Overview of the Fair Labor Standards Act, including how to differentiate between exempt and non-exempt employees, reporting requirements, overtime and minimum wage, and more.
What is FLSA?
Fair Labor Standards Act (FLSA) :
Sets standards for minimum wage and overtime pay.
Establishes record keeping standards.
Prescribes child labor standards.
FLSA does not regulate:
vacation, holiday, severance, or sick pay.
meal or rest periods, holidays off, or vacations.
premium pay for weekend or holiday work.
pay raises or fringe benefits.
discharge, termination, or final payment procedures.
Exempt and Non-exempt Employees
Exempt employees- Employees who meet one of the FLSA exemption tests and who are paid on fixed salary basis, not entitled to overtime.
Non-exempt employees- Employees who do not meet any of the FLSA exemption tests and are paid on hourly basis and are covered by wage and hour laws regarding minimum wage, overtime pay and hours worked.
Test for Exemption
To qualify for exemption, employees must meet certain tests regarding their:
Salary Level:
minimum salary level required for exemption is $455 per week
Job Duties- Categories of Exemption:
Executive Employees
Administrative Employees
Professional Employees
Outside Sales Employees
Computer Employees
Independent Contractors
FLSA does not cover independent contractors. Therefore, its important to learn to distinguish between an independent contractor and an employee.
The Supreme Court considers the following factors significant in determining an employee’s role versus that of an independent contractor:
the extent to which the worker's services are an integral part of the employer's business.
the permanency of the relationship.
the amount of the worker's investment in facilities and equipment.
the nature and degree of control by the principal.
the worker's opportunities for profit and loss.
the level of skill required in performing the job and the amount of initiative, judgment, or foresight in open market competition with others required for the success of the enterprise.
Want to learn more about FLSA, its requirements and best practices to comply with them? ComplianceOnline webinars and seminars are a great training resource. Check out the following links:
Fair Labor Standards Act: Are Your Employees Classified Correctly?
The In's and Out's of FLSA
How to Conduct FLSA Classification Self-Audit
Avoiding Costly Wage and Hour Problems
How to Pay Overtime Correctly under FLSA
Handling Supplemental Pay Under the FLSA
For more Details Visit us at:http://www.complianceonline.com/classifying-employees-under-flsa-webinar-training-703602-prdw?channel=flsappt
How to Craft a PTO Policy That Works for EveryoneNamely
Paid time off (PTO) has quickly become one of the most popular employee benefits. A study conducted by TSheets found that 87% of US employees believe employers should provide PTO. Having the ability to offer flexibility in the workplace can be a great way to attract and retain top talent. However, the most common pitfalls occur when there’s an imbalance. Depending on how a PTO policy is put in place, these policies run the risk of benefiting employers more than the employees.
The pressure to be the first one in and last to leave, combined with the complexities of time-off accruals, limited-time policies, and unused vacation days have created a gray area for this crucial benefit. But with thoughtful paid time off initiatives, all parties are able to reap the rewards.
With the appropriate structure in place, PTO policies increase trust and engagement throughout an organization. The challenge: how do you maximize your PTO policy to benefit both the employee and employer? This presentation will:
- Highlight best practices to ensure a successful PTO policy that sets your company apart.
- Discuss ways your organization can revamp an existing policy.
- Share how to measure the success of your PTO policy.
F.U.N. slides Family and Medical Leave Act (FMLA)gwhumanresources
GW Human Resources provides F.U.N. Slides (Facts Understood Now Slides) on Human Resources & HR Compliance. F.U.N. Slide on FMLA http://gwhumanresources.com/slides/
Need help with understanding and navigating your Personal Time Off (PTO)? Well..this seminar is for you. We will discuss Personal Time Off, the benefits, the history on PTO plan types, breakdown of pros and cons of implementing, and guidance on next steps to consider for implementation.
This "Brief Guide" gives information on the Employee Handbook or Staff Handbook including list of policies and procedures required by law, those recommended highly so as to enable a company to defend itself and finally, discretionary policies. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Compliance/Employee%20Handbook.asp
What is FLSA?
Fair Labor Standards Act (FLSA) :
Sets standards for minimum wage and overtime pay.
Establishes record keeping standards.
Prescribes child labor standards.
FLSA does not regulate:
vacation, holiday, severance, or sick pay.
meal or rest periods, holidays off, or vacations.
premium pay for weekend or holiday work.
pay raises or fringe benefits.
discharge, termination, or final payment procedures.
