The Vaccines are Coming: Should Employers Mandate?

As COVID-19 vaccines become more widely available, employers wishing to implement a COVID-19 vaccination policy must consider, among other things, two important questions.  This alert addresses these two fundamental questions.

Can employers implement a mandatory COVID-19 vaccination policy?

The EEOC recently released COVID-19 vaccination-related guidance for workplace vaccination policies and implied that employers can implement a mandatory vaccine policy, but that they must consider the ADA and Title VII of the Civil Rights Act of 1964 when doing so. For example, pre-screening vaccination questions may implicate the ADA’s general prohibition on disability-related inquiries.  An employer can avoid having to establish that such pre-screening questions are job-related and necessary by:

  • Implementing a voluntary policy
  • Arranging for employees to receive the vaccine from a third party that is not contracted with the employer

Additionally, both the ADA and Title VII provide grounds for an employee to be exempted from a mandatory vaccination policy. Under the ADA, an employee can seek a medical exemption if the employee has a disability covered by the ADA that prevents the employee from taking the vaccine. Also, under Title VII, an employee can seek a religious exemption if compliance with the mandatory vaccination policy would violate the employee’s sincerely held religious belief. Employees qualifying for a medical or religious exemption are entitled to a reasonable accommodation unless the employer cannot accommodate the employee without undue hardship. Reasonable accommodations under the ADA and Title VII may include:

  • Personal protective equipment
  • Temporary reassignment
  • Telework

Discussion of medical and religious exemptions, however, risks getting the proverbial cart before the horse.  The way in which the vaccines are now coming “onto the market” introduces considerable doubt as to whether an employer can currently mandate vaccination of its employees.  We now turn to that question.

How does the FDA’s emergency use authorization (EUA) affect the ability of employers to mandate vaccinations?

Given the unprecedented scope of this world-wide pandemic, the FDA, as it has authority to do in times of national emergency, used an expedited process to authorize the two available COVID-19 vaccines for “emergency use.” It is not entirely clear at this time what ramifications the emergency use authorization (EUA) will have for employers who want to mandate the vaccines for their employees.

Under FDA rules, any drug (or vaccine) approved for emergency use must be accompanied by a patient “fact sheet.”  As stated on the FDA website, the “FDA must ensure that recipients of the vaccine under an EUA are informed, to the extent practicable given the applicable circumstances, that FDA has authorized the emergency use of the vaccine, of the known and potential benefits and risks, the extent to which such benefits and risks are unknown, that they have the option to accept or refuse the vaccine, and of any available alternatives to the product.”

What can employers make of this language on opting to refuse or accept?  Generally speaking, the FDA does not have jurisdiction over employer-employee relations. Other agencies, such as the EEOC and the Department of Labor, have primacy in that sphere.

The EEOC took note of the EUA status of the vaccines in its recent guidance, but did not ban mandatory vaccination policies.  It is not the place, however, of the EEOC to enforce FDA statutes or policy.  Instead, the EEOC seemed to proceed with an acknowledgment that some employers might mandate vaccinations. It is as if the EEOC is unwilling to either sanction or disavow the FDA’s position on EUA rights of refusal.  Rather, the EEOC was addressing employment issues within its purview should an employer mandate vaccination.

Where does this leave the employer? 

Employers choosing to implement a mandatory vaccination policy ought not ignore the FDA’s edict that a candidate for a vaccine shot must be told that they have the option to refuse the vaccine authorized under an EUA.  That right has its source in federal law and reflects the balancing act that the FDA undertakes when it shortcuts its process to get a vaccine or drug out to the people in times of emergency.  If an employer terminates the employment of an employee who has asserted their right to refuse the vaccine (due to the EUA), the employer may face a wrongful discharge suit in state court alleging a violation of public policy.  These causes of action have, at their core, the principle that an employee should not have to choose between a right conferred by law and keeping their job.

In expressing caution on the implementation of mandatory vaccination policies, we are quite aware of the extraordinary nature of this pandemic.  It may be that a court will limit the reach of the FDA’s requirement of “a right of refusal,” and hold that such does not override an employer’s interest in having a safe workplace.  There just is not much guidance for an employer at this time.  As a practical matter, for most employers there will not be enough vaccines available in the next couple of months to worry over mandation issues.  Also, although there is no timetable for full FDA approval of the vaccines, once that occurs, then the requirement of the vaccine dispenser to affirmatively advise the patient of the option to refuse drops out of the picture.  Thereafter, the employer may mandate vaccination, subject to the medical and religious exemptions discussed above.

The severe and pervasive nature of the COVID-19 pandemic has created unprecedented challenges for employers.  We continue to monitor developments at the national and state level.  We will continue to update our clients on a regular basis.


© Steptoe & Johnson PLLC. All Rights Reserved.
For more, visit the NLR Coronavirus News section.

2021 State Minimum Wage Increases

Several states’ minimum wage rates will increase in 2021. The following chart lists the state (and certain major locality) minimum wage increases for 2021—and future years, if available—along with the related changes in the maximum tip credit and minimum cash wage for tipped employees.

The federal minimum wage will remain at $7.25 per hour for non-tipped employees and $2.13 per hour for tipped employees. Where a state or locality has implemented a minimum wage rate that is higher than the federal rate, covered employers are required to pay the applicable state or local minimum wage rate. Although not included in the chart below (because the state rate is not scheduled to increase in 2021 or an increase has not yet been announced), the following additional states and the District of Columbia currently have minimum wages higher than the federal rate: Delaware ($9.25); District of Columbia ($15.00); Hawaii ($10.10); Nebraska ($9.00); Rhode Island ($10.50); and West Virginia ($8.75).

Michigan Minimum Wage Update. The minimum wage in Michigan had been scheduled to increase from $9.65 to $9.87, effective January 1, 2021 (please see the below chart for the state’s increase schedule). On December 11, 2020, however, the Wage and Hour Division of the Michigan Bureau of Employment Relations announced that the scheduled increase was unlikely to happen because the state’s current unemployment rate for 2020 remained above 8.5 percent (the threshold above which a minimum wage increase cannot occur by statute). The Wage and Hour Division has stated that if, as expected, the unemployment rate does not fall below 8.5 percent when the final 2020 numbers are released, then Michigan’s minimum wage will remain at $9.65 per hour ($3.67 for tipped employees) as of January 1, 2021. The minimum wage rate will not increase to $9.87 per hour until the first calendar year following a year for which the unemployment rate was below 8.5 percent.

Minimum Wage Increases for 2021

January 2021 increases are in bold text. As noted above, jurisdictions that will not see increases in their minimum wage rates in 2021 (unless an increase is determined and/or announced at a later time) are not included in the chart below.

State Minimum Wage Maximum Tip Credit

Minimum Cash Wage

(Tipped Employees)

Alaska

$10.19 (current)

$10.34 (effective January 1, 2021)

Tip credit not allowed. Tip credit not allowed.
Arizona

$12.00 (current)

$12.15 (effective January 1, 2021)

Flagstaff:

$13.00 (current)

$15.00 (effective January 1, 2021)

$15.50 (effective January 1, 2022)*

*Or $2.00 above the Arizona statewide rate, whichever is higher.

$3.00 (current) (set tip credit amount)

 

Flagstaff:

$3.00 (current)

$3.00 (effective January 1, 2021)

$2.50 (effective January 1, 2022)

 

$9.00 (current)

$9.15 (effective January 1, 2021)

Flagstaff:

$10.00 (current)

$12.00 (effective January 1, 2021)

$13.00 (effective January 1, 2022)

 

Arkansas

$10.00 (current)

$11.00 (effective January 1, 2021)

$7.37 (current)

$8.37 (effective January 1, 2021)

$2.63 (current) (set cash wage amount)
California

Employers with 26 or more employees:
$13.00 (current)
$14.00 (effective January 1, 2021)
$15.00 (effective January 1, 2022)Employers with 25 or fewer employees:
$12.00 (current)
$13.00 (effective January 1, 2021)
$14.00 (effective January 1, 2022)
$15.00 (effective January 1, 2023)Los Angeles (City):
Employers with 26 or more employees:
$15.00 (current) (no change)

Employers with 25 or fewer employees:
$14.25 (current)
$15.00 (effective July 1, 2021) Los Angeles (County – unincorporated areas):
Employers with 26 or more employees:
$15.00 (current) (no change)

Employers with 25 or fewer employees:
$14.25 (current)
$15.00 (effective July 1, 2021)Oakland:
$14.14 (current)
$14.36 (effective January 1, 2021)

Pasadena:
Employers with 26 or more employees:
$15.00 (current) (no change)Employers with 25 or fewer employees:
$14.25 (current)
$15.00 (effective July 1, 2021)

San Diego:
$13.00 (current)
$14.00 (effective January 1, 2021)

San Jose:
$15.25 (current)
$15.45 (effective January 1, 2021)

Santa Monica:
Employers with 26 or more employees:
$15.00 (current) (no change)

Employers with 25 or fewer employees:
$14.25 (current)
$15.00 (effective July 1, 2021)

*Reminder: this list of California localities with published 2021 increases is not exhaustive; others may see increases in 2021 as well.

