FLSA: Fair Labor Standards Act

The FLSA establishes minimum wage, overtime pay, recordkeeping, and youth employment standards affecting employees in the private sector and in Federal, State, and local governments. Download a Free Report on FLSA
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Practical Examples: FMLA to Care for Children 18 and Above


"In yesterday’s Advisor, we offered guidelines for the minefield of FMLA leave for children 18 and older. Today, concrete examples from DOL of how to manage this leave, plus an introduction to the all-things-compensation-in-one-place website, Compensation.BLR.com."

My 20-year-old daughter has been put on bed rest because of her high-risk pregnancy. I am the only one available to care for her. Can I take FMLA leave for this reason?

Maybe. In order to take FMLA leave to care for your adult daughter, she must be incapable of self-care due to a disability and you must be needed to care for her because of a serious health condition. While any incapacity due to pregnancy will be a serious health condition for FMLA purposes, pregnancy itself is not a disability. However, pregnancy-related impairments may be considered disabilities if they substantially limit a major life activity.

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The 5 Hoops—FMLA Leave over Children 18 and Older


"Employees who are eligible for FMLA leave who want to take leave to care for a child 18 years of age or older must jump through five hoops to qualify."

  • First, the child must meet the FMLA definition of a “son or daughter.”
  • Second, the child 18 years of age or old must be “incapable of self-care.”
  • Third, the incapability for self care must be because of a mental or physical disability at the time FMLA leave is to commence.
  • Fourth, the child must have a serious health condition for which he or she needs care.
  • Fifth, the employee must be “needed to care for” the adult child.

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The 14 Qualities of Great Leaders—How Many Do You Have?


"In today’s Advisor, business and leadership blogger Dan Oswald offers his thoughts on qualities of great leaders. (Oswald, CEO of BLR® offers these thoughts weekly in The Oswald Letter.)"

Marvin Bower joined McKinsey & Company in 1933 and served as the management consulting firm’s managing partner from 1950 to 1967. In 1997, he published a book titled The Will to Lead: Running a Business with a Network of Leaders, in which he shares his perspectives on leadership.

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Boomers Won’t Retire; My HIPOs Are Antsy


"The Boomers aren’t retiring and the HIPOs (high potentials) below them on the career ladder are starting to wonder when, if ever, they’ll get to move up. What’s to be done?"

Although the economy is slowly on the mend, it’s still noticeable that many employees near or past traditional retirement age have opted to stay working longer. Often, this is to bolster a nest egg that took a hit during the recession. Sometimes, it’s because they don’t feel the desire to leave the workforce just yet, and would rather be productive in a job. Some feel their job is what gives them status. Some are frightened by the prospect of retiring. No matter the reason, there are ripple effects throughout the organization.

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Shutdowns, Furloughs and Weather Delays—Wage/Hour Minefields


"Yesterday’s Advisor featured guidelines for deductions from exempt pay; today, deductions for business shutdowns and weather closings, plus an introduction to a practical guide to wage and hour compliance."

Business Shutdowns and Furloughs

It should be no surprise that many employers have sought creative work arrangements in order to weather bleak times without resorting to morale-killing layoffs. Furloughs, temporary shutdowns, and reduced-hour schedules are common workplace solutions. However, the intricacies of the FLSA make these solutions tricky.

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Contingent Workforce—Who’s a ‘Temp’?


"Yesterday’s Advisor covered legal issues around temps and contingent workers. Today, types of temps plus an introduction to the guide that helps you audit your wage and hour compliance so you can find problems before the feds do."

The temporary or contingent workforce is the fastest growing segment of the national workforce, with almost 75 percent of employers in all industries using them, according to a survey by CyberShift.

It’s important to sort out the status of your relationship with each type of contingent worker before issues arise. For insights, we turned to Compensation.BLR.com.

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Temp and Other Contingent Workers—Laws Still Apply


"Many managers mistakenly think that they can relax their compliance when dealing with temp workers, but that is not the case; most laws that apply to "regular" workers also apply to temporary, contingent, or leased workers."

Discrimination Laws

The Equal Employment Opportunity Commission (EEOC) Enforcement Guidance 915.002 concerning contingent workers clarifies that staffing firms and employers using contingent workers may not discriminate on the basis of race, color, religion, sex, national origin, age, or disability, nor can they ask the medical questions forbidden by the Americans with Disabilities Act (ADA).

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Compensation 101—The Basics


"What is a compensation administration program? A formal compensation administration program is the basic management tool for ensuring that:"

  • Employees are satisfied.
  • Both internal and external equity are maintained.
  • Control is maintained over compensation costs.

For a review of basic compensation program principles, we turned to Compensation.BLR.com®.

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More FLSA Sins: Youth, Records, Interns, and Deductions


"In yesterday’s Advisor, we covered the first five sins of wage and hour; today, five more sins (and a bonus sin), plus we announce a new webinar that will coach you find misclassification mistakes before the feds do."

[Go here for sins 1 to 5]

Sin #6. Inappropriate deductions

Just because you’re a manager, it doesn’t mean you can come in late. I‘m docking you a half-day’s pay.

Sorry to hear that you are leaving. The amount due on the loan the company made to you is coming right out of your final paycheck.

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6 Reasons to Conduct an Employee Engagement Survey


"Yesterday’s Advisor featured consultant Allan Benowitz on why you shouldn’t measure satisfaction. Today, the do’s and don’ts of engagement surveys, plus an introduction to the all-things-compensation-in-one-place website, Compensation.BLR.com."

Benowitz, who is the vice president of Growth and Development at The Employee Engagement Group, offered his expert tips on engagement surveys in a recent webcast offered by BLR.

Six Reasons to Conduct an Employee Engagement Survey

  1. Demonstrate your concern about employee issues.
  2. Find out what’s stressing your workforce (gives you an opportunity to act).
  3. Involve employees in getting the company through the recession. (How do we save? Process improvements, customer service improvements, etc.)
  4. Retain your best employees.
  5. Develop your future strategy (learn useful things to help in introducing changes, gain new ideas).
  6. Better your bottom line. (Surveying, involving, and engaging your employees are  much cheaper than replacing your best people.)

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