Exempt and Non-exempt Employees
Exempt employees- Employees who meet one of the FLSA exemption tests and who are paid on fixed salary basis, not entitled to overtime.
Non-exempt employees- Employees who do not meet any of the FLSA exemption tests and are paid on hourly basis and are covered by wage and hour laws regarding minimum wage, overtime pay and hours worked.
Test for Exemption
To qualify for exemption, employees must meet certain tests regarding their:
Salary Level:
minimum salary level required for exemption is $455 per week
Job Duties- Categories of Exemption:
Executive Employees
Administrative Employees
Professional Employees
Outside Sales Employees
Computer Employees
Independent Contractors
FLSA does not cover independent contractors. Therefore, its important to learn to distinguish between an independent contractor and an employee.
The Supreme Court considers the following factors significant in determining an employee’s role versus that of an independent contractor:
the extent to which the worker's services are an integral part of the employer's business.
the permanency of the relationship.
the amount of the worker's investment in facilities and equipment.
the nature and degree of control by the principal.
the worker's opportunities for profit and loss.
the level of skill required in performing the job and the amount of initiative, judgment, or foresight in open market competition with others required for the success of the enterprise.
Want to learn more about FLSA, its requirements and best practices to comply with them? ComplianceOnline webinars and seminars are a great training resource. Check out the following links:
Fair Labor Standards Act: Are Your Employees Classified Correctly?
The In's and Out's of FLSA
How to Conduct FLSA Classification Self-Audit
Avoiding Costly Wage and Hour Problems
How to Pay Overtime Correctly under FLSA
Handling Supplemental Pay Under the FLSA
For more Details Visit us at:http://www.complianceonline.com/classifying-employees-under-flsa-webinar-training-703602-prdw?channel=flsappt
How to Craft a PTO Policy That Works for EveryoneNamely
Paid time off (PTO) has quickly become one of the most popular employee benefits. A study conducted by TSheets found that 87% of US employees believe employers should provide PTO. Having the ability to offer flexibility in the workplace can be a great way to attract and retain top talent. However, the most common pitfalls occur when there’s an imbalance. Depending on how a PTO policy is put in place, these policies run the risk of benefiting employers more than the employees.
The pressure to be the first one in and last to leave, combined with the complexities of time-off accruals, limited-time policies, and unused vacation days have created a gray area for this crucial benefit. But with thoughtful paid time off initiatives, all parties are able to reap the rewards.
With the appropriate structure in place, PTO policies increase trust and engagement throughout an organization. The challenge: how do you maximize your PTO policy to benefit both the employee and employer? This presentation will:
- Highlight best practices to ensure a successful PTO policy that sets your company apart.
- Discuss ways your organization can revamp an existing policy.
- Share how to measure the success of your PTO policy.
F.U.N. slides Family and Medical Leave Act (FMLA)gwhumanresources
GW Human Resources provides F.U.N. Slides (Facts Understood Now Slides) on Human Resources & HR Compliance. F.U.N. Slide on FMLA http://gwhumanresources.com/slides/
Need help with understanding and navigating your Personal Time Off (PTO)? Well..this seminar is for you. We will discuss Personal Time Off, the benefits, the history on PTO plan types, breakdown of pros and cons of implementing, and guidance on next steps to consider for implementation.
This "Brief Guide" gives information on the Employee Handbook or Staff Handbook including list of policies and procedures required by law, those recommended highly so as to enable a company to defend itself and finally, discretionary policies. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Compliance/Employee%20Handbook.asp
Employee Rewards Programs: The Formula for Successful RewardsTom Daly
Matt Lundy is co-owner of Rewarding Events & Incentives (REI), a full service incentive agency specializing in the creation and fulfillment of programs to motivate and reward employees, customers and distribution channels. for achieving specific goals. Rewarding Events & Incentives was recently announced as one of nine SBA award winners in Louisiana for 2009 .
A graduate of St. John’s University in NY, Mr. Lundy is very active in the local business community, serving on the Boards of both the Jefferson and River Region Chambers of Commerce, and is a member of HRMA New Orleans, the Louisiana Technology Council (LTC), the St. Charles Business Association and Entrepreneur’s Organization (EO).
The presentation will cover how you build a budget, common mistakes and how to avoid them, selecting the right reward option for your program and more.
Procedural Due Process: Step by Step Procedure. Whether an employee is dismissed for just cause or authorized cause, the employer is required to observe procedural due process or the step-by-step procedure. Procedural due process is an aspect of due process.