Tip credit not allowed. Tip credit not allowed.
Colorado

$12.00 (current)

$12.32 (effective January 1, 2021)

Denver:
$12.85 (current)
$14.77 (effective January 1, 2021)
$15.87 (effective January 1, 2022)

 

$3.02 (current) (no change)

Denver:
$3.02 (current) (state rate; no change)

$8.98 (current)

$9.30 (effective January 1, 2021)

Denver:
$9.83 (current)
$11.75 (effective January 1, 2021)
$12.85 (effective January 1, 2022)

Connecticut $12.00 (current)
$13.00 (effective August 1, 2021)
$14.00 (effective July 1, 2022)
$15.00 (effective June 1, 2023)
Tipped service employees other than bartenders:
$5.62 (current)
$6.62 (effective August 1, 2021)
$7.62 (effective July 1, 2022)
$8.62 (effective June 1, 2023)
Bartenders:
$3.77 (current)
$4.77 (effective August 1, 2021)
$5.77 (effective July 1, 2022)
$6.77 (effective June 1, 2023)
Tipped service employees other than bartenders:
$6.38 (current) (set cash wage amount)   Bartenders:
$8.23 (current) (set cash wage amount)
Florida $8.56 (current)
$8.65 (effective January 1, 2021) Further increases determined by ballot initiative approved 11/3/20:
$10.00 (effective September 30, 2021)
$11.00 (effective September 30, 2022)
$12.00 (effective September 30, 2023)
$13.00 (effective September 30, 2024)
$14.00 (effective September 30, 2025)
$15.00 (effective September 30, 2026) 
$3.02 (current) (no change) $5.54 (current)
$5.63 (effective January 1, 2021) Further increases determined by ballot initiative approved 11/3/20:
$6.98 (effective September 30, 2021)
$7.98 (effective September 30, 2022)
$8.98 (effective September 30, 2023)
$9.98 (effective September 30, 2024)
$10.98 (effective September 30, 2025)
$11.98 (effective September 30, 2026)
Illinois $10.00 (current)
$11.00 (effective January 1, 2021)
$12.00 (effective January 1, 2022)
$13.00 (effective January 1, 2023)
$14.00 (effective January 1, 2024)
$15.00 (effective January 1, 2025)Chicago:
Employers with 21 or more total employees:
$14.00 (current)
$15.00 (effective July 1, 2021)Employers with 4-20 total employees:
$13.50 (current)
$14.00 (effective July 1, 2021)
$14.50 (effective July 1, 2022)
$15.00 (effective July 1, 2023)
$4.00 (current)
$4.40 (effective January 1, 2021)
$4.80 (effective January 1, 2022)
$5.20 (effective January 1, 2023)
$5.60 (effective January 1, 2024)
$6.00 (effective January 1, 2025)Chicago:
Employers with 21 or more total employees:
$5.60 (current)
$6.00 (effective July 1, 2021)Employers with 4-20 total employees:
$5.40 (current)
$5.60 (effective July 1, 2021)
$5.80 (effective July 1, 2022)
$6.00 (effective July 1, 2023)
$6.00 (current)
$6.60 (effective January 1, 2021)
$7.20 (effective January 1, 2022)
$7.80 (effective January 1, 2023)
$8.40 (effective January 1, 2024)
$9.00 (effective January 1, 2025)Chicago:
Employers with 21 or more total employees:
$8.40 (current)
$9.00 (effective July 1, 2021)Employers with 4-20 total employees:
$8.10 (current)
$8.40 (effective July 1, 2021)
$8.70 (effective July 1, 2022)
$9.00 (effective July 1, 2023)
Maine

$12.00 (current)

$12.15 (effective January 1, 2021)

 

$6.00 (current)

$6.07 (effective January 1, 2021)

 

$6.00 (current)

$6.08 (effective January 1, 2021)

 

Maryland

$11.00 (current)

Employers with 15 or more employees:
$11.75 (effective January 1, 2021)
$12.50 (effective January 1, 2022)
$13.25 (effective January 1, 2023)
$14.00 (effective January 1, 2024)
$15.00 (effective January 1, 2025)

Employers with 14 or fewer employees:
$11.60 (effective January 1, 2021)
$12.20 (effective January 1, 2022)
$12.80 (effective January 1, 2023)
$13.40 (effective January 1, 2024)
$14.00 (effective January 1, 2025)
$14.60 (effective January 1, 2026)
$15.00 (effective July 1, 2026)

Montgomery County:
Employers with 51 or more employees:
$14.00 (current)
$15.00 (effective July 1, 2021)

Employers with 11 – 50 employees:
$13.25 (current)
$14.00 (effective July 1, 2021)
$14.50 (effective July 1, 2022)
$15.00 (effective July 1, 2023)

Employers with 10 or fewer employees:
$13.00 (current)
$13.50 (effective July 1, 2021)
$14.00 (effective July 1, 2022)
$14.50 (effective July 1, 2023)
$15.00 (effective July 1, 2024)

Prince George’s County:

$11.50 (current)*

*State rate will apply effective January 1, 2021.

$7.37 (current)

Employers with 15 or more employees:
$8.12 (effective January 1, 2021)

Employers with 14 or fewer employees:
$7.97 (effective January 1, 2021)

Montgomery County:
Employers with 51 or more employees:
$10.00 (current)
$11.00 (effective July 1, 2021)

Employers with 11-50 employees:
$9.25 (current)
$10.00 (effective July 1, 2021)

Employers with 10 or fewer employees:
$9.00 (current)
$9.50 (effective July 1, 2021)

 

 

 

Prince George’s County:
$7.87 (current)*

*State rate will apply effective January 1, 2021.

 

$3.63 (current) (set cash wage amount)

 

 

 

 

 

 

 

 

 

 Montgomery County:
$4.00 (current) (no change)

 

 

 

Prince George’s County:
$3.63 (current) (no change)

Massachusetts $12.75 (current)
$13.50 (effective January 1, 2021)
$14.25 (effective January 1, 2022)
$15.00 (effective January 1, 2023)
$7.80 (current)
$7.95 (effective January 1, 2021)
$8.10 (effective January 1, 2022)
$8.25 (effective January 1, 2023)
$4.95 (current)
$5.55 (effective January 1, 2021)
$6.15 (effective January 1, 2022)
$6.75 (effective January 1, 2023)

Michigan

 

*Scheduled increases are not likely to become effective on January 1, 2021. See note in introduction.

$9.65 (current)
$9.87 (effective January 1, 2021)*
$10.10 (effective January 1, 2022)
$10.33 (effective January 1, 2023)
$10.56 (effective January 1, 2024)
$10.80 (effective January 1, 2025)
$11.04 (effective January 1, 2026)
$11.29 (effective January 1, 2027)
$11.54 (effective January 1, 2028)
$11.79 (effective January 1, 2029)
$12.05 (effective January 1, 2030)
$5.98 (current)
$6.12 (effective January 1, 2021)*
$3.67 (current)
$3.75 (effective January 1, 2021)*
Minnesota

Large Employers (annual gross revenues of $500,000 or more):
$10.00 (current)
$10.08 (effective January 1, 2021)Small Employers (annual gross revenues of less than $500,000):
$8.15 (current)
$8.21 (effective January 1, 2021)Minneapolis:
Large Employers (101 or more total employees):
$13.25 (current)
$14.25 (effective July 1, 2021)
$15.00 (effective July 1, 2022)Small Employers (100 or fewer total employees):
$11.75 (current)
$12.50 (effective July 1, 2021)
$13.50 (effective July 1, 2022)St. Paul:
Macro Businesses (10,001 or more total employees) + City:
$12.50 (current)
$15.00 (effective July 1, 2022)
Adjusted annually thereafter.

Large Businesses (101 to 10,000 total employees):
$11.50 (current)
$12.50 (effective July 1, 2021)
$13.50 (effective July 1, 2022)
$15.00 (effective July 1, 2023)
Thereafter, rate will match macro businesses/City rate.

Small Businesses (6 to 100 total employees):
$10.00 (current)
$11.00 (effective July 1, 2021)
$12.00 (effective July 1, 2022)
$13.00 (effective July 1, 2023)
$14.00 (effective July 1, 2024)
$15.00 (effective July 1, 2025)
Thereafter, rate will match macro businesses/City rate.

Micro Businesses (5 or fewer employees):
$9.25 (current)
$10.00 (effective July 1, 2021)
$10.75 (effective July 1, 2022)
$11.50 (effective July 1, 2023)
$12.25 (effective July 1, 2024)
$13.25 (effective July 1, 2025)
$14.25 (effective July 1, 2026)
$15.00 (effective July 1, 2027)
Thereafter, rate will match macro businesses/City rate.

