Floating Holidays - Why Employers May Want to Keep Them from Floating into California

By:  Jennifer L. Nutter

Floating Holidays” are typically a fixed number of personal days that employees may use at any time during the year over and above any vacation, sick or other paid time off (“PTO”) they may have.  Usually such days do not accrue under the employer’s policy and are not paid out at the time of termination.

Those of you familiar with some of the idiosyncrasies of California wage and hour law are probably aware that “use it or lose it” vacation policies are not permissible, while bona fide sick leave policies may be set up in this fashion, and the treatment of holidays (such as Christmas and Thanksgiving) is largely left up to employers.

What you may not know is that California views “Floating Holidays” as little more than a linguistic disguise, and they can spell trouble if not managed properly.  If the Floating Holidays may be taken at any time, then California will consider them to be vacation days and they will be governed by all of the same rules, including automatic accrual (subject to reasonable capping) and payout upon termination of employment.  If, on the other hand, the Floating Holidays must be taken on (or within close proximity to) specific events such as employee birthdays or anniversary dates, then California will treat them like any other holiday.

One way employers can avoid confusion and potential pitfalls is by not offering Floating Holidays to their California employees at all and instead institute a combined PTO policy. 

If Floating Holidays are offered, there are some things to keep in mind:

1.   The written policy should clearly reflect when Floating Holidays may be used and what happens when they are not.

2.   If the Floating Holidays must be used on or near specific days, treat them the same as other holidays and spell this out in your written policy.

3.   If the Floating Holidays may be taken at any time, they will be treated as vacation days under California law.  Accordingly:

a.   Be sure to track accrued and unused days because they must be paid out at the time of termination along with any other wages owed.

b.   Consider capping Floating Holidays as you would vacation time so that they do not accrue indefinitely for employees who do not take them.  Reasonable caps (usually 1.5 to 2 times the annual accrual) may be applied such that once employees reach the cap, they do not accrue any additional time until some time is used.

 If you do decide to offer your California employees Floating Holidays and to cap them, be careful that you do not inadvertently turn the cap into a frontloaded “use it or lose it” policy.  Here is an example of how this may occur:  On January 1st each year, an employer grants its employees 2 Floating Holidays to be used any time during the year, and caps accrual at 3 days (1.5 times the annual allotment).  Because the employer uses January 1st as the date that it grants Floating Holidays, it looks at employees’ accrued days on that date in order to determine how many new days, if any, each employee will receive for the year.  An employee who is at the 3-day cap on January 1st will not be granted any Floating Holidays for that coming year.  The problem with this practice is that employees may lose some or all of their annual Floating Holidays based on their accrual status on a single date (i.e., if an employee with 3 accrued Floating Holidays has not used at least 2 of those days by January 1st, he or she will lose some or all of the Floating Holidays for that coming year).  Thus an employee who happens to take his or her 2 Floating Holidays for 2013 in December of that year, will earn 2 Floating Holidays for 2014, but an employee who waits until January 2nd and 3rd of 2014 to use the 2 days from 2013 will not earn any Floating Holidays for 2014.  This is the classic “use it or lose it” scenario just shifted by one day from December 31st to January 1st.  This result can easily be avoided by treating the accrual just as you would vacation time and allowing employees to earn their 2 Floating Holidays at any time during the year that they fall below the cap, not just on January 1st.

In summary, consider combining PTO for your California employees instead of offering separate “Floating Holidays.”  This will simplify administration and avoid confusion.  If you do offer Floating Holidays, be sure to decide whether they will be treated as vacation (taken at any time) or as holidays (tied to a specific event), spell this out in your written policy, and follow the applicable set of rules.

Epstein Becker Green Releases New Version of Wage & Hour Guide App

We are pleased to announce the release of a new version of our Wage & Hour Guide app that puts federal and state wage-hour laws at retail employers’ fingertips. To download the app, click here.Wage & Hour Guide App for Employers

The new version features an updated main screen design; added support for iOS 6, iPhone 5, iPad Mini, and fourth generation iPad; improved search capabilities; enhanced attorney profiles; expanded email functionality for sharing guide content with others; and easier access to additional wage and hour information on EBG’s website, including the Wage and Hour Division Investigation Checklist and other resources. The new version continues to be offered at no cost.