Here you will come up with some glimpses of retention management being followed by different organisation and what were the varied techniques were implemented to retain the employees back in the organisation.
THE PRESENTATION FOCUSES ON THE IMPORTANCE, PROS, CONS AND IMPACT OF THE EMPLOYEES RETENTION AND SEPARATION. ALSO HIGHLIGHT SME STRATEGIES FOR APPROVING THE RIGHT WAY TO DO IT.
How to Avoid Emerging Wage & Hour Risks: Exempt or Non-Exempt, Contractor Lia...Carlton Fields
• What revamped DOL regulations regarding overtime pay and the white-collar exemptions could mean for how employers evaluate and classify exempt jobs;
• The most likely job classifications/duties that could spark scrutiny by the DOL and the courts—now and going forward—for overtime exemption misclassifications;
• Practical tips for how to tell if employer’s exemption classifications are in need of an overhaul under current FLSA regulations;
• The legal risks of designating employees as independent contractors and recent cases illustrating the key trouble spots that could lead to costly lawsuits and settlements; and
• How to evaluate and reduce liability related to payroll policies, including best practices for ramping up audits of overtime exemption and independent contractor classifications.
Employee Rewards Programs: The Formula for Successful RewardsTom Daly
Matt Lundy is co-owner of Rewarding Events & Incentives (REI), a full service incentive agency specializing in the creation and fulfillment of programs to motivate and reward employees, customers and distribution channels. for achieving specific goals. Rewarding Events & Incentives was recently announced as one of nine SBA award winners in Louisiana for 2009 .
A graduate of St. John’s University in NY, Mr. Lundy is very active in the local business community, serving on the Boards of both the Jefferson and River Region Chambers of Commerce, and is a member of HRMA New Orleans, the Louisiana Technology Council (LTC), the St. Charles Business Association and Entrepreneur’s Organization (EO).
The presentation will cover how you build a budget, common mistakes and how to avoid them, selecting the right reward option for your program and more.
Procedural Due Process: Step by Step Procedure. Whether an employee is dismissed for just cause or authorized cause, the employer is required to observe procedural due process or the step-by-step procedure. Procedural due process is an aspect of due process.
Here you will come up with some glimpses of retention management being followed by different organisation and what were the varied techniques were implemented to retain the employees back in the organisation.
THE PRESENTATION FOCUSES ON THE IMPORTANCE, PROS, CONS AND IMPACT OF THE EMPLOYEES RETENTION AND SEPARATION. ALSO HIGHLIGHT SME STRATEGIES FOR APPROVING THE RIGHT WAY TO DO IT.
How to Avoid Emerging Wage & Hour Risks: Exempt or Non-Exempt, Contractor Lia...Carlton Fields
• What revamped DOL regulations regarding overtime pay and the white-collar exemptions could mean for how employers evaluate and classify exempt jobs;
• The most likely job classifications/duties that could spark scrutiny by the DOL and the courts—now and going forward—for overtime exemption misclassifications;
• Practical tips for how to tell if employer’s exemption classifications are in need of an overhaul under current FLSA regulations;
• The legal risks of designating employees as independent contractors and recent cases illustrating the key trouble spots that could lead to costly lawsuits and settlements; and
• How to evaluate and reduce liability related to payroll policies, including best practices for ramping up audits of overtime exemption and independent contractor classifications.
On May 18, 2016, the U.S. Department of Labor (DOL) announced a final rule regarding overtime wage payment qualifications for the “white collar exemptions” under the Fair Labor Standards Act (FLSA).
The final rule increases the salary an employee must be paid in order to qualify for a white collar exemption. The required salary level is increased to $47,476 per year and will be automatically updated every three years. The final rule does not modify the duties test employees must meet to qualify for a white collar exemption.
GW Human Resources provides F.U.N. Slides (Facts Understood Now Slides) on Human Resources & HR Compliance. F.U.N. Slides on FLSA. http://gwhumanresources.com/slides/
Significant changes to overtime regulations may 25 2016Allyson Lewis
Join us for this free webinar!
The DOL published the final version of the much anticipated overtime exemption rule. This means that 4.2 million salaried, non-manufacturing workers nationwide will now be entitled to overtime, with a direct cost to employers of almost $1.5 billion in increased employee earnings.
During the webinar you will learn:
• How do the DOL’s new overtime exemption rules impact the current salary basis test and the salary level threshold required for exemption?