Tip credit not allowed. Tip credit not allowed.
Missouri $9.45 (current)
$10.30 (effective January 1, 2021)
$11.15 (effective January 1, 2022)
$12.00 (effective January 1, 2023) 
$4.72 (current)
$5.15 (effective January 1, 2021)
$5.57 (effective January 1, 2022)
$6.00 (effective January 1, 2023) 
$4.73 (current)
$5.15 (effective January 1, 2021)
$5.58 (effective January 1, 2022)
$6.00 (effective January 1, 2023)
Montana

$8.65 (current)

$8.75 (effective January 1, 2021)

Tip credit not allowed. Tip credit not allowed.
Nevada Employers offering qualified health insurance benefits:
$8.00 (current)
$8.75 (effective July 1, 2021)
$9.50 (effective July 1, 2022)
$10.25 (effective July 1, 2023)
$11.00 (effective July 1, 2024)Employers that do not offer qualified health insurance benefits:
$9.00 (current)
$9.75 (effective July 1, 2021)
$10.50 (effective July 1, 2022)
$11.25 (effective July 1, 2023)
$12.00 (effective July 1, 2024)
Tip credit not allowed. Tip credit not allowed.
New Jersey

Employers with 6 or more employees:

$11.00 (current)
$12.00 (effective January 1, 2021)
$13.00 (effective January 1, 2022)
$14.00 (effective January 1, 2023)
$15.00 (effective January 1, 2024)

Employers with 5 or fewer employees and seasonal employers:
$10.30 (current)
$11.10 (effective January 1, 2021)
$11.90 (effective January 1, 2022)
$12.70 (effective January 1, 2023)
$13.50 (effective January 1, 2024)
$14.30 (effective January 1, 2025)
$15.00 (effective January 1, 2026)

Employers with 6 or more employees:
$7.87 (current)$7.87 (effective January 1, 2021)
$7.87 (effective January 1, 2022)
$8.87 (effective January 1, 2023)
$9.87 (effective January 1, 2024)Employers with 5 or fewer employees and seasonal employers:
$7.17 (current)
$6.97 (effective January 1, 2021)
$6.77 (effective January 1, 2022)
$7.57 (effective January 1, 2023)
$8.37 (effective January 1, 2024)
$3.13 (current)
$4.13 (effective January 1, 2021)
$5.13 (effective January 1, 2022)$5.13 (effective January 1, 2023)
$5.13 (effective January 1, 2024) 
New Mexico

$9.00 (current)
$10.50 (effective January 1, 2021)
$11.50 (effective January 1, 2022)
$12.00 (effective January 1, 2023)Albuquerque (city):
Employers not providing healthcare and/or childcare benefits of at least $2,500:
$9.35 (current)
$10.50 (effective January 1, 2021) Employers providing healthcare and/or childcare benefits of at least $2,500 (annualized):
$8.35 (current)
$9.50 (effective January 1, 2021)* *Higher state rate of $10.50 applies effective January 1, 2021.

Bernalillo County (unincorporated area only):
$9.20 (current)
$9.35 (effective January 1, 2021)**Higher state rate of $10.50 applies effective January 1, 2021.

Santa Fe (city):
$12.10 (current)*

*March 2021 increase expected.

Santa Fe (county – unincorporated area only):
$12.10 (current)*

*March 2021 increase expected.

 

$6.65 (current)
$7.95 (effective January 1, 2021)
$8.70 (effective January 1, 2022)
$9.00 (effective January 1, 2023)Albuquerque (city):
Employers not providing healthcare and/or childcare benefits of at least $2,500:
$3.75 (current)
$4.20 (effective January 1, 2021) Employers providing healthcare and/or childcare benefits of at least $2,500 (annualized):
$2.75 (current)
$4.20 (effective January 1, 2021) (due to state minimum wage increase)

Bernalillo County (unincorporated area only):
$7.07 (current)
$7.95 (effective January 1, 2021) (due to state minimum wage and minimum cash wage increases)

Santa Fe (city):
$9.75 (current)
$9.55 (effective January 1, 2021) (due to state minimum cash wage increase)

Santa Fe (county – unincorporated area only):
$8.48 (current)

$2.35 (current)
$2.55 (effective January 1, 2021)
$2.80 (effective January 1, 2022)
$3.00 (effective January 1, 2023)Albuquerque (city):$5.60 (current)$6.30 (effective January 1, 2021)

Bernalillo County (unincorporated area only):
$2.13 (federal) (current)
$2.55 (state rate) (effective January 1, 2021)

 Santa Fe (city):
$2.35 (current)
$2.55 (state rate) (effective January 1, 2021)

Santa Fe (county – unincorporated area only):

$3.62 (current)

New York

Statewide (outside NYC and counties below):

$11.80 (current)
$12.50 (effective December 31, 2020)

Fast Food Workers (non-NYC):
$13.75 (current)
$14.50 (effective December 31, 2020)
$15.00 (effective July 1, 2021)

Nassau, Suffolk, and Westchester Counties:
$13.00 (current)
$14.00 (effective December 31, 2020)
$15.00 (effective December 31, 2021)

Hospitality Industry Only*

Statewide (outside NYC and counties below):

TIPPED SERVICE EMPLOYEES:
$1.95 (current)

$2.10 (effective December 31, 2020)

TIPPED FOOD SERVICE WORKERS:
$3.95 (current)
$4.15 (effective December 31, 2020)

Nassau, Suffolk, and Westchester Counties:
TIPPED SERVICE EMPLOYEES:
$2.15 (current)
$2.35 (effective December 31, 2020)
$2.50 (effective December 31, 2021)

TIPPED FOOD SERVICE WORKERS:
$4.35 (current)
$4.65 (effective December 31, 2020)
$5.00 (effective December 31, 2021)

*Employees must meet tip thresholds for employer to claim tip credit.

Hospitality Industry Only*

Statewide (outside NYC and counties below):

TIPPED SERVICE EMPLOYEES:
$9.85 (current)
$10.40 (effective December 31, 2020)

TIPPED FOOD SERVICE WORKERS:
$7.85 (current)
$8.35 (effective December 31, 2020)

Nassau, Suffolk, and Westchester Counties:
TIPPED SERVICE EMPLOYEES:
$10.85 (current)
$11.65 (effective December 31, 2020)
$12.50 (effective December 31, 2021)

TIPPED FOOD SERVICE WORKERS:
$8.65 (current)
$9.35 (effective December 31, 2020)
$10.00 (effective December 31, 2021)

*Employees must meet tip thresholds for employer to claim tip credit.

Ohio

$8.70 (current)

$8.80 (effective January 1, 2021)

Small Employers (annual gross receipts of less than $319,000* per year):
$7.25 (current)

*Small employer threshold increases to $323,000 effective January 1, 2021.

$4.35 (current)

$4.40 (effective January 1, 2021)

$4.35 (current)

$4.40 (effective January 1, 2021)

Oregon Standard Minimum Wage Rate:
$12.00 (current)$12.75 (effective July 1, 2021)$13.50 (effective July 1, 2022)Portland Metro Employers (i.e., employers located within the “urban growth boundary of a metropolitan service district”):
$13.25 (current)$14.00 (effective July 1, 2021)$14.75 (effective July 1, 2022)Employers in Nonurban Counties (as defined by the law):
$11.50 (current)$12.00 (effective July 1, 2021)$12.50 (effective July 1, 2022)
Tip credit not allowed. Tip credit not allowed.
South Dakota

$9.30 (current)

$9.45 (effective January 1, 2021)

$4.65 (current)

$4.72 (effective January 1, 2021)

$4.65 (current)
$4.73 (effective January 1, 2021)
Vermont

$10.96 (current)

$11.75 (effective January 1, 2021)

$12.55 (effective January 1, 2022)

$5.48 (current)

$5.87 (effective January 1, 2021)

$6.27 (effective January 1, 2022)

$5.48 (current)

$5.88 (effective January 1, 2021)

$6.28 (effective January 1, 2022)

Virginia

$7.25 (current)

$9.50 (effective May 1, 2021)

$11.00 (effective January 1, 2022)

$12.00 (effective January 1, 2023)

$13.50 (effective January 1, 2025)*

$15.00 (effective January 1, 2026)*

*If reenacted by General Assembly before July 1, 2024.

$5.12 (current)

$7.37 (effective May 1, 2021)

$2.13 (current) (no change)
Washington $13.50 (current)
$13.69 (effective January 1, 2021)Seattle:
Large Employers (more than 500 employees worldwide):
$16.39 (current)
$16.69 (effective January 1, 2021)Small Employers (500 or fewer employees worldwide) who do not contribute towards an individual employee’s medical benefits:
$15.75 (current)
$16.69 (effective January 1, 2021)Small Employers (500 or fewer employees worldwide) who do pay at least $1.69 per hour toward an individual employee’s medical benefits or in tips:
$13.50 (current)
$15.00 (effective January 1, 2021)
Tip credit not allowed. Tip credit not allowed.

© 2020, Ogletree, Deakins, Nash, Smoak & Stewart, P.C., All Rights Reserved.
For more articles on the minimum wage, visit the National Law Review Labor & Employment section.

Congress Seeks to Extend Many CARES Act Unemployment Benefits in Pandemic Relief Package

Facing a government shutdown and the expiration of many of the relief programs included in the Coronavirus Aid, Relief, and Economic Security Act (the “CARES Act”) enacted in March 2020, on December 21, 2020, Congress passed a $900 billion pandemic relief package as part of a broader $1.4 trillion government funding bill.  Along with other relief measures, the new legislation includes additional funding for unemployment benefit programs that had previously been funded in the CARES Act.

