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Editor's Notes

• #5: The following are the changes to the Fair Labor Standards Act. Go through this slide box by box. Source: https://www.dol.gov/whd/overtime/final2016/
• #9: Step 1 is for the employer to define their workforce strategy. FLSA compliance is just one piece of this strategy. We recommend that this is not done by just one organization but rather, by a cross functional team of key stakeholders. FLSA will impact many parts of the organization and some of the key stakeholders should bring into building the strategy include HR, finance, legal, and the executive team.
• #10: An organization’s FLSA plan should be evaluated as part of its overall approach to workforce management, including strategies for managing labor costs, minimizing compliance risk, improving productivity, and enhancing employee engagement. Script……
• #13: Let's go through some examples Here we have Mark, an assistant manager. He has a fairly large team of 20 hourly workers. He works on average 60 hours per week including some of these hours being at home. Mark is an example of an employee who was previously exempt from overtime but now is eligible for overtime due to his salary level of $39,500. Here are your options: Increase salary to $47,450 and he continues to work 60 hours per week Pay him overtime, do not reduce salary. New yearly compensation is $69,125 Reduce his hours to keep him close to $39,500. Hire part time worker to work 20 hours a week at annual cost of $19,700 In this case the organization decides to increase his salary to $47,450. HOWEVER, what if this organization is in a competitive market and the competitors decide to pay overtime? Is there a risk of losing Mark? What about Mark’s engagement level. He may have been excited that he was going to get overtime and now you have a potential disgruntled employee on your hands.
• #14: Here we have Kate, who has a staff of 10 hourly workers. Notice her title is different than Mark. Kate is a SUPERVISOR. Her salary is the same as Mark at $39,500 but she only works 45 hours a week. Options: Increase salary to $47,450 and she continues to work 45 hours per week Pay her overtime. New yearly compensation is $46,906 Reduce her hours to keep her close to $39,500. Organization decides to keep her salary and pay her overtime. Try to limit her hours to 40 per week. What is key is that Kate has a different job title than Mark. Are you going to evaluate every employee? Are you going to group employees together? What is the impact to job classifications?
• #15: Now that you have built your strategy, you need to focus on the implementation
• #17: There are many challenges with implementing a strategy in an automated or semi-automated environment. Walk through each of these
• #18: Its through the HR, Payroll and Time Management systems where users can simply and easily adjust employees. This includes exempt to non exempt and You should utilize your time management system to adjust the rules around time and your HR solution to adjust the employees from exempt to non exempt AS THINK ABOUT THE PERSONA IDEAS TO GET THE TOUCH POINTS THE NEXT IS AN EXTENSION. DON’T WORRY ABOUT THE VISUAL IF THEY ARE ON COCTAIL MESSAGES
• #19: There are automated labor scheduling solutions that lets managers accurately create “best-fit” schedules that align labor with anticipated demand while adhering to all company, union, and regulatory scheduling policies including the Fair Labor Standards Act. Because even the best-planned schedules require on-the-fly adjustments, scheduling software lets managers react to changes swiftly and decisively using real-time data. In addition, planners can set maximum hours over an extended period of time to help with FLSA compliance. Lastly, the solutions can also be proactive in warning the manager or scheduler when there is a potential FLSA compliance issue.
• #20: Pay rules are complex, confusing and subject to interpretation. This includes overtime rules. When pay rules are applied manually, overtime may be inconsistency applied. By deploying overtime pay policies in a single, centralized system this helps ensure those policies are consistently applied, eliminating interpretation error. These policies include determining when employees are eligible for overtime. Your timekeeping solution typically offers the ability to understand the hours employees have worked, you can then adjust their schedules as needed to minimize the overtime. In addition, it’s through your timekeeping system that you will have the audit trails and records to reduce the time and cost to prepare for legal action. Reduce time and cost of preparing for legal action through detailed auditing
• #21: Managers can create trigger based alerts that notify them when an employee is approaching a certain number of hours worked including overtime. Alerts can be prioritized and personalized. For example, let’s say an employer does not want an employee to be more working more than 40 hours. When it is projected that, based on hours worked and hours scheduled, the employee will exceed 40 hours, an alert will be generated. Timekeeping solutions allow managers to understand when employees are projected to cross time thresholds, including FLSA limits. These alerts are proactive in that they enable time for adjustment.
• #24: The Customer defines their compliance strategy & implements their specific FLSA policy Whereas our experts will provide solutions and services to support the Customer’s FLSA compliance strategy