1. Emily L. Ruhsam

2. (1) Applications for Employment (2) I-9 Forms (3) Handbooks (4) Background Check Processes/Procedures (5) Job Descriptions (6) Wage & Hour – “Hours Worked” (7) Exempt v. Nonexempt (8) Independent Contractors (9) Interviewing & Performance Evaluations (10) Disciplinary & Termination Issues

3. A PPLICATIONS F OR E MPLOYMENT

4. Are there inconsistencies with: The offer letter; Statement of hire; Handbook? Is employment conditioned upon: Truthful & complete application information; Willingness to accept any job assignment; and At-will employment status?

5. I-9 F ORMS

6. Most recent version of the I-9 “expired” 8/31/12 Section 1 – Employee Information Sign & date Address (not a P.O. Box) Section 2 – Employee Documents Provide the list (don’t require certain documents) No expired documents Section 3 – Re-verification Audits Keep I-9 forms separate from personnel files Amendment procedures

7. Retain I-9 forms for the longer of: 3 years from the date the work commences, or 1 year from the date employment terminates E-Verify In addition to the I-9 Voluntary except for: Federal contractors (contracts above $100k) State of MN contractors (contracts above $50k)

8. H ANDBOOKS

9. When auditing the handbook, consider: Employer size States in which employer is operating Unionized locations Handbook acknowledgement: Signed at the time of hire and each time the handbook is updated

10. Equal Employment Opportunity Policy At-Will Employment Policy Antiharassment Policy Leave of Absence Policies Social Media Policy

11. ● Identify expectations for use of social networking sites. ● Provide notice that employees must abide by the employer’s Code of Conduct. ● Prohibit employees from using vulgar, threatening, intimidating, and/or harassing language. ● Include a restriction on sharing company confidential/proprietary information. ● Do not attempt to regulate employees’ legal, after- hours conduct. ● Include a disclaimer. © 2012

12. B ACKGROUND C HECK P ROCESSES /P ROCEDURES

13. On April 25, 2012, the EEOC issued guidance on employers’ use of background checks. The EEOC will presume a background check violates Title VII if it disproportionally affects a protected class. © 2012

14. Employers can conduct “targeted” background checks by reviewing the following: The nature of the crime; The time elapsed and likelihood of recidivism; and The nature of the job. © 2012

15. J OB D ESCRIPTIONS

16. Each job description should contain : Position title Date prepared/last reviewed Department/supervisor FLSA status Hours and days of the week Position overview Essential job duties Include attendance Other duties as assigned Skills required Education and experience Signatures (include safe harbor for salaried employees)

17. W AGE & H OUR – “H OURS W ORKED ”

18. Since 2000, FLSA claims filed by plaintiff attorneys have increased by more than 77%. Since 2010, the DOL has added 250 new field investigators (this is a staff increase of more than one- third). In 2010, the DOL launched its “We Can Help” campaign using public service messages to get the word out. The campaign is “an effort to educate workers across the United States of their rights under the law.” In 2010, the DOL also launched an “app” (available in English & Spanish) for smartphones. This includes a timesheet to help employees independently track regular work hours, break times and any overtime hours to determine the wages they are owed. © 2012

19. Training Time Travel Time Post/Preliminary Work Lunch Breaks Remote Access

20. E XEMPT V. N ONEXEMPT

21. Nonexempt employees must be paid for all hours worked in a workweek. For hours worked over 40 in the workweek, nonexempt employees must be paid overtime. Generally, 1.5 times the regular rate. To be exempt from paying overtime under the FLSA, generally a position must satisfy the following requirements: Pay more than $455.00/week ($23,660/year); Paid on a salary basis; and Performs exempt job duties. © 2012

22. ● Executive ● Administrative ● Professional ● Highly Compensated Employees ● Computer Employee ● Outside Sales © 2012

23. Create an updated organizational chart; Identify all employees paid as nonexempt and eliminate from audit; Identify all employees paid as exempt who clearly meet an exemption and eliminate from audit; Review, create and/or update job descriptions for remaining positions; Conduct a fact-specific analysis to determine if the remaining “exempt” employees meet an exemption criteria (should only be a handful of employees). © 2012

24. I NDEPENDENT C ONTRACTORS

25. The DOL has budgeted $15 million in FY 2012 for handling misclassifications of employees as Independent Contractors. In September 2011, the DOL and IRS entered into a Memorandum of Understanding to enable information sharing between the two agencies. The following industries have been “targeted” by the DOL for misclassification issues: Janitorial (FY 2013) Construction (FY 2014) Hotel/Motel (FY 2015)

26. Inherent problems with Independent Contractors: Employer bears the burden of proving the individual should be classified as an Independent Contractor instead of an employee. Who is an Independent Contractor may vary from law to law. Agencies/laws governing Independent Contractors include: IRS DOL NLRA State laws Unemployment Compensation MN-DOLI

27. IRS Voluntary Classification Settlement Program (VCSP) for misclassifications. Must apply for 60 days prior to reclassification Eligibility criteria Tax relief

28. No sharing of information from the IRS to DOL/state agencies. No admission of liability or wrongdoing. If application for program is rejected, employer will not be automatically audited. © 2012

29. I NTERVIEWING & P ERFORMANCE E VALUATIONS

31. Questions should be based on factors related to job qualifications such as: Job-related skills and licensure Work experience Education Academic and personal achievement Attitude toward work and coworkers Job-related personal habits (i.e., timeliness, courtesy, etc.) Race, color, creed, religion, national origin, ancestry, sex, union membership or support, sexual orientation, marital status, receipt of welfare, disability or age cannot play a role in any employment decision.

32. Common characteristics that weaken performance evaluations: Untimely Inconsistent with discipline/performance Overbroad Excessively subjective Dangerously stereotypical Not reviewed with employee Inadequate developmental plan (if appropriate) Failure to have the employee acknowledge poor performance

33. D ISCIPLINARY & T ERMINATION I SSUES

35. Train managers on proper disciplinary techniques including:  Does the employee know the rule?  Is the rule reasonable?  Did you interview other employees and/or third parties (if necessary)?  Are your notes accurate?  Did you confront the employee (and, if so, did you document the conversation)?  Have you disciplined (or not disciplined) others in the same way for the same behavior?  Did you discuss the discipline with HR prior to issuing the warning?  Did you send the paperwork to HR?

36. Train managers on proper termination procedures including:  Were both the manager and HR in the termination meeting?  Did the manager retrieve company property (keys, swipe card, laptops, passwords)?  Have the terminated employee’s remote access, email and voicemail been cut off?  If the terminated employee had any company credit cards, have those been retrieved or canceled?  Have the appropriate people been properly notified of the termination (employees, customers, clients, etc.)?  Did someone review the terminated employee’s benefits (COBRA notice)?  Did the employee demand his/her last paycheck?

37. (1) Applications for Employment (2) I-9 Forms (3) Handbooks (4) Background Check Processes/Procedures (5) Job Descriptions (6) Wage & Hour – “Hours Worked” (7) Exempt v. Nonexempt (8) Independent Contractors (9) Interviewing & Performance Evaluations (10) Disciplinary & Termination Issues

39. Emily L. Ruhsam | (952) 921-4617 eruhsam@seatonlaw.com