Unemployment Benefits under the CARES Act

The CARES Act expanded unemployment insurance benefits available to workers, including through the following three programs: (1) Federal Pandemic Unemployment Compensation (“FPUC”); (2) Pandemic Emergency Unemployment Compensation (“PEUC”); and (3) Pandemic Unemployment Assistance (“PUA”).  In short:

  • FPUC provided an extra $600 weekly benefit for all weeks of unemployment between April 5, 2020 and July 31, 2020, in addition to the benefit amount an individual would otherwise be entitled to receive under state law.
  • PEUC provided for an additional 13 weeks of unemployment benefits for individuals who had exhausted unemployment benefits otherwise available under state law.
  • PUA extended unemployment benefits to certain workers traditionally not eligible for unemployment benefits under state law, such as those who self-employed workers, independent contractors, or workers who have a limited work history.

These expanded benefits were all 100% federally funded under the CARES Act.  The CARES Act also provided additional funds and incentives for states to promote short-time compensation (“STC”) or work share programs, which provide employers with an alternative to layoffs.  (For more information about these programs, see our previous post, here: “CARES Act Expands Unemployment Insurance Benefits”).

The Expiration of CARES Act Funding of Unemployment Insurance Benefits

The PEUC and PUA benefit programs were slated to end on (or in many states, shortly before) December 31, which mean that these payments would soon expire without any gradual diminution or replacement benefit.

In addition, the $600 weekly supplement benefit payment under FPUC expired at the end of July.  Although the President signed into law a lesser benefit called Lost Wage Assistance earlier this year, such benefits were only available for a limited time and there has otherwise been no replacement for the weekly supplemental payments.

CARES Act Unemployment Programs under the New Bill

  • FPUC: The bill revives FPUC, but reduces the supplemental weekly benefit by half. As a result, individuals who are unemployed and receiving any unemployment benefits will now be entitled to an additional $300 in benefits for each week of unemployment between December 26, 2020 and March 14, 2021.
  • PEUC: The bill extends PEUC by providing for up to 24 weeks of additional unemployment benefits to eligible individuals who have exhausted the unemployment benefits available under state law. Before the CARES Act, many states capped their benefits at 26 weeks.  The CARES Act provided an additional 13 weeks of PEUC benefits.  With the newest extension to 24 weeks, eligible recipients in many states can now can now receive up to 50 weeks benefits between state programs and PEUC.  These extended benefits are also available through March 14, 2021.  After March 14, 2021, new PEUC claimants will not be eligible for the extra weeks of benefits, but individuals who had been receiving PEUC benefits as of March 14, 2021 will be eligible to continue to receive benefit payments through April 4, 2021.
  • PUA: As with PEUC, the bill extends PUA benefits until March 14, 2021. After March 14, 2021, new claimants will no longer be permitted to apply for PUA benefits, but eligible individuals who were receiving PUA benefits as of that date will continue to receive benefits until April 5, 2021.  Also like PEUC, the duration of PUA benefits for eligible individuals has been extended from 39 weeks (under the CARES Act) to a total of up to 50 weeks.

The bill also extends other CARES Act unemployment provisions to March 14, 2021, including benefits made available to non-profit organizations, incentives for states to waive any one-week waiting periods, and encouraging the use of state STC programs.

New Unemployment Provisions in the New Bill

  • Fraud Provisions: When the CARES Act went into effect, states were faced with processing significant numbers of claims through unemployment systems that in many cases had been underfunded for years, resulting in outdated technology, understaffed offices, and byzantine application processes. In particular, PUA presented a number of challenges because the program required a new application, was separate from any existing benefits, and was available to individuals who otherwise would not have been covered under unemployment programs.  As a result, it was widely reported that PUA benefits were not being properly processed and paid, either due to fraud or confusion on part of both the states and applicants as to who was eligible for certain benefits and how to apply.

In an apparent effort to address these issues, the new bill describes in detail the documentation required to apply for PUA benefits.  As of January 31, 2021, new applicants will have 21 days to submit documentation substantiating their employment, self-employment, or planned commencement of employment/self-employment.  Individuals already receiving PUA benefits prior to January 31, 2021 must provide documentation within 90 days of January 31.  In addition to the new documentation requirement, states now must have procedures in place to validate the identity of claimants and to ensure timely payments.  The federal government will cover costs of these procedures.

Additionally, states must have a process in place for employers to report to the state agency instances in which a former employee refuses to return to work or refuses to accept an offer of suitable work without good cause (which renders the individual ineligible for unemployment benefits).

  • Mixed Earner Unemployment Compensation: Individuals who receive at least $5,000 a year in self-employment income now will receive an additional $100 weekly benefit, in addition to the benefit amounts they otherwise would be entitled to receive from traditional employment under state law.  Previously, such individuals were not eligible for PUA benefits if they received some regular state unemployment benefits for traditional employment, and regular state law benefits did not consider self-employment in calculating the benefit amounts. The new federally-funded “mixed earner” benefit is in addition to the $300 supplemental weekly benefit under FPUC, and also expires on March 14, 2021.

Because the bill was not passed until the final week of the CARES Act programs, it is possible that the extensions and new benefits may not be implemented immediately.   If the CARES Act rollout is any indication, it is likely that there will be additional federal guidance released to address the implementation of these unemployment provisions and answer certain questions the states may have.  Employers and claimants should monitor state websites for any applicable unemployment programs and up-to-date guidance.  Additionally, we will continue to monitor these development and inform our readers of any new guidance in this area.


© 2020 Proskauer Rose LLP.
For more articles on the CARES Act, visit the National Law Review Coronavirus News section.

Work from Anywhere? Telecommuting and Tax Obligations for Employers: Practical Considerations and Tips for Human Resources and Management

As a result of the COVID-19 pandemic, there has been a sudden, widespread shift towards remote work arrangements. This shift has provided many benefits, including an increase in the employee talent pool and the ability to recruit without borders, cost savings, and a more flexible employee workday. In response, a number of employees have moved away, or plan to move away, from city centers or to a different state to find a better location in terms of cost of living and personal preference. However, this shift creates concerns for employers regarding labor and employment law compliance, tax compliance, and other business considerations when employees choose to permanently work remotely in a new location. Employers may not be aware of these considerations or even the fact that the employee has moved. It is important to understand these concerns and how they may affect the “workplace” as more businesses prepare for long-term policies on working remotely.

Labor & Employment Considerations

Wage and Hour Laws

 Different jurisdictions impose different wage and hour requirements, such as minimum wage, paid sick leave, overtime, exemptions, pay frequency, and pay statements. Multi-jurisdictional employers must understand these variations to make sure that they are complying with the various wage and hour laws in the states and localities where employees are working. For example, non-exempt employees working from home are still required to be paid based on actual hours worked, and are entitled to overtime. If an employer employs an employee who moves to a state where overtime must be paid for any work over eight hours per day instead of being paid for all hours worked over 40 in a work week, the employer would need to update its payroll system to ensure compliance.

Tracking Hours Worked

With remote work, employees’ actual hours worked can be difficult to track because of variable schedules necessitated by the competing demands of working from home. On August 24, 2020, the U.S. Department of Labor’s Wage and Hour Division (WHD) recognized this issue and published a field assistance bulletin that reminds employers of their obligation to track all hours worked by employees who are working remotely, including addressing authorized versus non-authorized hours of work, hours that the employer knows are being worked, and reminds employers that their processes and policies cannot prevent or discourage the reporting of hours worked.

Workers’ Compensation Insurance

Most employers are generally required to obtain workers’ compensation insurance in the states in which they employ workers. An injury that arises out of or in the course of employment will generally be covered by workers’ compensation insurance. This includes injuries that occur suddenly or over time as well as injuries that may occur when working remotely. For example, due to the COVID-19 pandemic, many employees are conducting business from home-office setups where they may sustain various injuries. Depending on the applicable state law, this may be deemed a work-related injury eligible for coverage under workers’ compensation insurance. An employer that does not abide by a state’s laws requiring workers’ compensation insurance may be liable for noncompliance, resulting in potential fines and penalties.

Unemployment Insurance

Similarly, employers are generally required to pay premiums for state unemployment insurance when at least one of their employees conducts business in the state. Employers must generally register for an account with the state unemployment agency within the states in which they have employees working. A failure to pay these premiums may create liability for the employer, including penalties for noncompliance.

Discrimination Laws

 As a general tenet, the federal and state employment discrimination laws in a particular state apply to employees working in that state and they apply to “workplace,” which includes remote work arrangement, online forums, etc. Employers must be prepared to comply with various local and state employment laws, keeping in mind that localities and states might include different protected characteristics in their laws. Employers also will need to be in compliance with state and federal disability discrimination laws, as employees are entitled to reasonable accommodations even when working remotely. Employers may wish to review and, if appropriate, update employee handbooks to ensure that their procedures for internal reporting are accessible and are reasonable as they relate to remote employees.

Posting Requirements

Employers may be required to display in the workplace posters that discuss employees’ employment rights, such as those granted under the federal Occupational Safety and Health Act (OSHA) or the federal Family and Medical Leave Act (FMLA), as well as under other local, state, and federal laws. If employees are working remotely, employers may be required to send out the postings by mail or email or display the postings on an employee information website, depending on the applicable law. Employers may want to consider providing a manner for employees to acknowledge receipt of the posted information to ensure they are fulfilling their obligations.

