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The Essential Guide to Family & Medical Leave

The purpose of the federal Family and Medical Leave Act (FMLA) is to help employees balance the demands of work and family. But the law can be hard for employers to apply in the real world. Questions about eligibility, coverage, notice and certification requirements, administering leave, continuing benefits, and reinstatement can challenge even the most experienced managers. This book has the plain-English answers to all of your tough questions about the FMLA. It provides detailed information, real-life examples, sample forms, and other tools to help you meet your legal obligations.

The purpose of the federal Family and Medical Leave Act (FMLA) is to help employees balance the demands of work and family. But the law can be hard for employers to apply in the real world. Questions about eligibility, coverage, notice and certification requirements, administering leave, continuing benefits, and reinstatement can challenge even the most experienced managers.

This book has the plain-English answers to all of your tough questions about the FMLA. It provides detailed information, real-life examples, sample forms, and other tools to help you meet your legal obligations.

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chapter 10 | reinstatement | 225<br />

Ex<strong>amp</strong>le: FunCo also offers productivity bonuses <strong>to</strong> its in-house sales staff. Employees<br />

who sell at least $10,000 worth of products in a month receive $100; employees<br />

who sell at least $15,000 worth of products receive $200. Kara works in the sales<br />

department and often earns a bonus. During November, however, her sales were only<br />

$6,000, because she <strong>to</strong>ok two weeks of FMLA leave <strong>to</strong> care for her son. <strong>The</strong> company<br />

does not have <strong>to</strong> pay her a productivity bonus for that month.<br />

Lessons from the<br />

Real World<br />

An employer may prorate a production bonus<br />

<strong>to</strong> account for FMLA leave.<br />

Robert Sommer worked as a financial administra<strong>to</strong>r for <strong>The</strong> Vanguard<br />

Group. Sommer <strong>to</strong>ok eight weeks of FMLA leave, from December 7, 2000 <strong>to</strong><br />

February 4, 2001.<br />

Vanguard had a partnership plan that paid employees an annual bonus<br />

based on company performance that year. Each employee’s bonus fac<strong>to</strong>red<br />

in the employee’s position, how long the employee had worked for the<br />

company, and how many hours the employee worked during the year.<br />

Employees who worked fewer than 1,950 hours during the year would receive<br />

a prorated bonus; hours spent on unpaid leave didn’t count as hours worked.<br />

Vanguard gave Sommer a prorated partnership plan bonus for 2001<br />

because his FMLA leave brought his <strong>to</strong>tal hours worked for the year below<br />

the 1,950-hour threshold. Sommer received $1,788.23 less than he would<br />

have gotten had he worked the requisite number of hours.<br />

Sommer sued Vanguard, arguing that it unfairly penalized him for taking<br />

FMLA leave by reducing his bonus. He claimed that the bonus was based<br />

on an “absence of occurrences” because it depended only on showing up<br />

for work. But the court disagreed with Sommer’s argument. It found that<br />

the partnership plan bonuses were productivity bonuses and that hours<br />

worked provided the basis for measuring productivity. Because the bonus<br />

was performance-based, the company could legally provide a lesser bonus <strong>to</strong><br />

recognize the time he was out on FMLA leave.<br />

Sommer v. Vanguard Group, 461 F.3d 397 (3 rd Cir. 2006).

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