Oklahoma Court Holds Abercrombie Must Permit Employee To Wear Hijab

 

By Heather Panick

            A federal judge in Oklahoma held retailer Abercrombie & Fitch violated the law by refusing to hire a Muslim applicant solely because she wanted to wear a hijab while working. 

            The U.S. Equal Employment Opportunity Commission (“EEOC”) sued Abercrombie for failing to accommodate the applicant’s religious beliefs.  Abercrombie’s defense was her hijab would be in conflict with the company’s “Look Policy” and the company would sustain undue hardship if it deviated from that policy, even for a single element.  Abercrombie offered expert testimony that this deviation could result in negative customer experiences, damage to the Abercrombie brand, and a decline in sales.

 The EEOC, however, provided instances where Abercrombie had deviated from the Look Policy in order to accommodate religious beliefs, for example allowing men to wear yarmulkes.  The EEOC argued that Abercrombie had not shown that damage would be done to the Abercrombie brand and that the company could have accommodated the teenager without undue hardship.  The Court granted summary judgment to the EEOC, holding Abercrombie could not show that it would sustain undue hardship if it made the accommodation for the applicant.

            This case reaffirms the high hurdle an employer must clear to satisfy the “undue hardship” defense, whether to a requested accommodation of a religious belief or of a disability.

Court holds conclusory allegations of retailer's wage and hour violations do not belong in federal court

 

A federal court in Pennsylvania has held conclusory allegations that a retailer required a putative class of non-exempt store managers to work off the clock and failed to pay them overtime, in violation of the Fair Labor Standards Act (“FLSA”), are insufficient to state a claim under the relatively new pleading standard the Supreme Court set forth in Ashcroft v. Iqbal, 556 U.S. ___, 129 S.Ct. 1937 (2009).  Mell v. GNC Corporation, 2010 U.S. Dist. LEXIS 118938 (2010). Because the plaintiffs had already amended their complaint once, the court dismissed their first amended complaint without leave to amend.

Plaintiffs alleged the putative class of Store Managers each worked more than 40 hours a week and were “eligible to be paid overtime under GNC’s uniform compensation system for calculating overtime due salaried employees.” However, GNC allegedly “failed to credit and pay overtime hours properly for all of the overtime hours worked by Plaintiffs and other workers in the asserted class, due in part to a policy or practice by [GNC] of requiring or suffering Plaintiffs and such workers to work through lunch while off the clock, to work scheduled overtime hours while off the clock, and to work additional hours or shifts while off the clock, all as part of a pervasive system to control overtime expense.” Plaintiffs alleged they “cannot precisely allege with specificity” the number of uncompensated hours or the extent of the inaccuracies in Defendants’ records without discovery.” Finally, they alleged, “[b]ecause the pay system at issue calculates overtime at a different rate for each workweek with varying hours and varying regular pay (including incentives that are part of regular pay), Plaintiffs cannot precisely allege with specificity the overtime pay rates applicable to each workweek at issue without further discovery of the regular pay made to Plaintiffs each week, including varying incentive payments included in regular wages from time to time, and the extent of uncompensated hours.”

Relying on similar cases such as Deleon v. Time Warner Cable LLC, 2009 U.S. Dist. LEXIS 74345 (C.D. Cal. 2009), the court held the plaintiffs’ factual allegations were insufficient to state a claim. The court reasoned it “cannot even infer from the Amended Complaint that there was a ‘mere possibility of misconduct’ unless [it] accept[s] as a ‘fact’ that Defendants had a policy or practice of requiring their employees to work ‘off the clock.’”  Plaintiffs, however, “failed to provide any factual allegations to support this claim.  For example, they provide no information about who advised them of this policy, when they were told they were required to work ‘off the clock’ or what the work consisted of, how the policy was imposed, approximately how many hours each week they worked without being paid, and whether either Plaintiff or any other GNC employee complained to a supervisor about the practice and, if so, what GNC’s response was. Plaintiffs provide no facts about the timekeeping practices of GNC, for instance, was there literally a time clock that employees used to record their time or was it simply understood that regular working hours would be from, say, 10 a.m. to 6 p.m.?”

