Category: Employment Law

Employee Drug Addiction & Alcoholism

Employee Drug Addiction and Alcoholism in New York

There are rising costs associated with employee substance abuse across all organizations. It can lead to serious safety issues, disruption of operations, more leave time, and lower productivity. It can also lead to greater use of healthcare and management resources. Nonetheless, employers cannot take adverse employment action against employees based on drug addiction or alcoholism. But employers can discipline these employees for misconduct involving alcohol or drug use.

Americans with Disabilities Act

Alcoholism can be a disability under the Americans with Disabilities Act (ADA). Under the ADA, the burden is on the employee to prove they have a current or past addiction to alcohol and their addiction “substantially limits one or more major life activities.”

Drug addiction can also qualify as a disability. To receive ADA protection, an employee must prove they previously had a drug addiction and they are currently in treatment, have completed treatment, or have recovered without treatment. The employee must also demonstrate their addiction limits a major life activity or they are regarded as a drug addict. The ADA also protects employees who are incorrectly assumed to be drug addicts from discrimination upon that assumption.

Major life activities include working and caring for oneself. If the ADA applies to an employee, their employer must provide, upon the employee’s request, a reasonable accommodation to help the employee perform their work. Allowing an employee to take leave to attend a rehabilitation program may be a reasonable accommodation. However, drinking on the job is not. And these addictions do not excuse an inability to perform the essential functions of the job. Both alcoholics and employees with drug addictions must be able to perform the essential functions of their position with or without a reasonable accommodation.

New York State Human Rights Law

Drug addiction and alcoholism are also disabilities under the NYS Human Rights Law. The law is similar to the ADA in that recovering and recovered alcoholics and drug users receive protection.  However, the Human Rights Law does not require that drug addiction or alcoholism “substantially limits a major life activity.” Like the ADA, employees qualifying as disabled under the Human Rights Law based on drug addiction or alcoholism may seek reasonable accommodations from their employers.

When an Employer Can Discipline

Under New York law, employers cannot discipline for employees’ legal use of consumable products (such as tobacco or alcohol) outside of work hours when the employee is not in the workplace and not using the employer’s equipment. Yet, employers can discipline employees when they arrive at work under the influence or use drugs or alcohol while working.

The ADA distinguishes between addictions and the conduct resulting from these addictions. Although an employer cannot discipline an employee for the status of being an addict, an employer can discipline for behavior arising from addiction. If an employer disciplines an employee for a result of their addiction, such as arriving late to work, the employer must discipline the employee at the same level as they would discipline other employees for the same offense.

Both the Equal Employment Opportunity Commission (EEOC) and the New York State Division of Human Rights allow that employers may discipline employees for current illegal drug use, even while off duty. Although the term “current user” is not well defined, the EEOC defines it to mean that the employee used illegal drugs “recently enough” for an employer to reasonably believe that the drug use is an ongoing issue. Employers may drug test employees to determine recent use.

Although not required, the EEOC encourages employers to enter into “last chance” agreements with an employee whose addiction has deteriorated their job performance. Under these agreements, the employer might allow the employee to take leave for a rehabilitation program upon condition that the employee has an acceptable performance level and attendance rate upon their return. If the employee fails to meet their end of the agreement or refuses to sign the contract, the employer may terminate their employment.

Addressing Employee Drug Addiction and Alcoholism

As a general rule, employers should not ask employees about their past drug or alcohol use. Exceptions may apply if drug addiction or alcoholism create problems at work. However, employers must remember that drug addiction and alcoholism themselves are disabilities and may afford the employees some protections.

Current use of illegal drugs typically constitutes a valid basis for discipline. However, alcohol consumption, especially outside of work, is harder to regulate. But when alcoholism affects an employee’s attendance, productivity, or behavior at work, employers may take appropriate action.

EEOC Task Force Sexual Harassment

EEOC Task Force Addresses Sexual Harassment  

In the midst of the #MeToo and #TimesUp movements, the U.S. Equal Employment Opportunity Commission (EEOC) announced in a June 14, 2018 press release that it had recently filed several harassment lawsuits against employers throughout the county. The EEOC stated these lawsuits “should reinforce to employers that harassment – on all bases – is a violation of federal law”. The seven lawsuits referenced in the press release were all filed within two days of a meeting of an EEOC task force on harassment in the workplace.  The meeting, entitled “Transforming #MeToo into Harassment-Free Workplaces: A Reconvening of the EEOC’s Select Task Force on the Study of Harassment in the Workplace,” took place on June 11, 2018.

Sexual Harassment Litigation

The EEOC lawsuits include allegations against a marine dealership for racial and sexual harassment from supervisors toward the welders they supervised. The EEOC also sued a trucking company for allowing an independent contractor trucker to sexually harass and threaten a female employee while they drove together. The majority of the lawsuits involve offensive sexual comments, unwelcome touching, and derogatory racial terms.  The overall trends of these lawsuits include actions of supervisors toward employees and how the sexual harassment tends to occur in isolated areas of the workplace. The cases emphasize the failure of employers to prevent or address this inappropriate conduct and the allowance of retaliation against those who report this conduct.

The EEOC regularly sues employers for violations of federal employment discrimination laws. However, the agency’s group announcement of the cases in connection with the meeting of the harassment task force is notable. This action should remind employers that the federal government can prosecute businesses who allow harassment to occur in their workplaces. Employees may separately sue their employers under the same and other laws.

EEOC Task Force on Study of Harassment in the Workplace

EEOC Commissioners Chai R. Feldblum and Victoria A. Lipnic chair this task force. It also consists of academics, attorneys, employer and employee advocacy groups, and unions. The task force reconvened on June 11, 2018, with a focus on sexual harassment.

