user or system design specifications;
3) The design, documentation, testing, creation or modification of computer
programs related to machine operating systems; or
4) A combination of the aforementioned duties, the performance of which
requires the same level of skills.
20. 20
Computer Exemption – Primary Duty
“Primary duty” means the principal, main, major or most
important duty that the employee performs. Determination of
an employee’s primary duty must be based on all the facts
in a particular case, with the major emphasis on the
character of the employee’s job as a whole.
21. 21
Overtime Exemptions – Executive Employees
Must meet salary thresholds
The employee’s primary duty must be managing the enterprise, or
managing a customarily recognized department or subdivision of
the enterprise;
The employee must customarily and regularly direct the work of at
least two or more other full-time employees or their equivalent; and
The employee must have the authority to hire or fire other
employees, or the employee’s suggestions and recommendations
as to the hiring, firing, advancement, promotion or any other
change of status of other employees must be given particular
weight
22. 22
Overtime Exemption – Administrative Employees
Must meet the salary threshold
The employee’s primary duty must be the performance of
office or non-manual work directly related to the
management or general business operations of the
employer or the employer’s customers; and
The employee’s primary duty includes the exercise of
discretion and independent judgment with respect to
matters of significance
23. 23
Overtime Exemptions – Outside Sales
No salary threshold requirement for exemption to apply
The employee’s primary duty must be making sales (as
defined in the FLSA), or obtaining orders or contracts for
services or for the use of facilities for which a consideration
will be paid by the client or customer; and
The employee must be customarily and regularly engaged
away from the employer’s place or places of business
24. 24
Breaks
No federal requirement to provide breaks
No state requirement to provide breaks (unless employee is
under the age of eighteen – 10 minutes for every 3 hours;
30 minutes after 5 hours from start of shift)
But . . . If you do provide a break to those over 18
o 20 minutes or under – must be paid
o 30 minutes or over – need not be paid (if employee is given
freedom to do what he or she wants during that time period)
o 20-30 minutes, gray area but most likely not compensable
25. 25
Lactation Breaks
The FLSA requires covered employers to provide
reasonable break time for employees who are nursing or
breastfeeding mothers to express breast milk.
o Employers with fewer than 50 employees are not subject to the
FLSA break time requirement if the employer can demonstrate that
compliance with the provision would impose an undue hardship
Utah Law requires that public employers provide
“reasonable breaks and private room.”
o See Utah Code 34-49-202
26. 26
Employee Handbooks
There is no federal or state law requiring private employers to
provide handbooks to their employees
Reasons to provide a handbook include:
A handbook provides an opportunity to formally welcome
new employees, introduce the organization and explain
expectations
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Key Reasons to Create a Handbook
Grouping various employment policies together in a handbook
makes it easier for an employer to ensure that each employee
receives copies of all relevant policies – the most important of
which are drug and alcohol testing and unlawful
discrimination/harassment
If subject to FMLA, must have FMLA leave policy in the
handbook
A handbook is a centralized place for employees to look for
answers to common questions such as how often employees are
paid
Confirm the at-will nature of the employee’s employment
28. 28
Creating a Handbook: Drafting Guidelines
Avoid overly rigid disciplinary rules and any other language that
could be interpreted as creating a contractual obligation requiring
just cause for termination
o TIP: Simply state discretion to discipline and terminate the
employment relationship
Include enough information so that the policies can be
understood, but avoid providing too much detail
Language relating to the employee’s conduct should generally
be mandatory “shall” or “will.” Language relating to the
employer’s conduct should generally be discretionary “may” or
“at its discretion”
29. 29
At-Will Disclaimer
At-Will Disclaimer
o The policies in the handbook are guidelines only
o Company has the right to modify or delete policies in the handbook
without notice
o The employment relationship is at-will – at-will disclaimer must be
CONSPICUOUS
o Employee can be fired for any or no reason, at any time, without
warning, without process
o Consider having employees re-sign every year to eliminate
implied-in-fact contracts that may have cropped up
30. 30
Anti-Harassment Policy
Not required by federal law – but strongly encourage
Should also have EEO statement and non-discrimination
policy in addition to anti-harassment policy
It helps to demonstrate reasonable care to prevent and
promptly correct harassing behavior
o This is a necessary element of the Faragher-Ellerth defense.
Clearly delineate two people to whom an alleged victim can
report claims
31. 31
Anti-Retaliation Policy
This is the partner policy to EEO and anti-harassment
policies
Not required by federal or state law
A stand-alone retaliation policy is best because retaliation
can occur in contexts other than discrimination or
harassment
o i.e., workers' compensation laws, laws governing health and safety
and employment leave statutes
32. 32
FMLA Leave
Family and Medical Leave (FMLA) Policy
o Eligible employees entitled to 12 twelve weeks unpaid leave for own illness,
illness of family member, birth of child etc.