Further, the court noted that “although Plaintiffs allege that they are unable to state ‘with specificity’ the number of uncompensated hours they worked, they do not offer an approximation of such hours or a vague description of the ‘uniform compensation system for calculating overtime’ for salaried employees.  For example, neither Plaintiff alleges that he or she kept a personal diary of the hours actually worked that could be used to refute the hours recorded by Defendants.  There is no explanation of what is meant by the pay system allegedly used by Defendants that ‘calculates overtime at a different rate for each workweek with varying hours and varying regular pay (including incentives that are part of regular pay).’”  While the Court agreed that discovery might be necessary in order for former employees to get copies of the alleged uniform compensation system policy, “surely they would be able to estimate the time periods in which they worked without proper overtime compensation.”

Next, although plaintiffs alleged that defendants adopted “a pervasive system to control overtime expense” by “requiring or suffering” its employees to work off the clock, they “fail[ed] to provide any details about this ‘system.’” Finally, plaintiffs’ allegations that defendants’ actions were “knowing” and “willful,” to try to take advantage of the FLSA’s three-year statute of limitations for willful violations, were similarly inadequate.  The court held that to satisfy Iqbal, “it is insufficient to merely assert that the employer’s conduct was willful; the Court must look at the underlying factual allegations in the complaint to see if they could support more than an ordinary FLSA violation.”  Here, however, “there are no factual allegations which would support a claim that the violations were willful, for example, reports of complaints to supervisors about having to work off the clock which were rebuffed or ignored.”

 

Finally, because plaintiffs filed an amended complaint after the defendants had pointed out similar shortcomings in their original complaint, the court concluded plaintiffs were unable to cure the deficiencies, and dismissed their claims with prejudice.

 

The Mell decision and the cases it cited are a very useful tool for retailers fighting frivolous actions alleging wage and hour violations. Rather than being required to engage in costly discovery and then either settling to avoid defense costs or filing an expensive motion for summary judgment, retailers can use decisions such as Mell to dispose of these cases at the much earlier pleading stage.

DOL to Revisit Rules for Delivering Summary Plan Descriptions and Other ERISA Documents

The Department of Labor (DOL) announced it is reviewing the use of electronic media by employee benefit plans subject to ERISA to furnish information to participants and beneficiaries, following and in response to Executive Order 13563 issued by President Obama to address and improve current regulations. If you have concerns about the current process, now is a good time to voice those concerns to the Department. 

Current DOL rules, issued in 2002, provide standards for the electronic distribution of plan disclosures required under ERISA. There generally are two categories of participants to whom electronic disclosures of plan information under DOL authority could be made:

  1. those who can effectively access documents furnished in electronic form at any location where the participant is reasonably expected to perform his or her duties as an employee and with respect to whom access to the employer’s or plan sponsor’s electronic information system is an integral part of those duties; and
  2. those who affirmatively consent.

So, for example, a nationwide retailer who has hundreds of employees at the store level and for whom computer access is not an integral part of their duties, electronic disclosure of plan information is not available, absent affirmative consent which is in most cases not practical. The DOL opined some years ago that kiosks made available to employees for this purpose would not be sufficient to satisfy the “furnish” requirement.

Thus, the Department’s earlier guidance, while helpful, made it difficult for some employers to utilize technology for certain groups of employees. That guidance also does not reflect some of the more recent advancements in technology that may facilitate the furnishing of plan information. In fact, a stated purpose of the DOL’s current review:

is to explore whether, and possibly how, to expand or modify these standards taking into account current technology, best practices and the need to protect the rights and interests of participants and beneficiaries

The DOL is specifically looking for comments (due no later than June 6) on how to make these rules better. Its announcement sets forth 30 specific questions on a broad range of topics related to electronic distribution of benefit plan information. Examples include:

  • What are the most significant impediments to increasing the use of electronic media (e.g., regulatory impediments, lack of interest by participants, lack of interest by plan sponsors, access issues, technological illiteracy, privacy concerns, etc.)? What steps can be taken by employers, and others, to overcome these impediments?
  • Are there any new or evolving technologies that might impact electronic disclosure in the foreseeable future?
  • Who, as between plan sponsors and participants, should decide whether disclosures are furnished electronically? For example, should participants have to opt into or out of electronic disclosures?
  • If a plan furnishes disclosures through electronic media, under what circumstances should participants and beneficiaries have a right to opt out and receive only paper disclosures?

The Department hopes to hear from plan participants and beneficiaries, employers and other plan sponsors, plan administrators, plan service providers, health insurance issuers, members of the financial community, and the general public. Plan sponsors (and service providers who assist them with plan administration) will be paying close attention to future guidance which could provide significant cost savings relating to the manner in which plan communications may be made going forward. 
 