The EEOC task force encourages employers to avoid becoming a defendant in an EEOC (or employee) lawsuit. In June 2016, the EEOC task force reported on the causes, effects, and methods of preventing harassment in the workplace. The report detailed seven main findings:

  1. Workplace harassment continues to be a problem. In 2015, about one-third of EEOC charges involved a form of workplace harassment.
  2. Workplace harassment is consistently unreported. Victims of harassment often don’t report because of fear of retaliation or inaction in response to their complaints.
  3. There is a compelling business case for addressing harassment and preventing further harassment. This includes direct costs, such as legal fees, along with its damaging effect on all workers, which results in lower productivity, higher turnover, and reputational harm.
  4. Leadership and accountability are necessary. Workplace culture has a significant effect on the existence of harassment. Leadership must communicate its commitment toward addressing and preventing harassment.
  5. Workplace training needs to change. Training is most effective when it is tailored to a specific workplace and includes relevant examples of unacceptable behavior.
  6. New approaches to training must be explored. Studies on bystander intervention training and workplace civility training have shown promising results.
  7. Harassment in the workplace won’t stop on its own- it’s on us. Harassment will only stop once everyone at the workplace has a shared sense of responsibility for stopping and preventing harassment.

EEOC Sexual Harassment Statistics

The June 11 meeting highlights the EEOC’s focus on addressing sexual harassment. Although it is just one form of unlawful workplace harassment, sexual harassment has served as an impetus for awareness over the past year. In 2017, the EEOC received 6,696 charges concerning sexual harassment. From these, the EEOC obtained $46.3 million on behalf of employees sexually harassed at work. To avoid joining these statistics, employers must implement effective anti-harassment policies and complaint procedures after analyzing the risk factors of their specific workplace. Then they must take all allegations of harassment seriously. This includes conducting a prompt investigation, taking appropriate remedial action, and preventing retaliation.

Employment Law Checkup

Quick Employment Law Checkup

If you have employees, you’re subject to an array of laws governing the workplace. Going from zero to even just one employee is a huge step. After that, the more employees you have, the more laws apply. And more employees and laws bring along increased risks of noncompliance. To tackle these issues, companies would ideally hire robust human resources departments and employment lawyers. But, that’s not practical for every business in every situation. So, in case you need somewhere to start, you can use this to conduct your own basic employment law checkup.

1. Are you paying workers enough?

I mean legally. Presumably, you’re paying them enough to work for you. And whether you pay enough to retain employees is another subject altogether. But I’m talking about minimum wage and overtime here.

With just one employee in the U.S., virtually all employers become subject to minimum wage and overtime laws. What laws apply to you and your employees? Are employees exempt from overtime? The exemptions are trickier than many understand, so double check this.

2. Are you paying payroll taxes?

For most employers, this is a no-brainer. Taxes are a way of life. But some employers try to avoid these obligations by either paying employees “under the table” or treating them as independent contractors. The first practice is simply illegal. The latter is more complicated.

Genuine independent contractors are responsible for their own taxes (and don’t have to receive minimum wage or overtime). But you can’t just avoid dealing with legal requirements by calling someone an independent contractor. The exact requirements vary, but generally, if a person is working only or primarily for you, they are probably your employee. Especially if they are performing tasks in line with your primary business. For example, a graphic designer “hired” for a one-off project creating a new company logo may be an independent contractor. But a graphic design company hiring the same person to create designs periodically for its customers looks more like an employment relationship.

3. Do you have an anti-harassment policy?

Various state and federal laws prohibit employment discrimination for all but the smallest employers. Even if you’re not subject to these laws, you can’t afford to tolerate workplace harassment. As a starting point, you should have a written anti-harassment policy that advises employees of prohibited behavior and provides a mechanism to report violations. Again, this is a bare minimum. So, after you institute or update your policy, consider providing training to employees. And, of course, take all complaints seriously and investigate promptly.

4. What do your personnel files look like?

If legal issues arise, the employee’s personnel file will come under scrutiny, so don’t be careless. Whether physical or electronic, you should have separate files for each employee. These should contain the “new hire” paperwork such as offer letters, I-9s, and tax withholding forms. They also include employee benefit documents, such as for insurance and retirement plans, if applicable. They would also include any formal disciplinary records. And if you receive medical information about an employee, that must go in a separate file.

5. How do you handle employee medical issues?

If you do have medical information, you’ve probably had to deal with employee medical issues. These can touch on a surprising number of employment laws. I regularly advise clients about single employee medical situations that potentially implicate 6-7 laws. For example, you may have to make reasonable accommodations to an employee with a disability. This might include time off, even if you don’t have a sick leave policy.

6. Will your employees go union?

Most employees have the right to join unions. As an employer, it’s not your choice. But that doesn’t mean your fate is sealed. Getting the above issues right, treating employees well, and listening to them will often keep unions out. But if your employees do unionize, then you’ll be playing by a new set of rules. You’ll have to negotiate with the union over many issues. You will enter the world of potential grievances and arbitrations. And employees will likely receive “just cause” job protection. Make sure you understand how this world works before you find yourself in it. (There are geographic and industry-based factors affecting the likelihood that your workforce will unionize, but it’s at least a possibility in nearly every company.)

Beyond this Employment Law Checkup

I’m only providing this quick employment law checkup as a starting point. I want employers to get these issues right. But that’s not always an easy task. Plus, there are many more employment laws beyond the subjects addressed here. The laws are complex. Often there are extensive regulations. Minor nuances can entirely change an employer’s responsibilities.

 

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