• When will the DOL’s final rules take effect?
• What can you do right now to prepare for new FLSA compliance obligations?
• Should you convert exempt workers to hourly status rather than pay increased weekly base salary?
• Should you rewrite your job descriptions? If so, how?
• Is your organization prepared for increased recordkeeping?
• What tools and resources does KPA offer for clients to comply with the new rule?
Kathryn Carlson will be presenting this educational webinar. Kathryn has over 25 years of human resources management experience and is a certified HR professional. For the past 13 years Kathryn has focused on developing HR software and programs to improve efficiency, reduce risk, and ensure compliance for companies ranging from small businesses to international.
Significant Changes to Overtime Pay Rules and How They Will Impact YouAdair Buckner
With the new Overtime Pay rules going into effect soon, it is time for employers to gear up and make the accommodations necessary to make sure they paying their employees correctly. Here are all of the ways that the new Overtime Pay rules will effect your company and what you can do to prepare for them.
Compliance with federal (as well as state) wage and hour laws returned to the forefront towards the end of the Obama administration when it appeared that the salary threshold that applied to exempt employees would be increased significantly. While the proposed change will not happen, the Trump administration has signaled that the threshold will nonetheless likely increase. Regardless of where the new threshold lands, employers must nonetheless be mindful of the risks posed by misclassifying individuals as exempt as well as by a host of practices that can imperil otherwise proper classification decisions. And while the federal government is no longer scrutinizing the use of independent contractors as closely today, employers must still be careful when relying on contractors. This webinar delves into the mistakes commonly made by employers and endeavors to provide attendees with the tools needed to help find and fix potential wage and hour pitfalls.
Part of the webinar series: Protecting Your Employee Assets: The Life Cycle Of The Employment Relationship 2022
See more at https://www.financialpoise.com/webinars/
The DOL has published its final rules on Exemption and New Overtime Rules which President Obama predicts 4 to 5 million additional workers will be eligible for overtime pay. The effective date for the new rules is December 1, 2016 and employers need to start now to assess their current position classification levels and understand the various options to ensure compliance of the new rules by the effective date. This webinar will provide insight to the current and new rules and steps an employer will need to take to meet the new rules.
In this webinar you will be able to understand purpose and definition of Fair Labor Standards Act. We will cover minimum wage and overtime requirements and exemptions. Ways to properly determine overtime eligibility as well as understanding the employer responsibilities under FLSA and learn best practices on defending against FLSA claims or lawsuits.
Given at the Construction Financial Management Association on November 15 by Lawrence Feheley, Co-Chair of Kegler Brown's Labor + Employment practice, this presentation efficiently covers important employer information for two significant issues that go into effect very soon - new federal overtime regulations and Ohio's legalized medical marijuana - providing guidance for employers on this significant changes they must adapt to, and the not-so-significant changes that may surprise them.
Wage & Hour Compliance (Series: Protecting Your Employee Assets: The Life Cyc...Financial Poise
Compliance with federal (as well as state) wage and hour laws returned to the forefront towards the end of the Obama administration when it appeared that the salary threshold that applied to exempt employees would be increased significantly. While the proposed change will not happen, the Trump administration has signaled that the threshold will nonetheless likely increase. Regardless of where the new threshold lands, employers must nonetheless be mindful of the risks posed by misclassifying individuals as exempt as well as by a host of practices that can imperil otherwise proper classification decisions. And while the federal government is no longer scrutinizing the use of independent contractors as closely today, employers must still be careful when relying on contractors. This webinar delves into the mistakes commonly made by employers and endeavors to provide attendees with the tools needed to help find and fix potential wage and hour pitfalls.
To view the accompanying webinar, go to:
Show Them the Money: Wage & Hour Compliance (Series: Protecting Your Employee...Financial Poise
Compliance with federal (as well as state) wage and hour laws returned to the forefront towards the end of the Obama administration when it appeared that the salary threshold that applied to exempt employees would be increased significantly. While the proposed change will not happen, the Trump administration has signaled that the threshold will nonetheless likely increase. Regardless of where the new threshold lands, employers must nonetheless be mindful of the risks posed by misclassifying individuals as exempt as well as by a host of practices that can imperil otherwise proper classification decisions. And while the federal government is no longer scrutinizing the use of independent contractors as closely today, employers must still be careful when relying on contractors. This webinar delves into the mistakes commonly made by employers and endeavors to provide attendees with the tools needed to help find and fix potential wage and hour pitfalls.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/employment-wage-hour-compliance-2020/
An Employer Guide: DOL's New Overtime Exemption RulesHNI Risk Services
In May 2016, the Department of Labor announced revised regulations which affect the Fair Labor Standards Act’s “white collar” overtime exemptions. The new regulations increase the salary threshold needed to qualify for overtime exemption from $455/week ($23,600 per year) to $913/week ($47,476/year).