Breaks Required under Maryland's "Healthy Retail Employee Act," Effective March 1

By Joel J. Borovski, Larry R. Seegull, and Teresa Burke Wright

Under Maryland’s Healthy Retail Employee Act, Maryland employers who operate “retail establishments” must provide non-exempt retail employees with break periods based on the length of the shifts the employees work.  Employers in violation of the Act will face a fine.

Effective March 1, 2011, the Act defines a retail establishment as “a place of business with the primary purpose of selling goods to a consumer who is present at the place of business at the time of sale.”  A “retail establishment” does not include a restaurant or wholesaler.

Breaks According to Length of Working Shift

The Act provides that:

  • a shift of 4 to 6 consecutive hours requires a nonworking shift break of at least 15 minutes; 
  • a shift of 6 or more consecutive hour requires a nonworking shift break of at least 30 minutes; and
  • a single shift of 8 or more consecutive hours requires a second nonworking shift break of at least 15 minutes for every 4 consecutive hours.  For example, if an employee works 16 hours, the employee would get one 30-minute break plus two 15-minute breaks.

However, if an employee works fewer than 6 consecutive hours, the nonworking shift break requirement may be waived by a written agreement between the employer and the employee.

The Act also allows for a “working shift break” in lieu of a nonworking break so long as the employer and employee agree to that arrangement in writing and (1) the type of work prevents employees from being relieved of their duties, or (2) employees are allowed to consume a meal while working and the working shift break is counted towards the employee’s work hours. 

Paid or Unpaid?

The Act does not address whether an employee is paid during the break time.  However, under the federal Fair Labor Standards Act and Maryland law, short breaks of less than 20 minutes are considered work time that must be included in the sum of all hours worked in a week and are compensable.

Retail Establishments Affected

According to the Maryland Department of Labor, Licensing and Regulation (“DLLR”), the Act only applies to an employer who has at least 50 retail employees in Maryland.
 
DLLR guidance defines “retail employees” as those who are “engaged in actual sales, in a store.”  Employees who are not working in a “retail establishment,” such as those at a corporate or other office, are not covered by the Act and do not count towards the 50 employees required to trigger the protections under the Act. 

In applying the 50-retail-employee rule to a company that owns several franchises, the Act requires that the company include the total number of retail employees it has throughout the state. 

The Act does not apply employees who are covered by collective bargaining agreements or employer policies that already provide shift breaks that meet or are more generous than the Act’s requirements.   The Act also provides an exception where there are fewer than 5 employees at a particular retail location.

Complaints

If an employee believes that the Act has been violated, he or she may file a complaint with the Maryland Department of Labor.  If the DLLR determines that the Act has been violated, it may fine the retailer up to $300 for each employee for whom the employer is not in compliance.  Continued non-compliance by an employer may result in higher fines.
 
An employer that does not comply with the DLLR decision risk a suit by either the Commissioner or the employee in Maryland Circuit Court seeking to enforce the finding. 

What Employers Should Do

Maryland retail employers should analyze their policies immediately, whether written and unwritten, to determine whether they comply with the new break requirements of the Act.  Noncompliant written policies should be amended, and unwritten practices should be reduced to writing so that compliance can be demonstrated if necessary.
 
Jackson Lewis attorneys are available to review policies and discuss how to best comply with new requirements of the Act.

Ninth Circuit Finds That Vision Impairment That Affects Commuting Is A Disability

In Livingston v. Fred Meyer Stores, Inc., 2010 U.S. App. LEXIS 15044 (9th Cir. 2010), the plaintiff was discharged after she refused to work her scheduled shift, claiming her vision impairment affected her ability to commute to and from work and therefore required accommodation under the Americans with Disabilities Act ("ADA").  The District Court found that the plaintiff did not have a disability because her vision impairment did not limit any major life activity.  The District Court also held that the company was not obligated to grant her request for a modified work schedule because the duty to accommodate does not extend to limitations related to commuting.

The Ninth Circuit disagreed.  In concluding that the plaintiff did have a disability, the Ninth Circuit cited the EEOC’s Regulations and case law holding that seeing is a major life activity..  In addition, even though plaintiff’s disability did not affect her ability to function effectively, the Ninth Circuit found that the company still had a duty to accommodate her inability to finish her scheduled shift.