State Tax & Registration Implications

The unplanned and exponential increase in the number of remote workers due to the COVID-19 pandemic has raised state tax and registration questions for employers with employees now working in one or more states separate from the states(s) in which the employer normally conducts business. Generally speaking, the presence of an employee in a state may trigger a requirement that the employer register as an entity transacting business, establish nexus for income/franchise taxes and sales and use taxes, and require registration as an employer for purposes of state and local income tax withholding.

This analysis is further complicated by the lack of uniformity in guidance issued by state authorities. A number of state tax authorities have been noticeably silent, suggesting that pre-pandemic rules continue to apply to out-of-state employers. Even with regard to the states that have issued COVID-19 related guidance, that guidance varies, as some states provide relief (generally temporarily waiving registration and reporting issues relating to remote workers created as a result of the pandemic) while others have simply confirmed that their laws are not impacted by the pandemic. The state guidance may also draw a distinction between previously assigned remote workers and those forced to work from home due to the pandemic.

Business Registration

Employers may wish to consider whether the presence of these new remote workers creates a duty to obtain a certificate of authority in order to transact business in states in which employers previously did not have any employees or operations. Failure to comply with these rules can result in significant penalties.

Business Taxes

If an employee performs services in his/her state of residency, this may create substantial nexus between the employer and this state. As a result, employers may be obligated to pay state and local franchise, income, or other applicable business tax in such states solely as a result of their remote workers. For retailers, it would trigger a duty to collect, remit, and report state and local sales and use taxes.

Income Tax Withholding

In the majority of jurisdictions, employers attribute an employee’s wages for income tax withholding purposes to the state in which the employee performs services. These rules would require employers to register with state and local tax agencies and withhold the income taxes according to the laws of those jurisdictions. With regard to other states that utilize a “convenience of the employer” sourcing rule, employers are faced with unique and complex challenges in the current pandemic environment. Generally, in such states, wages are considered earned by a nonresident employee and are allocated to the office location the employee is assigned to, unless the employee performs work that, out of necessity and not convenience, requires the employee to perform work from another location other than their assigned office. Historically, what is considered to be at the “convenience of the employer” has been defined broadly with narrow exceptions, and it remains unclear whether alternative remote working arrangements due to the pandemic would constitute work conducted offsite for the “convenience of the employer.” This situation is further complicated by additional states (most notably Massachusetts) temporarily adopting “convenience of the employer” rules under the guise of limiting disruption to employers.

In many cases, employers are left without clear direction and have no choice other than to review state specific guidance as it applies to their remote workers, including those who may have relocated temporarily or have relocated without any advance notice to their employer. While enforcement activity may be limited at the current time, employers should consider whether states will look to enforcement of these tax rules against nonresident employers in order to balance state budgets deeply impacted by the pandemic.

Localized Compensation

Many employees who plan to work remotely on a permanent basis are moving to more affordable cities to reduce costs or for other personal reasons. Some employers have responded by adjusting pay for employees based on localized factors, including income tax rates and the cost of labor in the employee’s new location. Some of these employers have made pay adjustments based on a case-by-case basis, while others have implemented a set pay cut when an employee moves away from large city centers, such as New York or San Francisco. While companies have pointed out that it is standard practice for an employee’s location to be a factor considered in determining pay, there has been some push back by remote workers related to this decision.

Conclusion

Due to the legal risks associated with employees relocating while working remotely, employers may wish to consult with legal counsel for guidance on navigating applicable law.

Copyright © 2020 Robinson & Cole LLP. All rights reserved.
For more articles on remote working, visit the NLR Labor & Employment section.

What Were the Three Biggest Labor Law Developments In 2020?

With the year end in sight, employers are looking back on a tumultuous 2020 and preparing for more labor law changes in 2021. This year at the National Labor Relations Board (NLRB), companies saw a lot of positive change from a management perspective. Election rule changes gave employers some breathing room on the union avoidance front, and the NLRB exercised restraint in relaxing its enforcement standards against employers during the pandemic. But as the new year approaches, a union-friendly administration waits in the wings, presenting a real possibility that the positive change for employers may be coming to an end.

Employer-Friendly Election Rules

2020 saw the NLRB’s much maligned ambush election rules scrapped, in part, and replaced with employer-friendly rules. The ambush election rules had resulted in truncated campaign periods that left employers at a disadvantage. The new rules, while not without their own challenges, extend the period of time between the filing of a representation petition and the election. Employers can look forward to 2021 knowing the new rules will give them more time to combat a union organizing drive.

NLRB’s COVID-19 Response and Guidance

The NLRB’s guidance related to COVID-19 was at times slow and presented a mixed bag to employers.

On one hand, the NLRB’s election-related guidance gave Regional Directors wide discretion on how to conduct elections during the pandemic. This led to a large increase in mail-ballot elections, normally the less-preferred method of conducting elections. Ultimately, this did not change the overall union win rate, which remained around 70 percent.

On the other hand, the NLRB demonstrated a willingness to give employers leeway during the pandemic. Faced with an emergent situation without a true parallel in case precedent, employers were forced with situations where they had to make immediate unilateral changes to terms and conditions of employment, for example requiring temperature screenings or PPE, changing staffing levels, or shutting down facilities. Normally, making unilateral changes to terms and conditions of employment without first bargaining with the union will result in an unfair labor practice charge. But starting in July, the NLRB began issuing informal advice email memos instructing Regional Directors to dismiss several complaints where employers were forced to make these unilateral changes because of the emergency posed by COVID -19. The NLRB general counsel’s position was that if the unilateral change was reasonably related to the emergent pandemic, employers were justified in carrying out the change unilaterally so long as they bargained with the union within a reasonable time thereafter.

New Presidential Administration Coming in 2021

In November, employers learned that Joe Biden had been elected as the new President of the United States. Set to take office on Jan. 20, 2021, President-elect Biden described himself as “the strongest labor president you have ever had” – setting the tone for what could be big changes on the horizon. Any labor law changes supported by the new Biden administration would likely have to wait until the composition of the NLRB’s five-member Board changes. At the earliest, that would be August 2021. Further, Biden will not be able to appoint his own NLRB general counsel – the official in charge of all NLRB Regional Offices – until November 2021. While wholesale changes are not likely until late 2021 at the earliest, employers should brace for a pro-union shift, which could take the form of precedent-changing decisions, rulemaking, or even substantive pro-union legislation.

What a year – we’ll see what 2021 has in store. Stay tuned.


© 2020 BARNES & THORNBURG LLP
For more articles on labor law, visit the National Law Review Labor & Employment section.

In the News: Can Employers Require the COVID-19 Vaccine?

From when one will be available in the United States to where you may fall in the priority line, COVID-19 vaccines are dominating the news cycle right now. Unsurprisingly, a common question from employers has emerged: can we require employees to obtain a COVID-19 vaccine before returning to work?

In short, it depends

Because the EEOC has not issued guidance specific to the COVID-19 vaccine (not yet, anyway), its past guidance concerning whether an employer may require employees to get a flu vaccine is helpful. Generally, employers can require employees to receive a vaccine before returning to work, but there are a couple of caveats.

First, employees may be entitled to an exemption from a mandatory vaccination requirement, so it is important for employers to find out why an employee will not get the vaccine if asked to do so. An employee with (1) a covered disability or (2) a sincerely held religious belief, practice, or observance that prevents the employee from taking the vaccine may need to be excused from this requirement as a reasonable accommodation unless it will present undue hardship. For employers considering denying an accommodation based on undue hardship, it would be prudent to consult with your employment lawyer before doing so. Accommodation issues stemming from COVID-19, work from home, and administration of the COVID-19 vaccine are likely to continue to plague employers for the next couple of years (at least), so getting ahead of this issue is key.

Second, and practically speaking, it remains to be seen when vaccinations will start in the United States and, even then, how quickly vaccines will be commonly available for those who fall at the bottom of the priority line. In the meantime, employers should be considering whether a mandatory vaccination requirement is right for their workplace and, if so, when it will go into effect and the consequences for not complying (subject to the reasonable accommodation exemptions). What is right for each employer will depend on the workforce, the nature of the business, and many other factors.

So, what now?

With so many unknowns at this point, the best course of action is to plan ahead but remain flexible and wait to disseminate or implement any sort of policy or requirement. Take this opportunity to weigh the potential legal exposure of a mandatory vaccination requirement and consider whether a mandatory or voluntary (even if strongly encouraged) vaccination policy is appropriate based on the nature and needs of your business. Avoid a knee-jerk reaction; instead, balance workplace health and safety with employee rights and ensure those handling accommodation requests will be prepared. And if you have questions, consult your employment counsel before acting.


© 2020 Jones Walker LLP
For more articles on the COVID-19 vaccine, visit the National Law Review Coronavirus News section.