The DOL has made its first major revision to the long-awaited ruling on overtime exemption rules since 2004. This major change will result in many employees gaining eligibility for overtime pay and force employers to make difficult decisions regarding their employees who have now become overtime eligible.
This presentation will provide an overview of the Department of Labor’s new overtime exemption rules including the new salary requirements for exempt employees, options for compliance, and re-classifying employees who are no longer exempt. Are you ready for the December 1, 2016 deadline?
From the ACA, upcoming changes to the FLSA, OSHA penalties, and other ongoing compliance issues, HR and compliance managers have a lot on their plate in 2016. Join us as we cover tips, best practices, and how to use technology to better manage these issues and more.
Learn the new strategies and approaches to effectively coaching your workforce. Performance management is stale, and annual performance reviews are no longer effective for keeping employees engaged and helping them reach their career potential. This webinar will show you the new strategies to apply to build a better workforce.
Health Care Reform and the Basics of BenefitsBeyondPay
This webinar will answer questions you have about the insurance you offer employees. It covers all things ACA and benefits administration, including COBRA, ERISSA, and HIPAA. Don't miss the latest ACA updates in 2016 to find out how they will affect you and your company.
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.
2. About the Host
Jason is certified SPHR from the Human
Resources Certification Institute and has
over 20 years of Human Resources
experience.
He brings with him a unique perspective on the
ever evolving world of Human Resources and
looks to educate companies on the latest
trends in HR.
Through the consultative approach, Jason aims
to bring solutions to all workforce management
needs to help businesses exceed their goals.
jz@beyondpay.com
800.277.9904 ext 1120
Contact Jason
3. 3
What We Will Cover Today
1
Introduc3on
to
the
Fair
Labor
Standards
Act
2
3
4
Exempt
Employees
Non-‐Exempt
Employees
Next
steps
5. 5
Introduction to the FLSA
• The
Fair
Labor
Standards
Act
(FLSA)
was
signed
in
to
law
by
President
Roosevelt
in
1938.
• It
set
standards
for
child
labor,
minimum
wage
and
over3me
pay.
• It
also
prohibits
gender-‐based
wage
discrimina3on
(added
in
1963
under
the
Equal
Pay
Act)
6. 6
What are the basic provisions of the FLSA?
Child
Labor
Minimum
Wage
and
Over3me
Pay
Equal
Pay
◦ Restricts
the
hours
that
children
under
age
16
can
work
and
forbids
the
employment
of
children
under
age
18
in
certain
jobs
deemed
too
dangerous
for
nonagricultural
opera3ons.
◦ Prohibits
the
employment
of
children
under
age
16
during
school
hours
and
in
certain
jobs
deemed
too
dangerous.
◦ Under
the
FLSA,
all
employees
are
considered
non-‐exempt
(not
exempt
from
coverage)
unless
the
employee’s
posi3on
meets
specific
exemp3on
criteria
or
unless
the
regula3ons
specifically
allow
an
exemp3on,
and
the
employer
has
opted
to
use
this
exemp3on.
◦ The
Equal
Pay
Act
under
the
FLSA
prohibits
gender-‐based
wage
discrimina3on.
7. 7
Penalties for FLSA Violations
Wage
and
Hour
Viola3ons
Inves3gators
may
recommend
changes
in
employment
prac3ces
to
bring
about
compliance.
Employers
who
willfully
or
repeatedly
violate
the
minimum
wage
or
over3me
pay
requirements
are
subject
to
a
civil
money
penalty
of
up
to
$1,100
for
each
viola3on.
8. 8
Penalties for FLSA Violations
The
Equal
Employment
Opportunity
Commission
(EEOC)
administers
and
enforces
the
Equal
Pay
Act.
Penal=es
for
viola=ons
are:
◦ Recovery
of
compensatory
damages
for
inten3onal
discrimina3on
and
puni3ve
damages
for
discrimina3on
that's
inten3onal
and
engaged
in
with
malice
or
reckless
indifference
to
the
federally
protected
rights
of
the
employee.
