Co-employment: Risks and Rewards
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Transcript of Co-employment: Risks and Rewards
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These slides are from the 9/10/08 Webcast:
Co-employment: Risks and Rewards
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This webcast was sponsored by Aquent
Aquent is the only global staffing company dedicated to marketing and creative services organizations Our customers are industry leaders
90 of the Fortune 1002/3 of the Fortune 500
Other ServicesConsultingTrainingOutsourcingTranslationIT Solutions
Offices to help you across the globeNearly 70 offices in 17 countries40 offices in major metros across North America
Contact usaquent.com877 227 8368
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Co-employment:How to Minimize Your Liability
Edward A. LenzSenior Vice President and General Counsel
American Staffing Association
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The information in this presentation should not be relied on as legal advice. Experienced legal counsel should be consulted on specific matters relating to the issues covered.
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Co-EmploymentCo-Employment
Economic advantages of flexible staffing outweigh co-employment risks—which can be minimized with proper management
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Co-Employment DefinedCo-Employment Defined
A commercial relationship between two or more employers in which each has legal rights and duties as an employer with respect to the same employees
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Allocation of ResponsibilityAllocation of ResponsibilityStaffing Firm’s Duties:
Pay wages and employment taxesDetermines wage rates and benefitsProvides workers’ compensationRight to hire, fire and reassignHandles employee complaints
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Co-EmploymentCo-Employment
Client’s Duties:
Determines length of assignmentDirects employees’ day-to-day work activities
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Co-Employment IssuesCo-Employment Issues
• EEO (Title VII, ADA, Workplace Harassment)
• Wage and Hour• Workplace Safety• Workers’ Compensation• Employee Benefits• Collective Bargaining
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Other IssuesOther Issues
Employment Taxes Family and Medical LeaveI-9 VerificationAffirmative Action (EEO-1 report)
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Equal EmploymentOpportunity
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EEO - Protected ClassificationsEEO - Protected Classifications
Race; Color; Religion; Sex; National Origin; Age; Disability (plus others depending on state)
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Title VII - Who’s Covered?Title VII - Who’s Covered?
Employers with 15 or more employees in each of 20 or more calendar weeks in current or preceding yearStaffing firms and clients generally must count regular staff plus assigned employees...but some courts have ruled otherwise
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Title VII - Who’s An Employer?Title VII - Who’s An Employer?
Anyone who exercises right of control over the workerAny firm that can affect a worker’s job opportunities can be liable even if not an employer
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EEO - Joint Duty Not To Discriminate EEO - Joint Duty Not To Discriminate
Staffing firms and clients should assume that both have a duty not to discriminate against staffing firm employees
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EEO - Handling Discriminatory Orders EEO - Handling Discriminatory Orders
Staffing firms have a legal duty to refuse to assign employees to clients that discriminate
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EEO - Workplace HarassmentEEO - Workplace Harassment
Employers may avoid liability if they:• Have anti-harassment policy and
procedures• Notify employees of procedures• Take prompt remedial action
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Harassment ComplaintsHarassment ComplaintsStaffing firms should:• Conduct investigation• Assure confidentiality• Not retaliate • Involve client when appropriate• Give employee option of reassignment• Not send replacement unless problem is
resolved
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Americans With Disabilities ActAmericans With Disabilities Act
Staffing firms and clients are co- employers under the ADA and neither may ask medical questions before a job has been offered
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ADA - Medical QuestionsADA - Medical Questions
Staffing firms can assign another employee if timely accommodation can’t be madeCan ask about accommodation if disability is obvious or if applicant voluntarily discloses
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ADA - Reasonable AccommodationADA - Reasonable Accommodation
Staffing firms and clients should share accommodation costsFailure by one to contribute may cause “undue hardship” to the other
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Wage and Hour
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Wage and Hour—Record KeepingWage and Hour—Record Keeping
Staffing firms have primary responsibility for keeping wage and hour records
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Wage and HourWage and Hour
US Department of Labor says clients generally are “joint employers” for overtime
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WORKPLACE SAFETY
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Workplace Safety— Utilizing Employer Rule Workplace Safety— Utilizing Employer Rule
Client is primarily responsible for workplace safety and training
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OSHA Record keepingOSHA Record keeping
Worksite employer must keep records of illnesses and injuries of temporary employees it supervises
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Workplace Safety— Record keeping Workplace Safety— Record keeping
Staffing firms may keep records for clients, but the records must be kept in the client’s name
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Workers’ Compensation
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Workers’ Compensation— General and Special Employers Workers’ Compensation— General and Special Employers
Staffing Firms are “General Employers”
Clients are “Special Employers”