                This case underscores the impact of the amendments to the ADA which expand the definition of what is considered to be a major life activity.  Although commuting to and from work may seem to be an activity incidental to performing ones’ job functions, the clear trend is to interpret the ADA's protections in an employee-friendly manner.

California Employers Take a Seat -- Employees Can Pursue Penalty Claims Under Private Attorney General Act for their Failure to Provide Suitable Seating, Court of Appeal Rules

California employers who fail to provide “suitable seating” to employees as required by Industrial Welfare Commission (“IWC”) Wage Order No. 7-2001(14) could be subjected to significant penalties under the California Labor Code’s Private Attorneys General Act (“PAGA”), according to the California Court of Appeals. Bright v. 99¢ Only Stores, No. 220016 (Cal. Ct. App. Nov. 12, 2010). Reversing the dismissal of a class action by retail cashiers for Labor Code violations and for penalties under the PAGA, the Court ruled that the employees could pursue their claims related to their employers’ failure to provide “suitable seats” to them. The Court’s decision to allow the class action to proceed could trigger a new wave of costly litigation, particularly against retailers, whose sales employees and cashiers rarely sit down – these employees are too busy assisting or approaching customers, merchandising, conducting sales transactions, reviewing inventory and the like. Employers who encourage such activity may inadvertently find themselves faced with substantial liability.

Eugina Bright (“Bright”) filed a class action against 99¢ Only Stores (the “Stores”) where she worked as a cashier.  Bright alleged that the Stores violated Section 1198 of the Labor Code and Wage Order No. 7-2001(14) by failing to provide her with a seat, although the nature of her work reasonably permitted the use of a seat. Bright sought civil penalties under the PAGA for the violation of the suitable seating requirement. The Stores asked the trial court to dismiss the complaint and argued that a violation of the suitable seating requirement was not a violation of Section 1198, and, even if it were, Bright could not recover penalties under the PAGA because the applicable Wage Order had its own penalty provision. The trial court agreed with the Stores, dismissed the complaint, and Bright appealed.

On appeal, the Court first reviewed the language of Section 1198 which provides, in relevant part, that “[t]he maximum hours of work and the standard conditions of labor fixed by the commission shall be the maximum hours of work and the standard conditions of labor for employees. The employment of any employee for longer hours than those fixed by the order or under conditions of labor prohibited by the order is unlawful.”  Under Section 1198, the IWC adopted Wage Order No. 7-2001 to address, among other things, the “standard conditions of employment for employees in this state.” Specifically, the Wage Order provides that all employees “shall be provided with suitable seats when the nature of the work reasonably permits the use of seats.” IWC Wage Order No. 4-2001(14)(A).  Based on the plain meaning of Section 1198, the Court concluded that the suitable seating requirement was a “condition of employment;” thus, the failure to provide suitable seating constituted a violation of Section 1198. In so ruling, the Court rejected the Stores’ contention that violations only occurred where “prohibitory” language was used in the statute, such as the words, “shall not.” The Court found that the Stores’ interpretation was inconsistent with the “the remedial purpose of the statute.” Accordingly, the Court concluded that a violation of the Wage Order’s requirements regarding suitable seating constituted a violation of Section 1198.

The Court then examined whether Bright could recover penalties under the PAGA, Section 2699(f) of the California Labor Code, for the violation under Section 1198. To answer the question, the Court examined the statute’s language which provides a penalty of $100 for each aggrieved employee per pay period for the first violation and $200 per employee per pay period for each subsequent violation, for “all provisions of this code except those for which a civil penalty is specifically provided.” Bright argued that Section 1198 contained no penalty provision; therefore, the PAGA controlled. On the other hand, the Stores argued that the Wage Order included a penalty provision; therefore, the PAGA did not apply. Siding with Bright, the Court observed that “[n]owhere in the Labor Code is a civil penalty specifically provided for violations of the suitable seating requirement incorporated in section 1198.” The Court noted that the penalties provided in the Wage Order were “in addition to other civil penalties,” and thus were not an exclusive remedy. Accordingly, the Court found that Section 2699(f) allowed for a civil penalty for violations of section 1198 based on failure to comply with the suitable seating requirement.