◦ Caps
on
the
amount
of
compensatory
and
puni3ve
damages
are
determined
by
the
size
of
the
employer.
9. 9
FLSA Violations
◦ Employees
ordinarily
bear
the
burden
of
proof
under
the
FLSA
◦ If
the
employer
has
not
adequately
maintained
records,
the
court
may
accept
the
employee’s
claim
and
give
the
employer
the
burden
of
disproving
allega3ons.
◦ Employers
automa3cally
bear
the
burden
of
proving
any
exemp3on
under
the
Act.
10. 10
FLSA: Statute of Limitations
◦ An
ac3on
for
back
wages
or
over3me
should
typically
go
back
2
years
from
the
date
the
error
was
found.
◦ A
3-‐year
statute
of
limita3ons
applies
in
cases
where
back
wages
are
due
to
employees
because
of
willful
viola3on.
11. 11
1
3
2
Common Employer FLSA Mistakes
Considering
any
employee
who
is
paid
a
salary
as
an
exempt
employee
who
is
not
eligible
for
over3me
pay
without
qualifying
the
employee
for
a
specific
job-‐related
FLSA
exemp3on.
Not
paying
for
unauthorized
over3me
–
working
unauthorized
over3me
is
a
disciplinary
issue
not
a
compensa3on
one.
Making
automa3c
pay
deduc3ons
for
meal
breaks
without
making
sure
that
an
employee
has
actually
taken
the
unpaid
break
3me.
12. 12
Defining Exempt & Non-Exempt Employees
Exempt
Employees
Employees
who
meet
one
of
the
FLSA
exemp3on
tests
and
who
are
paid
on
a
fixed
salary
basis
and
not
en3tled
to
over3me.
Non-‐Exempt
Employees
Employees
who
do
not
meet
any
one
of
the
Fair
Labor
Standards
Act
exemp3on
tests
and
are
paid
on
an
hourly
basis
and
covered
by
wage
and
hour
laws
regarding
minimum
wage,
over3me
pay,
and
hours
worked.
13. 13
Salary Basis Requirements
To
be
paid
on
a
salary
basis
means
that
the
employee
“regularly
receives
a
predetermined
amount
cons3tu3ng
all
or
part
of
the
employee’s
salary,
which
amount
is
not
subject
to
reduc3on
because
of
varia3ons
in
the
quality
or
quan3ty
of
work
performed.”
14. 14
Specific Prohibited Deductions From Salary
(Exempt Employees)
◦ Par3al
day
absences
◦ Jury
duty
and
military
leave
◦ When
no
work
is
available
16. 16
◦ Must
be
paid
at
least
$455
weekly
($23,660
annually)
on
a
salary
basis.
◦ Primary
duty
must
consist
of
managing
the
company
or
a
customarily
recognized
department
of
the
company.
◦ Customarily
and
regularly
direct
the
work
of
two
or
more
full-‐3me
employees
or
equivalents.
Executive Exemption
Examples:
Execu3ve
officer,
controller,
vice
president,
director.
17. 17
◦ Must
be
paid
at
least
$455
weekly
($23,660
annually)
on
a
salary
basis.
◦ Primary
duty
consists
of
performing
office
or
non-‐
manual
work
directly
related
to
the
management
or
general
business
opera3ons
of
the
company.
◦ Work
includes
the
exercise
of
discre3on
and
independent
judgment
with
respect
to
majers
of
significance.
Examples:
manager,
supervisor,
administrator.
Administrative Exemption
18. 18
◦ Must
be
paid
at
least
$455
weekly
($23,660
annually)
on
a
salary
basis.
◦ Primary
duty
consists
of
the
performance
of
work
that
requires
advanced
knowledge
(beyond
high
school)
and
that
is
primarily
intellectual
in
character
and
includes
the
exercise
of
discre3on
and
independent
judgment.
◦ The
advanced
knowledge
is
in
a
field
of
science
or
learning.
Examples:
accountant,
nurse,
engineer.
Professional (Learned) Exemption
◦ The
advanced
knowledge
was
acquired
by
a
prolonged
course
of
specialized
intellectual
instruc3on
(appropriate
academic
degree
or
combina3on
of
degree
and
experience).
Learned
Professional
19. 19
◦ Must
be
paid
at
least
$455
weekly
($23,660
annually)
on
a
salary
basis.
◦ Primary
duty
consists
of
the
performance
of
work
requiring
inven3on,
imagina3on,
originality
or
talent
in
a
recognized
field
of
ar3s3c
or
crea3ve
endeavor
as
opposed
to
rou3ne
mental,
manual,
or
physical
work.
