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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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234 | the essential guide <strong>to</strong> family and medical leave<br />

• Salaried employee. <strong>The</strong> definition of a salaried employee comes from the<br />

Fair Labor Standards Act (FLSA). A salaried employee earns the same<br />

amount each week, regardless of how many hours the employee works or<br />

the quality or quantity of work performed. To be salaried, the employee<br />

must earn at least $455 per week.<br />

• Highest-paid 10%. To find out whether an employee is in the highest-paid<br />

10% of the workforce, divide the employee’s year-<strong>to</strong>-date compensation<br />

by the <strong>to</strong>tal number of weeks worked in the year, including any weeks<br />

during which the employee <strong>to</strong>ok paid leave. You must include wages,<br />

premium pay, incentive pay, and bonuses. You don’t have <strong>to</strong> include any<br />

amount that will be determined only in the future (such as the value of<br />

company s<strong>to</strong>ck options awarded during the year).<br />

• Company employees within 75 miles of the employee’s worksite. In determining<br />

which employees work within 75 miles, you should use the same<br />

rules used <strong>to</strong> determine an employee’s eligibility for FMLA leave, explained<br />

in Chapter 3. Count all employees, whether they are eligible for<br />

FMLA leave or not.<br />

You must determine whether someone is a key employee as of the date he<br />

or she requested leave.<br />

Initial Notice <strong>to</strong> Key Employee<br />

If you believe that you might deny reinstatement <strong>to</strong> a key employee, you<br />

must notify the employee, in writing, that he or she qualifies as a key<br />

employee and might not be reinstated if the company determines that<br />

reinstatement will cause the company substantial and grievous economic<br />

injury. Typically, you must give this notice when the employee requests leave<br />

or starts leave, whichever is sooner. If you need some time <strong>to</strong> determine<br />

whether the employee is a key employee, you must give this notice as soon<br />

as is practicable. If you don’t, you must reinstate the employee—no matter<br />

what damage it causes your company.<br />

<strong>The</strong> individual notice form described in Chapter 7 includes a box <strong>to</strong> check<br />

indicating that the employee is a key employee.

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