Eviction Moratoriums—A Light at the End of the Tunnel? It Depends

With increased cases of COVID 19, most industries are holding their breath as to how these cases will continue to affect their businesses.  This is especially true for residential landlords.  Since this past March there has been a mix of federal and state moratoriums restricting landlords from evicting tenants for non-payment of rent.  The most recent moratorium on residential evictions was issued by the Centers for Disease Control and Prevention (CDC).  The CDC’s order entitled “Temporary Halt in Residential Evictions to Prevent the Further Spread of COVID-19,” which took effect upon publication in the Federal Register on Sept. 4, declares a national moratorium on certain residential evictions in the name of protecting the public health. See 85 Fed.Reg. 55292 (Sept. 4, 2020).

The creation of Order established a protection for a certain category of tenants, so long as they executed a Declaration Form asserting their qualifications as a “covered person.”  Once a tenant provides the declaration, the text of the order states that a landlord shall not “evict” the tenant from residential premises. See 85 Fed.Reg. at 55296.

While the CDC Order was issued to protect tenants, the ambiguities of the CDC moratorium have left the state courts to issue a patchwork of local Administrative Orders interpreting the moratorium and putting new process in place at the Magisterial District Court and Court of Common Pleas levels.  The result?  Unequal access by landlords to challenge the truthfulness of the CDC Declaration.

A review of the 67 judicial districts reveals a handful of counties that address the CDC moratorium and how it affects current landlord-tenant procedures.  Additionally, certain counties provide remedies for landlords to challenge the truthfulness of the Declaration Form.  By certain counties allowing landlords to challenge the truthfulness of the Declaration Form, it allows the moratorium to protect those truly defined as a “covered person.”  A majority of the judicial districts however are silent as to the landlord’s ability to challenge the Declaration Form, thus leaving landlords frustrated in scenarios where the tenant may not truly be a covered person and are allowed to remain in their apartment with little to no consequence.

With the number of COVID-19 cases increasing and the lack of any additional economic stimulus packages available will the CDC Moratorium be further extended? If it is, will the state Courts address the inequitable remedies currently created amongst the local counties?  Only time will tell.


©2020 Strassburger McKenna Gutnick & Gefsky
For more articles on evictions, visit the National Law Review Real Estate section.

Off Payroll Working—April 2021 Changes for the Private Sector

What’s the new law all about?

On 6 April 2021, the delayed off-payroll working/IR35 rules take effect in the private sector, being brought in to address non-compliance with IR35 in the private sector. The new law:

  • applies when an individual provides services personally to a client/end user via a qualifying intermediary (personal service company, partnership or individual);
  • moves responsibility for determining employment status and deducting payroll taxes to the client/end user.

Do the new rules affect me?

The law affects all UK businesses that use intermediaries other than those in the small business exemption, and requires cooperation along the contingent labour supply chain.

Is “doing nothing” an option?

Not without risking a tax bill, HMRC investigation and bad press.

What must end users do to comply?

  • Use reasonable care to make employment status determination statement (SDS)/IR35 assessments for theircontractors, asking if, absent the intermediary, the nature and conditions of the work would cause the worker to be classed, for tax purposes, as an employee;
  • before first payment, provide a copy of the SDS, and rationale, to the contractor and down the supply chain;
  • implement a process for resolving employment status disputes (and appeals); respond to challenges within the 45 day time limit.

As end users, what steps should we be taking now?

The team: Who will take ownership of off payroll working compliance? Multi-disciplinary: HR, tax, procurement, legal.

Audit of contingent workforce and review of labour supply chains: Who are your contractors and how are they engaged (e.g., directly, through personal service company or umbrella)?

Assess the impact of the new regime: Carry out SDSs and analyse what impact the new regime will have. Do engagements need ending, or renegotiating? Do working practices and arrangements need to change?

Implementing compliance process going forward: How will new contractors be identified? How will working practices be monitored and how will SDSs be kept up to date?


© 2020 Vedder Price
For more articles on L&E, visit the National Law Review Labor & Employment section.

OCIE Director Instructs Advisers to Empower Chief Compliance Officers

On November 19, 2020, Peter Driscoll, director of the Office of Compliance Inspection and Examination (“OCIE”) of the Securities and Exchange Commission (“SEC”), gave a speech urging advisory firms to empower their Chief Compliance Officers (“CCOs”).  The speech, made at the SEC’s annual compliance outreach conference, accompanied OCIE’s Risk Alert, issued the same day, identifying notable deficiencies and weaknesses regarding Registered Investment Advisors (“RIAs”) CCOs and compliance departments.  Driscoll’s speech complemented the Risk Alert by outlining the fundamental requirements for CCOs:  “empowered, senior and with authority.”

Under Rule 206(4)-7 promulgated under the Investment Advisers Act of 1940, 17 C.F.R. § 270.38a-1 (the “Compliance Rule”), an RIA must adopt and implement written policies and procedures reasonably designed to prevent violation of the Advisers Act and the rules thereunder.  According to Driscoll, this cannot be done unless the RIA’s CCO is empowered to fully administer the firm’s policies and procedures and holds a position of sufficient seniority and authority to compel others to comply with those policies and procedures.  In its Risk Alert, OCIE identified common compliance deficiencies among RIAs directly stemming from an unempowered CCO, including a lack of sufficient human resources to implement policies and procedures, failure of executive management to support the CCO, and even firing the CCO for reporting suspicious behavior.  In order to address and prevent these deficiencies, Driscoll described a set baseline expectations regulators should look for, and which firms can adopt, in assessing the power and authority of the CCO and compliance function.

  • Compliance Resources: RIAs should continually reassess their budgetary needs based on their business model, size, sophistication, adviser representative population and dispersal, and provide for sufficient resources as necessary for compliance with applicable laws.  This may mean hiring additional compliance staff and upgrading information technology infrastructure, especially if the firm has grown or taken on a new business.  Compliance staff should be trained, at a minimum, to perform annual reviews, accurately complete and file advisor registration forms (Form ADV), and timely respond to OCIE requests for required books and records.

  • Responsibility of CCOs: While CCOs may have multiple responsibilities, they must be, at a minimum, knowledgeable of the Advisers Act and its mandates in order to fulfill their responsibilities as CCO.  CCOs should not only assist firms from avoiding compliance failures, but should also provide guidance on new or amended rules.

  • Authority of CCOs: Senior management should vest CCOs with ample authority and routinely interact with them.   CCOs need to understand their firm’s business and, when necessary, be brought into the business decision-making process.  CCOs should also have access to critical operational information such as trading exception reports and investment advisory agreements with key clients.  CCOs should be consulted on all matters with potential compliance implications, such as disclosures of conflicts to clients, calculation of fees, and client asset protection.

  • Position of CCOs: At a minimum, CCOs should report directly to senior management, and preferably be a part of senior management.  CCOs should not be mid-level officers or placed under the Chief Financial Officer function.

  • Security of CCOs: CCOs should have confidence that they can raise compliance issues with the backing and support of senior management without being scapegoated or terminated.

These expectations should not be read as an exhaustive checklist but as a preliminary framework for evaluating the effectiveness of a firm’s compliance function and its CCO – key elements of a firm’s ability to comply with the mandates of the Compliance Rule.  This framework can be also be used to ensure the firm’s compliance function is appropriately tailored to its size, business model, and compliance culture.


Copyright © 2020, Sheppard Mullin Richter & Hampton LLP.

Beltway Buzz: 2021 Labor and Employment Forecast

The results of the 2020 national elections are (mostly) in. Former vice president Joseph Biden is now President-elect Joseph Biden. Democrats have managed to hold the U.S. House of Representatives, but they will be working with the slimmest House majority in years. Control of the U.S. Senate is still not known at this time, though Republicans enjoy a 50–48 majority as we await two runoff elections in Georgia scheduled for January 5, 2021. If Democrats win both of those races, they will seize control of the upper chamber, as the vice president (who under the Constitution of the United States also serves as president of the Senate) can provide a tie-breaking vote in the event of a 50–50 deadlock. Any other outcome in Georgia will tilt the Senate balance in favor of Senator Mitch McConnell (R-KY) and the Republicans.

While the results of the congressional elections may put a damper on a robust Democratic legislative reform agenda, the Biden presidency will still bring a dramatic shift to the federal labor and employment policy landscape. The 180-degree turn in regulatory employment policy priorities that will likely result will undoubtedly create uncertainty for employers, which are already dealing with a pandemic and an unstable economy. Set forth below are the major labor and employment policy changes to anticipate for 2021.

I. Executive Actions

The quickest and easiest way for newly sworn-in President Joe Biden to initiate policy changes will be by rescinding certain executive orders issued by then former president Donald Trump and issuing his own executive orders. Revoking myriad Trump executive actions relating to immigration will top the list, including those relating to refugees and asylees, certain COVID-19–related travel restrictions, and the ban on certain nonimmigrant visas (Presidential Proclamation 10052 of June 22, 2020). In turn, Biden is likely to reinstitute the Deferred Action for Childhood Arrivals (DACA) program, as well as the temporary protected status of certain eligible nationals.

In the employment law space, Biden is expected to revoke President Trump’s Executive Order on Combating Race and Sex Stereotyping, which is opposed by civil rights groups and members of the business community. It is very possible Biden may follow this action with a proactive requirement on federal contractors to require diversity and inclusion or implicit bias training and programs. Additionally, Biden may also attempt to resuscitate a version of former president Barack Obama’s Fair Pay and Safe Workplaces executive order.

