If you find yourself mired in FMLA abuse, take comfort in this real-life husband and wife leave escapade.
Location: Taipai, China, which maintains a law in which eight days of paid leave is provided to newlyweds. How nice.
Johnny worked for a bank in Taiwan, and was set to wed his lovely fiancée, Susie. According to the New York Times, the twosome first married on April 6, 2020, which unlocked eight days of paid leave for Johnny. They divorced ten days later.
With an apparent change of heart, however, they got hitched a second time just a day later, on April 17, but decided marriage wasn’t for them. At least for the moment. They filed for a second divorce on April 28.
They repeated this song and dance two more times — marrying on April 29 and divorcing for the third time on May 11.
The fickle couple then wed for the fourth time on May 12. This time, the marriage apparently stuck. Good for them.
The on-again, off-again couple engaged in this ruse in an attempt to milk 32 days of paid leave (4 marriages x 8 paid leave days) for Johnny. Johnny even persuaded the local Labor Department to go along with the scheme, as the agency initially fined the employer the equivalent of $20,000 for denying the paid leave to the employee. It took a highly public hue and cry before the head of the labor department overturned the fine.
“I’m stunned,” commented the mayor of the local town in which Johnny and Susie lived.
Apparently, the good mayor wasn’t familiar with FMLA leave abuse over in the good ‘ol US of A. Otherwise, this attempted caper wouldn’t have fazed him.
Insights for Employers
Stay vigilant, my friends. Although no state or city in America offers paid newlywed leave, we also know full well the lengths employees go to misuse FMLA leave for their personal benefit.
How can employers minimize the chances of getting stung by FMLA leave abuse? I’ve shared some of these ideas before, but here are a number of tools that have worked for my clients as they have fought FMLA leave abuse, especially as summer nears. Use these tools, of course, in conjunction with my “CALM” program, which I’ve highlighted in a previous post.
With that in mind, here is my Top Ten List:
1. Prepare a list of probative questions you ask all employees when they request time off. Employers, you have the right to know why your employee can’t come to work! So, prepare a list of questions that you ask your employees when they call in an absence. These will help you better determine whether FMLA is in play and if the request might be fraudulent:
– What is the reason for the absence?
– What essential functions of the job can they not perform?
– Will the employee see a health care provider for the injury/illness?
– Have they previously taken leave for this condition? If so, when?
– [If they are calling in late in violation of the call-in policy], when did the employee first learn he/she would need to be absent? Why did they not follow the Company’s call-in policy?
– When do they expect to return to work?
2. Enforce call-in procedures. Every employer should maintain a call-in policy that, at a minimum, specifies when the employee should report any absence (e.g., “one hour before your shift”), to whom they should report the absence, and what the content of the call off should be. If you don’t have call-in procedures set up in an employee handbook or personnel policy that is distributed to employees, begin working now with your employment counsel to put these procedures in place. They will help you better administer FMLA leave, combat FMLA abuse and help you address staffing issues at the earliest time possible.
As I referenced in a recent blog post, you should consider aligning your FMLA call-in policies with your regular PTO policies.
3. Certify … and Recertify! Clearly, one of the best tools employers can use to fight FMLA abuse is the medical certification form. Unfortunately, all too many employers fail to obtain (or fail to do so in a timely manner) from the employee the medical information necessary to determine whether the employee suffers from a serious health condition and even is entitled to leave. Keep your employees honest — require them to certify their absence and seek recertification at the earliest opportunity. Require medical certification to initially verify the serious health condition, upon the first absence in a new FMLA year, and when the reason for leave changes.
4. Use the “Cure” Process to your Advantage When Following Up on Certification. Where the medical certification form does not sufficiently answer the questions posed on the form or the health care provider’s responses tend to raise doubts, employers should immediately communicate with the employee to cure the deficiencies and/or shed light on any suspect information provided in the form. In your correspondence, specifically list the unanswered or incomplete questions and provide the employee with a deadline of at least seven calendar days to fix the deficiencies. Here, you might consider asking questions that probe further into the information you find particularly suspect. Also, seek clarification whenever the employee has failed to cure and the certification remains incomplete or insufficient. Additionally, consider using a physician or a nurse to contact the employee’s health care provider on the employer’s behalf (but remember: you must have the employee’s permission to contact the employee’s health care provider).
5. Discuss with the Employee Your Expectations During Leave. This one is quickly becoming my favorite go to tactic. When you first approve leave — particularly intermittent leave — take the time to discuss with your employee your expectations for taking FMLA leave. Ensure that your employee understands the call-in requirements (i.e., where to call into and what basic information you expect that the employee will provide about their need for leave), certification obligations, any check-in obligations, and your expectations for proper use of FMLA leave. These expectations should be summarized in a document that you provide your employee, who should sign off on it. This document will be helpful down the road if you need to defend your actions, as it will establish that the employee was well aware of your expectations in taking FMLA leave.
6. Have Employee Complete a Personal Certification. This could have come in handy for the City of Chicago. Upon return from any leave of absence (FMLA or otherwise), ask the employee to complete a personal certification asking them to confirm that they actually took leave for the reason provided. The benefit of using this kind of form is fairly straightforward: In the event that the employee takes leave inconsistent with the stated reason, the employer can discipline him/her for falsification of employment records. In doing so, you avoid having to make the argument that they abused FMLA leave, which comes with some tricky legal analysis. Here, you simply argue that the employee falsified a record and you took action as you would in any other situation where an employee falsified a document. My recommended form looks like this: 7. Check in on your Employee and/or Make Them Stay Put. Want to be really aggressive but operate within the law? I have a handful of clients who explicitly tell employees that it is their policy to check in on the employee if they are using paid sick leave, and then they actually check in on them. Taking this one step further, some clients require their employees to remain in the immediate vicinity of their home while they are recuperating. If they don’t follow this policy, they face discipline. Think this tactic is illegal? Think again. One court already upheld this very approach!
8. Follow up on Patterns of Absences. Monday/Friday absences. Taking days off around a holiday to extend time off. These situations smack of FMLA abuse. If you witness a pattern of absences over even a modest period of time (e.g., over a series of weeks or in back-to-back months), we arguably have the right to reach out the employee’s physician. Here, we follow the FMLA regulations (29 CFR 825.308) and ask the employee’s physician to confirm for us whether the pattern you’re witnessing is consistent with Johnny’s serious health condition and his need for leave. (If you sign up for my CALM service, you can obtain your own sample letters for these situations.)
9. Scheduling Medical treatment Around Your Operations. Require that employees make a reasonable effort to schedule medical treatment around your operations and consider temporarily transferring employees (to an equivalent position) where leave is foreseeable based on planned medical treatment. Too many employers simply give up on this requirement, allowing employees to call the shots as to when they will obtain medical treatment, and the employee’s preference is smack dab in the middle of the workday.
10. Conduct a comprehensive audit of your FMLA practices. Work with your employment counsel to ensure that your FMLA policy and forms are up to date, that you are employing the best strategies to combat FMLA abuse and that your FMLA administration is a well-oiled machine.