Subject: GEA Newsletter #11 June 09, 2023

Newsletter #11 June 09, 2023

TRAINING UPDATES

Constangy Employment Law and HR Legal Updates

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Date: June 27th

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2023 Online Leadership Training Series
March – September


Workshop Schedule

This workshop series will be held virtually. All workshops will be held online from 9:00 am – 3:30 pm, with a break between 11:30 am and 1:00 pm. Materials will be provided in PDF format by email after registration.


04/26/2023 Leadership I
05/03/2023 Leadership II
06/04/2023   Leadership III
07/12/2023 Leadership IV
08/09/2023   Leadership V
08/23/2023   Leadership VI




EMPLOYMENT LAW NEWS

Constangy.com Article

Are your employees working more than one job?

BY CHRISTOPHER DEUBERT ON 5.30.23
POSTED IN HRTRADE SECRETS AND UNFAIR COMPETITION


The pandemic altered some employment norms.


The COVID-19 pandemic has altered a variety of employment norms. There is considerable debate about which changes are transient and which are more durable, particularly given various sustained macroeconomic uncertainties. One of these new practices seems to be for white-collar workers to hold more than one full-time job. With the increased prevalence and general acceptance of remote work arrangements, there are reportedly some employees who attempt to hold two fully-remote jobs simultaneously and collect two salaries in the process. Such reports should cause employers in certain industries to reevaluate various policies and practices.


It is important to note that, unlike some reported changes in employment behavior (such as "quiet quitting"), there is real evidence showing that more people are working two full-time jobs. According to data from the U.S. Bureau of Labor Statistics of the U.S. Department of Labor, in 2019 there were 307,000 people working multiple full-time jobs, defined as jobs of 35 hours or more per week. In 2022, there were 373,000 people working two full-time jobs, an increase of 22 percent. The numbers are probably underreported, as some people may be working two jobs clandestinely.


By contrast, from 2019 to 2022, there was only a 1 percent increase in the number of people working one full-time job and one part-time job (45,000 workers) and an 11 percent decrease in the number people working two part-time jobs (233,000 workers).

Research on multiple jobholding before the pandemic shows that this behavior is not limited to low-income individuals. According to research from the U.S. Census Bureau, individuals with at least one full-time job and earnings between the 6th and 56th percentiles have a multiple jobholding rate of approximately 10 percent. Meanwhile, individuals earning in the 90th percentile have a multiple jobholding rate of approximately 7 percent. (“Multiple jobs” in the Census Bureau statistics includes both full-time and part-time work.)


Additional data would be helpful, including the income levels and industries of the dual job-holders. Nevertheless, the news stories reporting on this issue tend to identify white-collar service workers as those who are willing and able to take on two full-time jobs. Information technology professionals, whose services are in high demand, are frequently cited. Fully remote working is 60 percent higher in IT than in other fields, according to The Economist.


Employers have a right to be concerned if their employees are working more than one job, but the employees doing so are not necessarily doing anything wrong. Although employees have a duty not to act contrary to the employer’s interests while employed, working two jobs does not automatically violate that duty. On the other hand, it might.

There are steps that you, as an employer, can and should take to ensure that your employees are providing the time and effort expected of them.

Preliminarily, you should review what your existing policies are with regard to employees working multiple jobs, and create or update them as needed. Here are some issues to consider:


  • Conflicts of interest. You should generally prohibit employees from working for competitors and clarify the types of employers that you consider to be “competitors.”

  • Confidentiality. If you don’t already have them, you must create and enforce robust policies protecting sensitive company information, particularly client/customer data and trade secrets.

  • Ethics. You should have a policy that prohibits fraudulent or misleading conduct. With such a policy, if an employee were to misrepresent the work situation, you would be in a strong position to terminate.

  • Artificial intelligence. Large language models such as ChatGPT and Bard have already demonstrated a remarkable capacity for answering detailed questions and creating complex text, including computer code. As a result, in certain industries, employees may be able to perform some tasks in much less time than they could before, freeing them up to take on a second job. Thus, you need to assess the degree to which your employees’ tasks can be or are being performed by artificial intelligence.

  • Leverage. The U.S. labor market remains historically tight, with an unemployment rate of 3.4 percent and many more job vacancies than job seekers. According to data from the U.S. Bureau of Labor Statistics, education and health services, and professional and business services, are the industries with the most vacancies, with 1.83 million and 1.72 million respectively. If you are an employer in one of these industries, you have to consider whether a strict policy against working multiple jobs will prevent you from having a sufficient number of qualified employees, even if they are not giving you their full attention.

  • Work environment. Obviously, many people seek out multiple jobs for the pay. If you wish to prohibit employees from working multiple jobs, you may have to pay them more to do so. You may also have to consider improving other elements of the work environment, including employees’ opportunities for meaningful input into their work and for career advancement.

  • Remote work. The problem of overlapping employment is not possible without remote work, particularly fully remote work. You may want to reconsider your policies as to how frequently employees must work on site or adopt monitoring techniques.

Ultimately, the policies chosen by an employer must be clearly communicated to employees, typically in the form of an employee handbook. Some employees may have contracts in which the employer’s requirements are clearly set forth. Either way, the consequences of any violations of these policies must also be made clear, including the possibility of termination.

Employees working more than one full-time job are unlikely to encompass a large percentage of the working population. But it is clearly happening on some level, especially in certain industries. Thus, it stands to reason to that at least some employers are being harmed by the behavior. By considering the above factors, employers can better ensure that they are their employees’ first priority.

Tags: Conflict of InterestDuty of LoyaltyHRMoonlightingTrade Secrets

   

Christopher R. Deubert

Senior Counsel

Email

Chris is an attorney with more than twelve years of experience at law firms, in-house, and in academia, with extensive expertise in sports, litigation, and labor and employment.