The wage-hour app has proved to be an incredibly valuable tool for retail employers, answering many of their questions in seconds, while also providing them with a link to our wage-hour blog, where they can find developments in this ever important area of the law,” said Michael Kun, co-creator of the app and national Co-Chairperson of EBG’s Wage and Hour, Individual and Collective Actions practice group, in the Los Angeles office.

How Does the App Work?

Rather than searching through a variety of cumbersome resources to locate applicable wage and hour laws, users of the Wage & Hour Guide app can follow easy-to-navigate steps to find the answers to many of their questions, including citations of federal statutes, regulations, and guidelines, as well as those of California, the District of Columbia, Georgia, Illinois, Maryland, New York, Texas, and Virginia. The following state guides were added after the initial launch of the app: Connecticut, Massachusetts, and New Jersey. To provide the best experience possible, the app enables users to download the guide to their iPhone or iPad device for reference anywhere, at any time, with or without a connection.

April 2013 Take 5 Newsletter: Five Recent Actions Employers Should Consider

The April 2013 issue of Take 5 was written by David W. Garland,  Chair of Epstein Becker Green's Labor and Employment Steering Committee and a Member of the Firm in the New York and Newark offices.

In it, he summarizes five recent labor and employment actions that employers should consider:

  1. EEOC Releases Letter Addressing Wellness Programs and Reasonable Accommodation Obligations
  2. Paying Interns May Not Be Enough to Stave Off Wage and Hour Claims
  3. House Committee Votes Out Bill Prohibiting NLRB from Acting Without a Quorum
  4. New York City Human Rights Law Expanded to Prohibit "Unemployment" Discrimination
  5. New Jersey May Become the Latest State Law Banning Employers from Requesting Social Media Passwords

Click here to read the full version on ebglaw.com

Actual Duties Define Exempt Status of Managerial Retail Employees and Precludes Class Certification

By: Marisa S. Ratinoff and Amy B. Messigian

Exempt or non-exempt: That is the question.  One of the most difficult areas in wage and hour law for retailers is properly classifying their managerial employees for purposes of determining if overtime need be paid or meal and rest breaks provided.  Long has been the rule that the actual duties the employee performs will determine if he or she is misclassified.  While this is often frustrating to retailers, whose assessment of an individual's job duties may be a judgment call as to whether they meet or do not meet the specific requirements of an exemption, the fact that an individual analysis is required may prevent class certification.

The California Court of Appeal just affirmed a trial court's denial of class certification for Sears, Roebuck and Co.'s managers and assistant managers, holding too many individualized issues existed for the misclassification claims to be resolved on a class wide basis.  While the employees’ job descriptions may provide a uniform basis for class-wide resolution, the required assessment of each manager's or assistant manager's actual job duties did not. 

Accurate job descriptions are critical but equally as important, and what often gets neglected, is understanding the duties the employee actually performs.  The employee’s actual duties will determine the outcome of a single plaintiff's misclassification claim and provide a defense to class-wide misclassification claims. 

EBG Provides a Wage and Hour Division Investigation Checklist for Retail Employers

Epstein Becker Green is pleased to announce the availability of a Wage and Hour Division Investigation Checklist, which provides retail employers with valuable information about wage and hour investigations and audits conducted by the U.S. Department of Labor (DOL). Like EBG’s first-of-its kind Wage and Hour App, which provides detailed information about federal and state laws, the Checklist is a free resource offered by EBG.

The Checklist provides step-by-step guidance on the following issues: preparation before a Wage and Hour Division investigation of the DOL; preliminary investigation issues; document production; on-site inspection activities; employee interviews; and back-wage findings, and post-audit considerations.

“The multitude of wage and hour claims and lawsuits that workers have filed under the Fair Labor Standards Act and its state law counterparts have made wage and hour law the nation's fastest growing type of litigation. And federal and state agencies are investigating and pursuing wage and hour claims more aggressively than ever,” said Michael Kun, the national Co-Chairperson of the firm's Wage and Hour, Individual and Collective Actions practice group. “We hope that our Checklist will serve as an important resource for retail employers to use when confronted with an audit – and perhaps help them avoid an audit altogether.”

Click Here to Download EBG's Wage and Hour Division Investigation Checklist