II. Congress: A More Modest Agenda

Leading up the election, there was much speculation regarding whether the Democrats would abandon the legislative filibuster in the event that they took control of the Senate. Such a move would allow senators to pass legislation with a simple majority vote (51 votes), rather than the 60-vote threshold that is currently required. Eliminating the filibuster would be a monumental and historic change to the way bills are drafted and passed in Congress. In this scenario, a Senate without the filibuster would enable Democrats to expand the number of seats on the Supreme Court of the United States and to pass legislation dealing with the COVID-19 crisis, voting rights, gun control, climate action, LGBTQ rights, and more.

The elections and political aftermath, however, have created a situation in which the filibuster will more than likely survive. At best, the Democrats would have 50 senators in 2021. A tiebreaking vote by a Vice President Kamala Harris would, therefore, appear to give the Democrats the necessary votes to scrap the filibuster, but Senator Joe Manchin (D-WV) has already stated that he will not vote to eliminate the filibuster, and others in the Senate Democratic Caucus have expressed similar concerns. Thus, with the filibuster likely remaining intact, Republicans will be better able to thwart the Democrats’ legislative efforts, even if the Democrats win both Senate races in Georgia. Similarly, if Republicans prevail in one or both of the Georgia races, Senate Democrats will be able to filibuster Republican bills. (The White House and House of Representatives would also obviously work as a check on the Senate.)

A. Potential Employment-Related Legislation

Of course, this is not to say that the chances of employment-related legislation being enacted are nil. If the political winds blow in just the right way, there is a possibility that one or some of the following bills could be enacted into law.

COVID-19/Economic Relief. As cases of COVID-19 continue to surge and state governments consider reinstituting more lockdown restrictions, there will be continued pressure on Congress to pass an economic stimulus package. Republicans and Democrats are in agreement about the need for funding to combat the virus (e.g., money for vaccines, testing, etc.), assist schools and childcare providers, and provide for a certain amount of expanded unemployment insurance. Like everything else in Congress, however, the devil is in the details regarding particular issues. More polarizing are the Republicans’ demand for liability protections from COVID-19–related lawsuits, as well as the Democrats’ demand for language requiring the Occupational Safety and Health Administration (OSHA) to develop a COVID-19–specific emergency temporary standard. It is unclear whether either side is willing to compromise on these issues.

Pregnancy Accommodation. The proposed Pregnant Workers Fairness Act (H.R. 2694) would clarify protections for pregnant workers under federal discrimination laws and would require employers to provide reasonable accommodation—such as more frequent restroom or water breaks—to those employees. The bill passed the House of Representatives in September 2020 by a vote of 329–73 (including 103 Republicans) and enjoys the support of the business community.

Paid Leave. The political debate surrounding federal paid family/sick leave legislation has evolved dramatically over the last several years. While Democrats have long supported such legislation, Republicans have only recently started to come on board with the concept (though they still have concerns about cost, scope, the need for preemption, etc.). Three recent developments have pushed the debate forward: (1) the increasing patchwork of state and local paid leave law requirements, (2) the new paid family leave benefit for federal government employees beginning in 2021, and (3) the paid family and sick leave provisions of the Families First Coronavirus Response Act (FFCRA) that provided a glimpse of a national requirement. Legislation in 2021 will remain a challenge, but the parties are inching—perhaps incrementally—closer.

Multiemployer Pension FixIt is getting harder and harder for legislators to keep kicking the can down the road with respect to the multiemployer pension crisis. Accordingly, there is some bipartisanship on this matter in that there is recognition by both parties of the problem. Some combination of premium increases and loans is the compromise position. There could be some action on this issue during the lame-duck session of Congress following the elections, but it could also slip to 2021.

ImmigrationOn July 10, 2019, the House of Representatives passed the Fairness for High-Skilled Immigrants Act of 2019 (H.R. 1044) by an overwhelming vote of 365–65. The bill would eliminate the 7 percent per-country cap for employment-based immigrant visas. Proponents of the bill have so far been unsuccessful in passing the bill in the Senate via unanimous consent.

B. Employment-Related Activity in the U.S. House of Representatives

Though their majority will be slim, House Democrats will likely reintroduce and seek to advance multiple employment-related bills in 2021. In response, Republicans and the business community will try to peel off a number of Democrats to spoil any potential floor votes. Expect action on the following issues:

COVID-19/Economic Relief. If negotiations break down on a bipartisan economic stimulus, Democrats in the House will likely proceed on their own and move on the Health and Economic Recovery Omnibus Emergency Solutions (HEROES) Act, which passed the House of Representatives twice in 2020. Among other provisions, the HEROES Act would:

  • extend Pandemic Unemployment Assistance (for those workers who do not traditionally qualify for unemployment insurance (UI), such as independent contractors); Pandemic Extended Unemployment Compensation (providing an additional 13 weeks of benefits); and the Federal Pandemic Unemployment Compensation (FPUC) program, which provides displaced workers with $600 per week on top of their weekly UI benefits;
  • require OSHA to issue an emergency temporary standard for certain at-risk industries; and
  • extend the FFCRA emergency family and sick leave provisions for the remainder of 2021 and apply them to all employers, regardless of size.

Protecting the Right to Organize (Pro) Act. The Protecting the Right to Organize Act passed the House of Representatives in early 2020. It will be the top labor policy priority for congressional Democrats. The bill would:

  • codify Browning-Ferris Industries (joint employer);
  • codify Specialty Healthcare (gerrymandered units);
  • codify Purple Communications (email access);
  • codify the 2014 “ambush” election rules;
  • codify the 2016 “persuader regulation”;
  • prohibit right-to-work laws;
  • provide for “stealth” card check;
  • codify California’s controversial AB 5 on independent contractors into the National Labor Relations Act (NLRA);
  • provide a private cause of action for unfair labor practices (ULPs);
  • restore and codify the Board’s failed “notice posting” requirement;
  • allow for new civil penalties, including liquidated damages;
  • require binding arbitration for first contracts;
  • overturn the Supreme Court of the United States’ decision in Epic Systems, effectively prohibiting employment arbitration agreements;
  • prohibit employers from permanently replacing strikers; and
  • allow for secondary boycotts.

Worker Flexibility and Small Business Protection ActIntroduced in Congress in September 2020, this bill has not yet gone through the legislative vetting that the PRO Act has. But the bill could quickly draw the attention of congressional Democrats, as it dramatically amends federal employment laws, with a particular focus on independent contractors and temporary workers. The bill would:

  • codify California’s “ABC test” for independent contractors as part of most federal labor and employment laws;
  • greatly expand joint-employer tests throughout labor and employment laws, and extend liability to certain owners, officers, and shareholders;
  • create a “standalone violation” for incorrectly classifying a worker as an independent contractor, rather than an employee;
  • set unique wage and hour standards for certain “transportation and network dispatching workers”;
  • require temporary employees to be paid the same as “direct” employees and require that temporary employees be converted to “direct” employees after one year of service;
  • amend the Fair Labor Standards Act (FLSA) to include a “private attorneys general” provision;
  • require an employer with 100 or more employees to file with the U.S. Department of Labor (DOL) a “supply chain responsibility plan” describing its processes for ensuring that its suppliers and vendors do not violate labor and employment laws in the United States and abroad; and
  • require an employer to publicly post on its website and main entryways its labor and employment law compliance record and “rating” over the last three years, including through the use of emojis.

Paycheck Fairness ActAmong other provisions, the Paycheck Fairness Act would amend the Equal Pay Act of 1963 by replacing the “factor other than sex” defense with a “bona fide factor” defense that must be “job-related” and “consistent with business necessity”; would provide for uncapped compensatory and punitive damages; would require the Equal Employment Opportunity Commission (EEOC) and the Office of Federal Contract Compliance Programs (OFCCP) to develop mechanisms for the collection of employee compensation data from employers; and would enact prohibitions on the use of, or inquiry into, applicants’ pay history.

ImmigrationThe last time Democrats controlled the Senate they passed bipartisan comprehensive immigration reform. Biden has vowed to take another crack at this and promises that he will “commit significant political capital to finally deliver legislative immigration reform.” It is also possible that Democrats will focus on targeted relief measures for Dreamers and/or temporary protected status (TPS) recipients.

Raising the Minimum Wage. The House passed the Raise the Wage Act in 2019. The bill would gradually increase the federal minimum wage over a six-year period to $15 per hour. The bill also indexes the minimum wage to inflation and would phase out the separate minimum wage for tipped employees. While a long shot—especially if the COVID-19 pandemic continues and the economy remains on shaky grounds—it is possible that Senate Republicans would be willing to cut a deal if the terms and legislative package were right.

III. U.S. Department of Labor

A. Who Will Be in Charge?

There is a saying in Washington, D.C., that “personnel is policy.” Whomever Biden nominates to run the various labor and employment related agencies will have an enormous influence on federal labor and employment policy. Democrats may have learned a lesson from former president Obama’s appointment of Congresswoman Hilda Solis to helm the DOL during his first term. Solis did not come into the job with much labor and employment experience and did not advance Democrats’ agenda as quickly as they would have liked. Indeed, the DOL’s regulatory machine really did not hit its stride until former president Obama’s second term, when Thomas Perez became secretary of labor. Thus, look for Biden to appoint a secretary of labor who is aggressive, savvy, and experienced.