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Client is “Special Employer” if:Client is “Special Employer” if:
Client supervises the work
Employee consents to relationship
Work done is that of the client
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Immunity PrincipleImmunity Principle
In most states, staffing firms and clients are immune from tort liability if the assigned employee sues them for a work place injury
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Clients May Not Be Immune If They: Clients May Not Be Immune If They:
Intentionally injure the workerDisclaim employer statusUse outsourcing services
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Employee Benefits
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Employee BenefitsEmployee Benefits
No law mandates benefits—except health insurance in Hawaii, Massachusetts, Vermont, and San FranciscoBut federal law requires that benefits be provided on a non-discriminatory basis to be tax qualified
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Employee Benefits— Coverage tests Employee Benefits— Coverage tests
Employers must cover at least 70% of all lower-paid employees, OR
Cover a nondiscriminatory class of employees in which lower-paid employees get an average benefit at least 70% of the average benefit received by the higher-paid
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Employee Benefits— Leased Employee Rules Employee Benefits— Leased Employee Rules
Clients must count “leased employees“ when applying coverage tests to their benefit plans, except group health plans
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Definition of “Leased Employee”*Definition of “Leased Employee”*
Works under primary control of client, andWorks for client “substantially full-time” (generally 1500 hours) in a year
* Internal Revenue Code Sec. 414(n)
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Leased Employees— Effect On Benefit Plans Leased Employees— Effect On Benefit Plans
Leased employee rules only require clients to count leased employees ─
not provide benefits to them
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Leased Employees— Effect On Benefit Plans Leased Employees— Effect On Benefit Plans
Plans that continue to meet the coverage tests remain tax-qualifiedPlans that fail the coverage tests will lose some or all of their tax benefitsCould affect plan deferral ratios
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What if Staffing Firm Provides Benefits? What if Staffing Firm Provides Benefits?
Clients must count leased employees even if staffing firm provides benefits
Client can take “credit” for staffing firm benefits when testing its own plans
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Leased Employee Rules Have Had Little Impact Leased Employee Rules Have Had Little Impact
• Don’t require client to provide benefits• Don’t apply when leased employees are small
% (less than 5%) of client work force
• Don’t affect clients that cover large % of their employees
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Vizcaino v. Microsoft Vizcaino v. Microsoft
Two issues presented:
Were the Microsoft workers independent contractors or employees?
If employees, whose were they?
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Microsoft CaseMicrosoft Case
Involved 10,000 “independent contractors” and staffing firm employees assigned to Microsoft since 1987
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Microsoft CaseMicrosoft Case
Court held Microsoft must provide benefits to any worker who: was a common law employee, and was not excluded from Microsoft 401(k) plan
Microsoft settled in 2000 for $97 million
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Avoiding Benefits Liability— Clients should: Avoiding Benefits Liability— Clients should:
Minimize contacts with staffing firm employees to avoid common law employer statusExclude temporary, “leased,” or contract employees from their benefit plansConsider employee waivers
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Minimizing Client Contacts— Staffing Firm Should Control: Minimizing Client Contacts— Staffing Firm Should Control:
Recruiting, screening, testing, and training (except worksite-specific safety training and orientation)Pay rates, benefits, and expense reimbursement Assignment and reassignmentWorkplace complaints and discipline
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Benefit Plan ExclusionsBenefit Plan Exclusions
Clients should review their benefit plans with counsel to ensure that temporary, leased, and contract employees are clearly excluded
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Employee WaiversEmployee Waivers
Courts have upheld temporary employee agreements to waive client benefits
Agreements should be tailored to particular client plans
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Are Time limits the Answer?Are Time limits the Answer?
Length of assignment, alone, does not create benefits liabilityLimiting assignments does not reduce exposure in non-benefits areas, e.g., EEO compliance, workplace safety, wage and hour.“Churning” is not cost-effective and harms employees who need work
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Union Issues
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Union IssuesUnion Issues
Temporary employees, like other workers, have the right to join a union
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Union IssuesUnion Issues
Job applicants should not be asked:
• If they belong to a union• If they plan to engage in union activity• Would vote for a union
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Union IssuesUnion Issues
Employees should not be refused assignments based on union membership, activities, or sympathies
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Temporary employees can’t be included in client bargaining units without staffing firm and client consent
Oakwood Care Center, 343 NLRB No. 67 (Nov. 19, 2004)
Collective BargainingCollective Bargaining
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This webcast was sponsored by Aquent
Aquent is the only global staffing company dedicated to marketing and creative services organizations Our customers are industry leaders
90 of the Fortune 1002/3 of the Fortune 500
Other ServicesConsultingTrainingOutsourcingTranslationIT Solutions
Offices to help you across the globeNearly 70 offices in 17 countries40 offices in major metros across North America
Contact usaquent.com877 227 8368