Chris previously worked with Hilton Hotels & Resorts ...

Full Bio | Contact Author | LinkedIn | Blog Posts


HRdive.com Article

AI at work: What HR needs to know

Artificial intelligence seems to be on everyone’s mind. What does this mean for the future of work?


Published June 8, 2023

By Caroline Colvin


AI’s intersection with work is an increasingly hot topic. But beyond intellectual property concerns, what does the integration of AI into the workplace mean for employers


At the top of 2023, U.S. Equal Employment Opportunity Commission leadership announced the agency was looking into ways to help employers “enjoy the benefits of new technology” while fulfilling its mission of protecting workers’ civil rights. The head of the agency reaffirmed to the STEM professionals, employment law attorneys, civil rights advocates and the like gathered for the January 31 hearing that the EEOC has its concerns about ways AI can replicate systems of oppression through talent cycles. And prior to that hearing, a Justice Department spokesperson said her agency, along with the EEOC, was “sounding the alarm” on AI and machine learning; mainly, they noted ways the tech’s use could violate the rights of workers covered by the Americans with Disabilities Act....Continue Reading >>>


Constangy.com News & Analysis

Sixth Circuit adopts stricter standard for FLSA collective action notices

05.31.23

By Rachael Rustmann / Nashville Office


For years, litigation under the Fair Labor Standards Act has grown exponentially. In 2018 there were 8,824 FLSA lawsuits filed, in contrast with only 3,496 in 2008. A leading factor driving this trend is the near automatic ease with which many courts have “conditionally certified” FLSA collective actions and authorized distribution of court-approved notice to potential claimants. This in turn could have the potential to morph relatively nominal value lawsuits into multi-million-dollar litigation practically overnight.


However, in January 2021, the U.S. Court of Appeals for the Fifth Circuit toughened the standard for conditional certification. More recently, the U.S. Court of Appeals for the Sixth Circuit did likewise, although it adopted a different standard from that of the Fifth Circuit.


The history of conditional certification


Nearly 36 years ago, a federal court in New Jersey established a two-step procedure for “conditionally certifying” a collective action in Lusardi v. Xerox Corp. Under that standard, a court may facilitate notice to other potential plaintiffs upon a modest factual showing that they are “similarly situated” to the original plaintiff. Then the collective action proceeds through discovery relating to the merits of the case (in other words, whether the employer actually violated the FLSA).


Once that merits-based discovery is complete, assuming the case has not settled in the meantime, the employer can file a motion asking the court to “decertify” the action by showing that the individuals who joined the lawsuit are not actually similarly situated to the plaintiff(s). In the years that followed, most district courts across the country adopted this two-step approach.


The Fifth Circuit leads the charge against Lusardi


In January 2021, after years of challenges by defendants to this two-step procedure, the Fifth Circuit became the first federal appellate court to reject Lusardi. In Swales v. KLLM Transport Services, LLC, the court held that district courts have a duty to “consider all of the available evidence” before authorizing notice to potential members of a collective action. In its opinion, the Fifth Circuit abandoned the longstanding notion that a district court should disregard merits-based evidence related to the parties’ claims and defenses when considering the issuance of notice. According to the court, “addressing these issues from the outset aids the district court in deciding whether notice is necessary.” After considering all the evidence, including merits-based evidence, district courts within the Fifth Circuit may conclude, before the issuance of notice, that the plaintiff and the putative class members are not similarly situated and that no notice will be issued, or they may determine that the employees are similarly situated, and notice will issue. Notably, the Fifth Circuit observed that the FLSA “says nothing about ‘conditional certification.’”


The Sixth Circuit sides with the Fifth, but with differences


Earlier this month, the Sixth Circuit joined the Fifth Circuit in rejecting Lusardi, but at the same time, chose not to adopt the Fifth Circuit’s alternative approach outlined in Swales. Essentially, the Sixth Circuit chose to split the difference between the rigorous standard set forth in Swales and the lenient Lusardi standard.


The plaintiffs in Clark v. A&L Homecare and Training Center, LLC, were former home-health aides who brought suit alleging violations of the FLSA. The district court conditionally certified the collective action following the Lusardi two-step approach but certified the matter for interlocutory appeal.


The Sixth Circuit adopted a “strong likelihood” standard that requires district courts to determine whether a plaintiff can show that there are other workers who should receive notice of the putative collective action. This standard requires a showing greater than necessary to create a genuine issue of fact (the summary judgment standard) but less than necessary to show a preponderance of the evidence (the trial standard for civil cases). The Sixth Circuit likened the “strong likelihood” standard to that required for a preliminary injunction because of its similarity to collective actions, stating, “Both decisions are provisional . . . yet both decisions have immediate consequences for the parties.”


The Sixth Circuit did, however, acknowledge the FLSA’s two-year statute of limitations and cautioned courts to act expeditiously in making their determinations as to whether to order that notice be sent to similarly situated individuals. It also encouraged lower courts to promptly initiate discovery relevant to the motion for conditional certification, including, if necessary, by “court order.”


Implications for employers


A&L Homecare and Swales should be welcome news to employers defending putative collective actions under the FLSA. Although both adopt stricter standards for expanding collective actions, those standards are not identical. Adoption of a more demanding standard for conditional certification helps to level the playing field between employers and employees in collective actions. As the Sixth Circuit noted in A&L Homecare, granting FLSA notice often determines whether a case will settle when “the issuance of notice can easily expand the plaintiffs’ ranks a hundredfold.”


It remains to be seen whether other courts will abandon Lusardi. However, given the split in the circuits created by these two decisions, it is possible that this issue may eventually make its way to the U.S. Supreme Court.


Georgia Employers' Association

Phone: 478-722-8282 or Email: director@georgiaemployers.org



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