Examples:
composer,
singer,
graphic
designer.
Professional (Creative) Exemption
Crea=ve
Professional
20. 20
◦ Must
be
paid
at
least
$455
weekly
($23,660
annually
OR
at
least
$27.63/hour;
does
not
have
to
be
paid
on
a
salary
basis).
Primary
duty
consists
of
◦ The
applica3on
of
system-‐
analyst
techniques
and
procedures,
including
consul3ng
with
users
to
determine
hardware,
sonware,
or
systems
specifica3ons
OR…
◦ The
design,
development,
documenta3on,
analysis,
crea3on,
tes3ng
or
modifica3on
of
computer
systems
or
programs,
OR…
◦ The
design,
documenta3on,
tes3ng,
crea3on
or
modifica3on
of
computer
programs
related
to
machine-‐opera3ng
systems,
OR…
◦ A
combina3on
of
these
du3es
which
requires
the
same
level
of
skills.
Examples:
network
analyst,
developer,
sonware
engineer.
Computer-Related Exemption
21. 21
◦ Does
NOT
have
to
be
paid
on
a
salary
basis.
◦ Primary
duty
consists
of
making
sales
or
obtaining
orders
for
contracts
for
services
or
for
the
use
of
facili3es
for
which
considera3on
is
paid
by
a
client
or
customer.
◦ Customarily
and
regularly
is
engaged
away
from
the
employer’s
place
of
business.
Examples:
traveling
salespersons,
contract
nego3ators.
Outside Sales Exemption
22. 22
◦ Must
be
paid
a
total
compensa3on
of
$100,000
or
more
annually
which
includes
at
least
$455
per
week
paid
on
a
salary
basis.
The
$100,000
annually
may
consist
of
commissions,
nondiscre3onary
bonuses
and
other
nondiscre3onary
compensa3on.
◦ Customarily
and
regularly
performs
at
least
one
of
the
exempt
du3es
or
responsibili3es
of
the
Execu3ve,
Administra3ve,
or
Professional
Exemp3on.
◦ Primary
duty
consists
of
performing
office,
non-‐
manual
work
Examples:
real
estate
broker,
stock
broker.
Highly-Compensated Exemption
Highly
compensated
employees
performing
execu3ve,
professional
or
administra3ve
du3es:
23. 23
Definition of Non-Exempt Employee
All
employees
are
considered
non-‐exempt
unless
the
employer
establishes
that
the
employee’s
posi3on
meets
specific
exemp3on
criteria.
Accordingly,
the
defini3on
of
a
non-‐exempt
employee
is
an
employee
who
does
not
meet
any
one
of
the
Fair
Labor
Standards
Act’s
exemp3on
tests
and
is
paid
on
an
hourly
basis
and
covered
by
wage
and
hour
laws
regarding
minimum
wage,
over3me
pay,
and
hours
worked.
24. 24
Time Worked Records
The
FLSA
requires
the
following
informa=on
regarding
=me
worked
by
non-‐exempt
employees:
◦ Time
and
day
of
week
when
workweek
begins
◦ Hours
worked
each
day
◦ Total
hours
worked
each
workweek
◦ Basis
on
which
wages
are
paid
(i.e.,
per
hour,
piecework)
◦ Regular
hourly
pay
rate
◦ Total
daily
or
weekly
straight-‐3me
earnings
◦ Total
over3me
earnings
◦ Addi3ons
to
or
deduc3ons
from
wages
◦ Total
wages
paid
each
pay
period
◦ Date
of
payment
and
pay
period
covered
by
payment
25. 25
Time Worked Records
◦ Employers
may
use
any
3mekeeping
method
they
choose—3me
clocks,
manual
3mesheets,
electronic
3mesheets,
etc.
◦ Under
the
FLSA,
payroll
records
must
be
retained
for
at
least
three
years.
◦ Records
on
which
wages
are
based
(3me
cards,
3mesheets,
computer
records)
must
be
retained
for
at
least
two
years.
◦ Employers
may
record
employees’
star3ng
and
stopping
3mes
to
the
nearest
5
minutes
or
nearest
1/10th
or
quarter
of
an
hour,
provided
that
amounts
rounded
off
average
out
over
3me
and
do
not
fail
to
properly
compensate
the
employee.