The process of taking over functions at the DOL has already begun. Biden announced his “agency review teams” to begin evaluating agency operations in anticipation of the shift in executive power in January 2021. The labor review team (overseeing the DOL, the National Labor Relations Board, and the EEOC, among other agencies) includes many familiar faces from the Obama administration. Individuals such as Jenny Yang (former EEOC chair), Seth Harris (former DOL deputy secretary and acting secretary of labor), and Patricia Smith (former DOL solicitor) will likely join others from organized labor, academia, and progressive think tanks in beginning the initial overhaul of the DOL. This group will likely influence the selection of Biden’s DOL nominees and may even be candidates themselves.

Expect the DOL of the Biden administration to be aggressive from the start, in terms of both regulatory actions and enforcement proceedings. Clawing back some of the initiatives of the DOL of the Trump administration will, of course, be a priority. But beyond that, expect this DOL to go on the offensive with an agenda that is even more progressive than that of the Obama administration’s DOL.

B. Occupational Safety and Health Administration

The ongoing COVID-19 pandemic has thrust OSHA into the spotlight, and workplace safety will likely be the priority of the Biden DOL. First and foremost, this likely means quickly putting forward a nominee to be assistant secretary of labor for occupational safety and health. Additionally, expect OSHA to begin developing a COVID-19–specific emergency temporary standard right away. Enforcement is likely to tick up, too, especially with regard to COVID-19–related complaints. Finally, while it was not abandoned entirely by the current OSHA, a Biden OSHA can be expected to return to a much more aggressive “regulation by shaming” campaign through the use of conclusory press releases.

C. Wage and Hour Division

In addition to an aggressive enforcement strategy, the Wage and Hour Division (WHD) of the DOL will undoubtedly pursue a robust regulatory agenda that could potentially be described as “repeal and replace.” The agenda will likely include the following initiatives:

  • Joint EmployerThe Trump DOL’s joint-employer regulation under the Fair Labor Standards Act has been enjoined by a federal court. Whatever the legal status of the regulation, a Biden DOL is expected to “repeal and replace” the rule with a broader and more amorphous joint-employer standard.
  • Independent ContractorSimilarly, if the Trump administration finalizes an independent contractor regulation, it will quickly be targeted for reversal. Senate Democrats may try to repeal it by using the Congressional Review Act (though they are unlikely to have the votes and doing so would severely limit Democrats’ ability to promulgate their own version of an independent contractor regulation). If Congress does not act, the incoming administration will rescind the regulation via rulemaking. The Biden DOL may then proceed to issue its own version of an independent contractor standard, but the controversy surrounding AB 5 in California may give them pause.
  • OvertimeA federal court ruling in late 2016 blocked the enactment of the Obama administration’s overtime rule. Although the Trump DOL finalized its own overtime rule in September 2019 that increased the salary basis threshold, the level probably will not satisfy a Biden DOL, which most likely will want it to be at $47,000 or higher and may also look to make changes to the duties test.
  • Opinion LettersOpinion letters offer a way for stakeholders to seek assistance from the DOL when confronted with difficult questions as to the application of federal wage and hour law. In 2010, the Obama administration ended the opinion letter process in favor of sweeping Administrator’s Interpretations. The opinion letter program was reinstated in the current administration, but may be jettisoned in a Biden DOL.
  • PAID Program. A Biden WHD can be expected to do away with the Payroll Audit Independent Determination (PAID) program that encourages employers to self-report wage and hour violations.

D. Office of Federal Contract Compliance Programs

In 2019, OFCCP hauled in a record-breaking $40 million plus in legal settlements with federal contractors. That figure does not tell the whole story of the OFCCP in the Trump administration, but is indicative of an aggressive enforcement philosophy that carried over from the Obama administration (despite welcome efforts towards compliance assistance and transparency). Expect a Biden OFCCP to push this enforcement posture even further, particularly when it comes to alleged compensation discrimination (though whoever is running OFCCP in 2021 will have to work around a 2020 high profile ruling against OFCCP that calls into question the agency’s statistical analyses).

Additionally, OFCCP will likely pursue the following changes:

  • Roll back policies and processes established pursuant to President Trump’s Executive Order on Combating Race and Sex Stereotyping.
  • Implement affirmative diversity and inclusion obligations pursuant to a potential executive order.
  • Rescind any regulation relating to religious organizations with federal contracts.
  • Restart the 2014 compensation data collection tool proposal. This regulation never got off the ground and was overtaken by the 2016 wage and hour data collection changes to the EEO-1 form. In part because the EEOC will have a Republican majority through at least mid-2022, OFCCP may seek to revive this proposal.

IV. National Labor Relations Board

Republicans will maintain a majority at the NLRB at least into the summer of 2021, though Democratic member Lauren McFerran will assuredly be named chair in early 2021. She could look to slow down the issuance of case decisions, and especially rulemakings, until reinforcements arrive. Of course, if Republicans retain a majority in the Senate, Majority Leader Mitch McConnell will have a say in who gets confirmed to the Board and when.

Once Democrats gain a majority on the Board, it will come as no surprise that they may seek to roll back current Board policies and return to policies that favor unions. Assuming that Congress fails to enact the PRO Act, a Board with Democrats in the majority may attempt to enact the legislation administratively, where possible. Other action items for a Democrat-controlled NLRB include:

  • Joint Employer. In February 2020, the Board issued a final rule that reestablished the direct and immediate control standard that existed for decades prior to the 2015 Browning-Ferris Industries (BFI) A new Board can be expected to undo this rule and issue its own rule that cements BFI via regulation.
  • Election ProceduresA new Board may look to restore all elements of the “ambush” election rules that went into effect in 2015 but which were amended in 2019.
  • Employee Choice RegulationsA new Board will reverse 2020 final rule changes to the Board’s standards on blocking charges, voluntary recognition, and Section 9(a) bargaining relationships in the construction industry.
  • Other ChangesOver time, expect a Board dominated by Democrats to address the following issues via case law or regulation:
    • Fractured bargaining units (Specialty Healthcare)
    • Employee use of email (Purple Communications)
    • Independent contractors
    • Graduate students
    • Contract bar
    • Secondary activity
    • Employee discipline
    • Dues checkoff
    • Arbitration deferral

V. Equal Employment Opportunity Commission

Recent appointments to the EEOC will give the Commission a Republican majority through at least mid-2022. Further, Republican-appointed general counsel, Sharon Fast Gustafson, will remain in office until 2023. But as with his likely selection of an NLRB chair, Biden can be expected to name a Democratic commissioner (likely Charlotte Burrows) as the chair. In this scenario, Burrows will control the agenda, meaning that the EEOC will try to finalize a conciliation regulation prior to January 20, 2021. Further, the odd dynamic of having a chair who is in the minority will undoubtedly influence, and likely delay, the Commission’s position on a pending National Academy of Sciences analysis of EEO-1 pay and hours worked data, as well as the development of a rule on employer-sponsored wellness programs.

Of course, in Democratic hands, the Commission can be expected to explore ways to collect compensation data from employers. Additionally, a Commission with Democrats in the majority could revoke a September 2020 opinion letter clarifying EEOC’s interpretation and enforcement of “pattern or practice” litigation under § 707(a) of Title VII of the Civil Rights Act of 1964. The letter confirms that when pursuing § 707 pattern-or-practice cases, the EEOC must follow the same administrative prerequisites as when pursuing § 706 cases on behalf of individual employees, such as the requirement of an underlying charge of discrimination and engaging in conciliation.

VI. Immigration

Chances are that a Biden presidency will be friendlier to business immigration needs than the current administration, but this does not mean that there won’t be any challenges for employers that supplement their work forces with high-skilled foreign labor. Biden has a populist/protectionist streak and his campaign website states the following:

Biden will work with Congress to first reform temporary visas to establish a wage-based allocation process and establish enforcement mechanisms to ensure they are aligned with the labor market and not used to undermine wages. Then, Biden will support expanding the number of high-skilled visas and eliminating the limits on employment-based visas by country, which create unacceptably long backlogs.

Thus, employers should not expect all scrutiny of the high-skilled nonimmigrant visa programs to disappear with a Biden victory. That being said, expect a Biden administration to:

  • restore DACA and TPS programs;
  • reaffirm the rule allowing employment authorization for certain H-4 spouses of H-1B nonimmigrants;
  • rescind (or not defend) the U.S. Department of Homeland Security’s rule on Strengthening the H-1B Nonimmigrant Visa Classification Program and accompanying DOL wage rule;
  • rescind the Inadmissibility on Public Charge Grounds final rule;
  • evaluate and possibly rescind current travel bans, although the COVID-19 travel bans may take time to rescind as the situation evolves;
  • rescind the proposed “duration of status” rule for nonimmigrant academic students, exchange visitors, and representatives of foreign information media; and
  • rescind the proposed rule on the collection and use of biometric data in the enforcement and administration of immigration laws.

© 2020, Ogletree, Deakins, Nash, Smoak & Stewart, P.C., All Rights Reserved.
For more articles on labor law, visit the National Law Review Labor & Employment section.