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FMLA Guidelines

We’ll assist you in tracking and managing intermittent FMLA leave … fighting FMLA fraud and FMLA abuse … and managing FMLA in general.

Beyond mastering FMLA regulations on intermittent leave, we’ll share FMLA guidelines on how to curb FMLA abuse, and dramatically improve your overall FMLA compliance.

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Some employees believe that applying for or taking FMLA leave insulates them from legitimate punishment. They think, “You can’t discipline me because I just took FMLA leave; that would be retaliation.” That just isn’t true.

Short staffing makes management difficult. When an employee is out on medical leave, others have to pick up the slack. Still, remind supervisors that they can’t push employees who are out on FMLA leave to perform work while on leave. They also can’t ask employees to return early from FMLA leave. Either one is just asking for legal trouble.
An employee handbook can be the foundation of employee performance and a shield against lawsuits, or it can be a ticking time bomb that confuses employees and strips away your legal ...

It might feel uncomfortable to try to help an employee who might be a victim of domestic violence. But you could be saving lives if you encourage supervisors and co-workers to do so. A proactive decision to provide support to domestic-violence victims not only protects them—it also protects companies’ bottom lines.

Many employers think expectant ­mothers can take FMLA leave only for childbirth and baby bonding. They don’t realize that any medical appointments and pregnancy-related illnesses are also eligible for FMLA leave.

Some employees think that once they are approved for FMLA leave, they don’t have to follow the same rules as other employees when they’re away from work. That’s not necessarily true. In fact, employers are free to create call-in policies that require employees who are going to be absent to phone daily—and they can include employees on FMLA leave in that policy.

Some employees are so angry about perceived supervisor discrimination and harassment that they want the offending boss to suffer personally. They’ll often try to sue their supervisors directly. Fortunately, that doesn’t work for Title VII discrimination lawsuits.

Employees who are terminated often look for some underlying, illegal reason and sue. Smart employers focus on documenting clear rule violations that justify termination decisions.
The former acting head of Franklin County’s emergency management agency has filed federal sex discrimination and hostile work environment charges against the county, alleging her working conditions were so severe she developed a serious health condition that required medical leave.
Some managers worry needlessly that any step they take after an employee complains about harassment will mean a lawsuit. But as long as you can support your disciplinary act with a good reason—and you keep good records showing how you made the decision—chances are good a court will dismiss the suit.
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