In light of this decision, employers, particularly retailers, should review their procedures concerning the use and availability of seats for employees in the workplace. Employers should analyze employee job duties and make a reasonable business determination as to whether or not seats can be provided to sales personnel and cashiers.  In conducting this assessment, employers should remember to include in their assessment any reasonable accommodations offered to disabled employees -- offering seats as a form of reasonable accommodation suggests that they do not interfere with the employees’ performance. Jackson Lewis attorneys are available to answer questions regarding these issues and advise employers regarding strategies for reducing the chances of facing lawsuits over seating requirements and costly penalties.

Crowd Management Safety Tips for Retailers

 

With the holiday shopping season fast approaching, OSHA is reminding retail employers of steps to take to prevent employee injuries due to large crowds during Black Friday and other sales events.  OSHA has reissued its "Crowd Management Safety Tips for Retailers," which provides guidance to employers to help prevent injuries during the coming months. 

Retailers should have Human Resources Managers, not Store Managers, Make Disciplinary Terminations

 

A recent case presents a striking example how retailers may insulate employment decisions from attack for alleged discrimination, retaliation, or similar theories. In Dais v. Lowe’s Home Centers, Inc., No. 09-0008-KD-M (S.D. Ala. Oct. 22, 2010), the court granted summary judgment for Lowe’s on its former employee’s racial discrimination claim, even though the Store Manager allegedly said about the plaintiff, “we got rid of the nigger.” The holding and reasoning present a lesson retailers should follow to maximize their chances of disciplining troublesome employees without having a jury second guess their decision.

Dais was a Loss Prevention Manager at a home improvement store. A female employee complained to the Store Manager that Dais showed her and two others a picture of a sexual nature stored on his cell phone. The Store Human Resources Manager and Area Human Resources Manager investigated the complaint. During their interview of Dais regarding the complaint, Dais admitted the allegation but said he was only joking. The Area HR Manager reported their findings to the Regional HR Manager, who instructed the Area HR Manager to terminate Dais for violating the company’s sexual harassment policy.

The court assumed for purposes of summary judgment that Dais’ supervisor, the Store Manager, uttered the above racial epithet. Nevertheless, the court held no reasonable jury could conclude the decision to terminate Dais was racially motivated because none of the decision makers could be tied to the epithet. There was no evidence that the Store, Area or Regional HR Managers knew about the remark, nor was there evidence that the Store Manager participated in the decision to terminate Dais. In fact, the Store Manager did not allegedly utter the remark until after Dais had been separated.

The takeaway for retailers is to try as much as possible to have human resources handle all decisions regarding disciplinary terminations. Human resources personnel, who are focused solely on personnel management, may be more sensitive to the danger of off-hand remarks than supervisors such as store managers. Further, human resources personnel typically have less day-to-day interaction with employees than supervisors, and therefore present fewer chances for interactions that may be construed by an employee—or a court—as exhibiting bias. 

For further information or to answer specific questions about discrimination law, please contact your Jackson Lewis workplace law expert.

Proposition 19 Creates Legal Haze For Employers

On November 2, 2010, California voters will decide a ballot measure with sweeping implications for retailers and their human resources professionals in the state. Otherwise known as the “Regulate, Control and Tax Cannabis Act of 2010,” Proposition 19 seeks to legalize the recreational use of marijuana in a private residence or other non-public place by anyone over the age of 21. In addition, the ballot measure states, “no person shall be punished, fined, discriminated against, or denied any right or privilege for lawfully engaging in any conduct permitted by this act.” Notably, the initiative seeks to limit employers’ ability to address marijuana use to situations where job performance is actually impaired.

The language prohibiting employers from discriminating against marijuana users, or denying “any right or privilege” could make it illegal to consider marijuana use in deciding whether to hire an applicant, the same way employers are currently prohibited from considering other protected classifications, such as race, gender, or age. This will impact any California retailer currently conducting pre-employment drug screening. Moreover, for those employment decisions involving current employees, the employer will bear the burden of proving marijuana actually impairs job performance. This presents a special challenge in the absence of a defined standard for determining “actual impairment” due to marijuana use.

Notwithstanding, courts in recent years have generally sided with employers in the medical marijuana debate. For example, in 2008 the California Supreme Court ruled that, because current law states employers aren’t required to accommodate medical marijuana patients who use marijuana in the workplace, an employer doesn’t discriminate if it discharges an employee who uses medical marijuana only outside of work. Proposition 19, if passed, will change how courts decide such issues, since the ballot measure contains special workplace protections for marijuana users. It remains to be seen how the courts will interpret an employer's ability to terminate employees for marijuana use, which is still prohibited by federal law. But the lack of clear standards in Proposition 19 makes further legal challenges inevitable.