26. 26
Overtime Pay Requirements
◦ For
covered,
non-‐exempt
employees,
the
Fair
Labor
Standards
Act
(FLSA)
requires
over3me
pay
at
a
rate
of
not
less
than
one
and
one-‐half
3mes
an
employee's
regular
rate
of
pay
aner
40
hours
of
work
in
a
workweek.
◦ Over3me
pay
is
calculated
on
actual
3me
worked.
◦ The
FLSA
does
not
require
over3me
pay
for
work
on
Saturdays,
Sundays,
or
holidays.
◦ The
FLSA
does
not
require
over3me
pay
for
work
on
nights
or
weekends,
simply
for
working
at
those
3mes.
27. 27
Overtime Pay Requirements
◦ Some
excep3ons
to
the
40
hours
per
week
standard
apply
under
special
circumstances:
◦ Compensatory
3me
off
◦ In
many
companies,
over3me
must
be
authorized
in
advance
by
an
employee’s
supervisor.
28. 28
Compensable Time: Travel Time
Whether
travel
3me
is
compensable
3me
depends
on
the
kind
of
travel
involved:
◦ Home-‐to-‐work
travel
is
not
work
3me
and
not
compensable.
◦ Time
spent
in
travel
as
part
of
the
employee’s
principal
ac3vity,
such
as
travel
from
one
job
site
to
another
during
the
workday,
is
work
3me
and
must
be
paid.
◦ When
the
non-‐exempt
employee
travels
on
a
one-‐day
assignment
to
another
city,
the
3me
spent
traveling
is
work
3me
and
must
be
paid.
◦ Time
spent
traveling
to
an
airport
terminal
or
train
sta3on
is
not
treated
as
hours
worked.
By
contrast,
all
the
3me
spent
wai3ng
at
the
terminal
un3l
arrival
at
the
des3na3on
is
compensable.
(other
than
3me
spent
on
principal
work
ac3vi3es)
29. 29
Compensable Time: Meetings & Trainings
Time
spent
ajending
lectures,
mee3ngs,
and
training
programs
is
counted
as
hours
worked
unless
ALL
of
the
following
condi3ons
are
met:
◦ The
mee3ngs
are
held
outside
regular
working
hours.
◦ Ajendance
is
voluntary.
◦ The
course,
lecture,
or
mee3ng
is
not
directly
related
to
the
employee's
job.
◦ The
employee
does
no
produc3ve
work
during
the
mee3ng
or
training.
Trade
school
or
college
courses
30. 30
Compensable Time: Rest & Meal Periods
The
FLSA
does
not
require
rest
or
meal
periods.
However,
when
employers
offer
these
short
breaks
(usually
las3ng
about
5
to
20
minutes),
they
are
paid
3me.
Bona
fide
meal
periods
(typically
las3ng
at
least
30
minutes)
serve
a
different
purpose
than
rest
breaks
and
are
not
work
3me
and
are
not
compensable.
31. 31
Compensable Time: On-Call Duty
◦ Whether
on-‐call
or
wai3ng
3me
is
to
be
treated
as
working
3me
depends
on
whether
“the
3me
is
spent
predominantly
for
the
employer's
benefit
or
for
the
employee's.”
◦ An
employee
who
is
required
to
remain
on
call
on
the
employer's
premises
is
working
while
"on
call"
and
the
3me
is
compensable.
◦ An
employee
who
is
required
to
remain
on
call
at
home,
or
who
is
allowed
to
leave
a
message
where
he/she
can
be
reached,
is
not
working
(in
most
cases)
while
on
call
and
the
3me
is
not
compensable.
32. 32
Managing Overtime
Scheduling
and
Working
Over=me
Before
over3me
is
worked,
an
employee
must
have
approval
from
his
or
her
manager.
Over3me
is
considered
a
condi3on
of
employment,
and
refusal
to
accept
it
when
reasonable
no3ce
has
been
given
is
cause
for
discipline,
up
to
and
including
termina3on.
At
the
managers'
discre3on,
an
employee’s
work
schedule
may
be
adjusted
during
a
workweek
to
avoid
over3me.
Time
Worked
Approved
paid
absences,
including
sick
leave,
vaca3on
leave,
holiday
leave,
Family
and
Medical
Leave
Act
(FMLA)
leave,
military
leave,
jury
and
witness
duty,
funeral/bereavement
leave,
and
vo3ng
3me
off
are
paid
at
an
employee’s
regular
rate
of
pay,
but
are
not
counted
as
3me
worked
for
the
purposes
of
compu3ng
over3me.