o Employer can require to run currently with any PTO
o Employers covered (generally 50 or more employees) must include a general
notice explaining the FMLA's provisions in their employee handbook
• See 29 C.F.R. § 825.300
o Employers should ensure that the policy accurately provides which category of
employees are eligible for leave and the requirements that need to be met for
such eligibility
o An employer who misrepresents information about an employee's eligibility in
FMLA leave in its employee manual may be liable for FMLA interference under
an estoppel theory
33. 33
Drug and Alcohol Testing
Must have a written policy or can’t use as a basis for
discipline
Must follow state statute in testing protocol
Usually can test:
o Reasonable suspicion
o Random
Cannot test before offer of employment made
Should apply uniform pre-offer testing requirements to all
similarly situated employees
34. 34
Independent Contract v. Employee – Beware the
Sirens
Paying people as independent contractors is very tempting
o Tax savings (they pay the employer’s portion of FICA)
o No overtime
o No workers compensation
o No unemployment insurance
But doing so is very dangerous
Multiple contexts – taxes, FLSA, Workers Compensation,
Unemployment
Different tests in each context, even in same state
35. 35
Independent Contract v. Employee – Beware the
Sirens
Right to control the work is a key element in most tests
o Timing
o Methods
o Means of production/tools
Work for someone else besides you – trend of cases and statutes focus on this issue
California – Dynamex decision – ABC Test – Presumed to be an employee unless
employer can show:
o Free from control and direction of employer in performing work – both under contract and
in fact
o Worker performs tasks outside usual course of hiring entity’s business
o Worker is customarily engaged in an independent trade or business of the same nature
as the work performed for the hiring entity
Penalties for misclassification can be extreme . . . a lose the business type of
proposition
36. 36
PTO
Can implement use it or lose it rule, including at termination
But the rule must be express
Trend is for no/unlimited PTO
Take the time you need, get the job done
Ripe for abuse, have to be vigilant in imposing
accountability to “get the job done”
37. 37
Hiring – Proper and Improper Questions
Proper: Current and previously used names
Improper: Origin of applicant’s name which could suggest
lineage or national origin
Proper: Current address
Improper: Prior or current foreign address (which could
constitute an inquiry into national origin)
Improper: Inquiry into birthplace of applicant, parents,
spouse or relatives
38. 38
Hiring – Proper and Improper Questions
Improper: Inquiry into age prior to employment (unless there
is a minimum age requirement for performance of job)
Proper: Ability to perform job-related tasks; describe or
demonstrate, with or without reasonable accommodation,
ability to perform job
Improper: Inquiry about whether disabled or nature or
severity of disability
39. 39
Hiring – Proper and Improper Inquiries
Improper: Inquiries into gender, pregnancy or plans to have
children
Improper: Inquiries into applicant’s religion, spiritual leader,
religious beliefs (or lack thereof)
Improper: Inquiries into arrest records
Improper: Inquiries into height or weight (unless necessary
for job)
40. 40
Discipline and Termination
File becomes the key to any employment defense
Written discipline 100x the value of an oral reprimand
If get a complaint, follow this process:
o Get complaining party’s story – have them sign or record
• Who, what, where, when
o Talk to all witnesses
• Who, what, where, when
o Make a decision that explains why took steps you took
o Give the complained about party a chance to respond
Document misconduct – if not documented, it did not happen
CONSISTENCY, CONSISTENCY, CONSISTENCY
FLSA - Employers are required to provide a reasonable amount of break time and a space to express milk as frequently as needed by the nursing mother, for up to one year following the birth of the employee’s child. The frequency of breaks needed to express breast milk as well as the duration of each break will likely vary. The space provided by the employer cannot be a bathroom, and it must be shielded from view and free from intrusion by coworkers or the public.
All employers covered by the FLSA, regardless of the size of their business, are required to comply with this provision. However, employers with fewer than 50 employees are not subject to the FLSA break time requirement if the employer can demonstrate that compliance with the provision would impose an undue hardship. Whether compliance would be an undue hardship is determined by looking at the difficulty or expense of compliance for a specific employer in comparison to the size, financial resources, nature, or structure of the employer’s business.
Employers are not required under the FLSA to compensate nursing mothers for breaks taken for the purpose of expressing milk. However, where employers already provide compensated breaks, an employee who uses that break time to express milk must be compensated in the same way that other employees are compensated for break time. In addition, the FLSA’s general requirement that the employee must be completely relieved from duty or else the time must be compensated as work time applies. See Wage and Hour Division Fact Sheet #22, Hours Worked under the FLSA.
- For example, a handbook should not claim to list all possible reasons for termination of employment.
- A handbook should not overwhelm employees, for example, by including all office procedures, such as instructions on requisitioning office equipment. Employers often have a separate manual covering workplace procedures.
Welcome Statement
Although not legally required, many employers begin their handbook with an introduction. Frequently, this takes the form of a letter or memorandum from the Chief Executive Officer or someone in management introducing the employer and the handbook, and welcoming employees. It can also include a brief description of the employer, its mission statement and its culture. A handbook should always include contact information for an employer representative, typically someone within Human Resources, who is available to answer any questions from employees. This contact person should be well-versed in the employer's policies and procedures, and prepared to answer any complex questions about terms and conditions of employment that could arise.
Opening Disclaimer
To minimize the risk that a court will treat a handbook as an employment contract and a modification of the at-will employment relationship, all employers should include an opening disclaimer noting that nothing in the handbook creates a contract of employment. A nonunionized employee handbook typically includes the following additional disclaimers:
•The policies in the handbook are guidelines only.
•The employer has the right to modify or delete policies in the handbook without notice.
•The employment relationship is at-will. If the employer has some employees who are employed at-will and others who have an employment agreement with something other than at-will employment specified, the disclaimer can include language that the employment agreement governs to the extent there is any conflict between policies in the handbook and the employment agreement.
Background Check Policy
Employers that use background checks on applicants or employees should implement and maintain a background check policy.
See Tilley v. Kalamazoo Cnty. Road Comm'n, 2015 WL 304190 (6th Cir. Jan. 26, 2015).)