Regardless of the outcome of the vote, retailers and their employees should keep in mind that even if something is legal, it may still be disallowed under company rules. But since the ballot measure includes broad language legalizing possession of marijuana and related paraphernalia, employers will need to review their policies. And although the myriad laws regarding workplace drug testing are beyond the scope of this article, maintaining a drug-free workplace is an important risk control, especially for retailers whose employees operate machinery such as forklifts or delivery vehicles.

To become law, a majority of voters must approve Proposition 19 on November 2. Check back for additional updates following Election Day. For further information or to answer specific questions about how Proposition 19 may affect your organization, please contact your Jackson Lewis workplace law expert.

This post is provided for informational purposes only.  It is not intended as legal advice nor does it create an attorney/client relationship between Jackson Lewis LLP and any readers.  Readers should consult counsel of their own choosing to discuss how these matters relate to their individual circumstances.

California Anti-Slavery Law Imposes New Requirements on Retailers

 

On September 30, 2010, California Governor Arnold Schwarzenegger signed legislation which will require retailers and manufacturers who do business in California to articulate the steps they have undertaken to eradicate slavery from the supply and distribution chain of goods they sell.

The new law, SB 657, does not go into effect until January 1, 2012.

SB 657 was sponsored by Democrat Senate President Pro Tem Darrell Steinberg. The bill was vigorously opposed by the California Chamber of Commerce and the California Grocers’ Association. While both groups emphasized that they are adamantly against slavery and abuse of workers, they cautioned that the new law will impose on companies doing business in California the obligation to monitor compliance by suppliers who are outside of the United States.

Certain countries have long been targeted by outside watch dog groups for condoning and depending on slave and child labor to produce goods which are then sold in the United States. To date, the pressure exerted has been primarily been through focusing media coverage on those companies that benefit from the lower labor costs in these oppressive countries.

The compliance obligations are unclear under the new law are unclear.  Senator Steinberg has noted that SB 657 does not require retailers to take any affirmative action to ensure products do not emanate from companies that rely on slave labor, only that they post on their website what, if anything, they are doing to eliminate slave labor from their supply chains.

However, a closer reading of the bill specifies the notice retailers are required to post on their internet site. This includes:

1.      How the retailer verifies its product supply chains to evaluate and address risks of human trafficking and slave labor.

2.      A description of the audits the retailers conduct to ensure its suppliers adhere to company standards.

3.      Certification by the retailer’s direct suppliers that materials used to make a product are from countries that do not engage in slavery and human trafficking.

4.      Maintenance of internal accountability standards for employees or contractors that fall short of the company’s requirements.

5.      Ensure that employees who are responsible for supply side management receive training on human trafficking and slavery, with a focus on the risks within supply chains.

 The bill obliquely references that the exclusive remedy for a violation of the law will be an action brought by the Attorney General for injunctive relief. However, the bill is silent as to the practical questions regarding who will enforce the law and how it will be enforced on a day to day basis. For instance, which of California’s already overburdened state government agencies will actually oversee the law’s enforcement, such as ensuring proper training and certification by suppliers

Many companies already have policies requiring vendors to warrant that they do not permit their foreign manufacturers to use slave labor. Apparently, the posting of such policies on websites will suffice if they meet the above requirements. However, one can envision an inevitable next stage where the force taken by companies will be subject to scrutiny and comparison. There is certainly a public relations aspect to SB 657, as watch dog groups will seek to “shame” companies into more stringent compliance.

How To Defeat Class Certification (Revisited)

Since our previous article regarding Tuesday Morning (July 23), California courts continue to acknowledge the difficulty in affording class treatment to overtime claims where there are significant differences among class members' experiences.  The ultimate questions are:  Is there commonality among the proposed class?  And if not, does the lack of commonality among the proposed class make a class action an inferior way of trying the lawsuit?   For retailers, showing a lack of commonality can be accomplished several ways, such as by showing that individual store sales volume, square footage, location, et al translate into the duties of store management varying from store to store.

Modern technology may aid this task by helping retailers focus on the individual store managers’ performance of their duties and responsibilities.  Showing a store manager spends the majority of his time performing exempt duties is a challenge for retailers in California because of the transitory nature of the retail industry.  In particular, though the assistant store manager may have job duties that would require him to spend the majority of his time performing exempt functions, the reality is that factors such as chronic absenteeism (including no calls no shows) mean that store management may often be required to unload trucks, restock shelves, work registers and recover the store. 

Computer technology gives employers the opportunity to pinpoint the exempt status of store management.  These computer based programs, often on line, can be accessed from the store’s computer.  They tend to focus on asking store management on a monthly or quarterly basis whether they are spending the majority of their time performing exempt work.  Logistical issues require that the program be relatively easy and efficient to operate.  As such, several types of programs employ a check the box questionnaire as to the frequency of the various tasks performed (e.g. as to any such activity, the questionnaire might ask how frequently the activity is performed –  “hourly”, “daily”, “weekly” – depending on the application of the law of the state at issue).  For instance, in California, the focus must be on the daily determination of exempt status, so quarterly or even weekly determinations may have little application.

As another example, an on-line management survey may require store managers and assistant store managers to evaluate and quantify time spent on managerial versus non-managerial tasks.  A key element to the success of any such survey is making the information available to regional and district managers so they store managers and assistant store managers who are not meeting the exempt requirements can be counseled.  Of course, the challenge for regional and district management is how to coach and counsel store managers in a non punitive way so that they do not respond to the surveys in a way to assuage management – that is, answer the questions the way they think they want their supervisors to answer them.

This requires a careful balancing  of the ease and practicality of the administration of the survey and the realities about conditioning people’s responses.  A constructive, coaching environment will assist in the successful implementation of an on line system.  The results of the survey can be a valuable weapon in the class certification battle.

Retailers Beware: Statements May Not Be Protected Work Product


The nationwide spate of class action lawsuits against retailers continues. These lawsuits typically allege management-level employees are misclassified as exempt from overtime laws and non-exempt employees are not provided all required meal and rest breaks. Employers have developed strategies to try to defend against this wave of litigation. One common strategy against wage and hour class actions, particularly at the pre-certification stage, is “declaration blitzes” of putative class members.


In order to meet the requirements for class certification under Rule 23 of the Federal Rules of Civil Procedure, plaintiffs must prove to the court that:

 

  1. Each class is so numerous that joinder of all members as separate litigants is impracticable;
  2. There are questions of law and fact common to the classes (“commonality”);
  3. The claims or defenses of the representative parties are typical of the claims or defenses of the classes (“typicality”); and
  4. The representative parties will fairly and adequately protect the interests of the classes.


Where individual issues predominate, the court likely will not certify the class.


Declaration Blitzes


Effective declaration blitzes can convince a court that individual issues predominate. For example, in a class action alleging failure to provide meal and rest breaks, declarations from putative class members stating that their breaks are scheduled in a manner different from the representative plaintiff, and different from other putative class members, can establish lack of commonality and typicality. Similarly, in a class action alleging misclassification, declarations can go directly to issues of the individual’s duties and responsibilities to establish lack of commonality or typicality for class treatment. Showing a wide variation in duties, discretion and judgment among class members may establish insufficient commonality or typicality for class action treatment.


The law, however, is surprisingly unclear as to whether such declarations are open to pretrial discovery. Are such statements taken from potential class members or non-party witnesses protected from disclosure during discovery as “attorney work product”?

 

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Retailers' duties to accommodate disabled customers' communication via website and other remote methods

With the growth of on-line retailing come issues of accessibility for the disabled. For example, must a brick and mortar retailer that also sells products on a website make its website accessible to blind customers? If that retailer fields on-line help calls via its website, must it nevertheless use a Telecommunications Device for the Deaf (“TDD”) to enable deaf customers to communicate via type? A number of cases and regulations have begun to define retailers’ responsibilities in this challenging area.

Title III of the Americans with Disabilities Act (“ADA”) provides, “No individual shall be discriminated against on the basis of disability in the full and equal enjoyment of the goods, services, facilities, privileges, advantages, or accommodations of any place of public accommodation….” 42 U.S.C. § 12182(a). Title III defines discrimination to include “a failure to take such steps as may be necessary to ensure that no individual with a disability is excluded, denied services, segregated or otherwise treated differently than other individuals because of the absence of auxiliary aids and services, unless the entity can demonstrate that taking such steps would fundamentally alter the nature of the goods, service, facility, privilege, advantage, or accommodation being offered or would result in an undue burden.” 42 U.S.C. § 12182(b)(2)(A)(iii).

In implementing regulations, the Department of Justice has stated explicitly that public accommodations “shall” furnish appropriate auxiliary aids and services where necessary to ensure “effective communication” with individuals with disabilities. 28 C.F.R. § 36.303(c). Appropriate auxiliary aids and services may include effective methods of making visually delivered materials available to individuals with visual impairments, and TDD’s for individuals with hearing impairments. § 36.303(b). Those regulations state further that an “undue burden” generally means “significant difficulty or expense.” § 36.303(a).

 

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Attacking Class Certification in the Retail Industry: California Court of Appeal and Federal District Court reject Wage Hour Class Actions Against Large Discount Retailers

Retailers are all too familiar with the continued onslaught of wage and hour class action litigation. Such litigation has the bane of retailers both in California as well as increasingly throughout the Nation. The California Supreme Court’s decision in Sav-On Drug Stores, Inc. v. Superior Court, 34 Cal.4th 319 (2004) greatly facilitated the certification of class actions by ceding tremendous latitude to the trial courts in deciding certification issues. Although Sav-On said that such determinations are fact specific, because the opinion affirmed the trial court’s certification of a wage and hour class, the result has been the continued and unabated deluge of these cases.


But now recent decisions emphasize that a retailer can defeat certification of a wage and hour class if it can demonstrate key operational differences between its various locations, requiring a fact-intensive inquiry that makes the class action device inappropriate.


Affirming the decertification of a class action by store managers who alleged that they were misclassified as exempt and were owed overtime, the California Court of Appeal held that individual issues of liability and damages predominated over class issues. Keller v. Tuesday Morning, Inc., No. B210787 (Cal. Ct. App. Dec. 4, 2009). Specifically, the court found that the evidence established a wide disparity in store location, size, and configuration, as well as differences in the managers’ duties. The evidence also showed that the managers routinely exercise independent judgment. Because the managers’ claims primarily involved individual questions of fact, the trial court correctly decertified the class.


The plaintiff, Edythe Keller (“Keller”), worked as a manager for Tuesday Morning, a discount retailer. Tuesday Morning operates its stores during periodic “sales events” lasting from three to eight weeks and closes for the remainder of the year. However, its employees work year-round preparing for the sales. Tuesday Morning has 80 stores in California that vary in size and are located in diverse communities. Keller, as class representative, sued Tuesday Morning alleging that it violated California wage and hour laws by misclassifying its managers and failing to pay them overtime. The trial court initially denied class certification. The Supreme Court then issued Sav-On, 34 Cal. 4th 319. In light of Sav-On, the trial court reconsidered its decision and granted certification, but retained authority to decertify the class if it subsequently appeared that the class certification was no longer appropriate.

 

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Rulings Highlight Need for Retailers to Design Screening or Fit-for-Duty Tests to Ensure Compliance with Disability Laws

Two recent cases demonstrate why retailers and other employers need to be aware of a tension inherent in our nation’s disability laws. On the one hand, employers need to know whether a potential employee, or an employee returning from disability leave, can perform the job satisfactorily without endangering themself or others. On the other, an employee or potential employee has rights to medical privacy and freedom from disability discrimination. Sheer numbers make this tension especially acute for retailers. According to a recent survey conducted by the Bureau of Labor Statistics of the U.S. Department of Labor, during the month of December 2009, retailers’ new hire rate was nearly twice that of manufacturing and nearly three times that of government employers. During the same period, retailers’ rates of involuntary terminations were nearly three times that of the education and health services industry and over twice that of the financial services industry. With such high rates of hiring and turnover, retailers are burdened with more than their share of opportunities to run afoul of the law when examining current or potential employees. This article discusses two recent cases helping to clarify the lines between lawful and unlawful actions regarding new hires and employees returning from leave.


In Harrison v. Benchmark Elecs. Huntsville Inc., No. 08-16656 (11th Cir. 2010), the court held an applicant who was not hired after testing positive for drugs used to control his epilepsy stated a claim under the Americans with Disabilities Act on the ground the employer made an improper medical inquiry and denied employment on that basis.


John Harrison was assigned by a temporary agency to work for Benchmark Elecs. Huntsville Inc. (“BEHI”) in November 2005. In May 2006, Harrison submitted an application for permanent employment to BEHI, at the request of his supervisor, Don Anthony. Anthony advised Human Resources that he was interested in hiring Harrison. Harrison was instructed to submit to a pre-employment drug test. He testified that prior to the drug test, he never was advised that his performance was deficient.

 

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