Southeast Idaho SHRM  

An affiliated SHRM chapter since March 19, 1969 

The Mission Statement of SEI SHRM reads: As the premier HR organization in Southeast Idaho, we are committed to advancing the capabilities of our HR professionals. We provide value to our members by offering developmental opportunities and a common forum to network, share ideas, and experiences that promote the learning process.

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  • September 03, 2019 11:04 AM | Keith Bailly (Administrator)


    Programs Designed with You in Mind 

    Learn online around your schedule & access in-person support 


    Fundamentals of Accounting 

    Starts on: 9/24 @ 5:30 PM 

    This hybrid class is presented online with optional weekly lab sessions for in-person support. 

    In this introduction to the basic concepts and standards of accounting, students should expect to spend a minimum of 10 hours/week (120 total). 3 mandatory in person sessions required; book & online access is included. 

    $549 Peggy Green 

    QuickBooks 

    Starts on: 9/23 @ 5:30 PM 

    This hybrid class is presented online with optional weekly lab sessions for in-person support from the instructor. 

    Learn basic the practical skills necessary to succeed in a bookkeeping role including; accounting principles and the accounting cycle. Provides comprehensive instruction within the QuickBooks program and helps prepare for the QuickBooks Certified User Exam. Students should expect to spend a minimum of 10 hours/week (120 total). 3 man-datory in person sessions required; book & online access is included. 

    $499 Peggy Green 

    Introduction to Payroll 

    Starts on: 9/24 @ 7:30 PM 

    This hybrid class is presented online with optional weekly lab sessions for in-person support from the instructor. 

    In this introduction to payroll, students will learn the ac-counting cycle related to employee pay and taxes, includ-ing year end reporting. A comprehensive project will be completed in QuickBooks to wrap up this course. Students should expect to spend a minimum of 10 hours/week (120 total). 3 mandatory in person sessions required; book & online access is included. 

    $525 Peggy Green 

    Register Today! Go to www.cei.edu/wtce; “Register” OR call 208.535.5345 

    New Professional Business Classes.pdf


  • August 20, 2019 9:51 AM | Keith Bailly (Administrator)



    Welcome Back Orange and Black was a success!

    SEI SHRM is working to help ISU start a student chapter of SHRM! To get the message out, SEI SHRM sponsored a booth at ISU's Welcome Back Orange and Black event on August 19. 

    An estimated 150 students stopped at our booth to ask about SHRM and get more information. One student registered for our upcoming half-day conference and six students showed interest in the ISU SHRM Student Chapter. In order to begin the process of starting a new chapter, we need 8 students to commit. So, we will schedule a class visit soon to provide more information

    We had some awesome swag, thanks to Blue Phoenix Branding. We also held a raffle and the winner won a backpack, water bottle, blanket and notepad kit! 

    Thanks to Diana and Vanessa for representing SEI SHRM! 

  • July 15, 2019 11:11 AM | Keith Bailly (Administrator)

    INDEPENDENT CONTRACTOR VS. EMPLOYEE CLASSIFICATION

    Kelsie A. Kirkham

    Parsons Behle & Latimer Legal Briefings


    A company may pay an independent contractor and an employee for the same or similar work, but there are important legal differences between the two. By engaging independent contractors instead of employees, companies can benefit from considerable cost savings and increased workforce flexibility, while also avoiding significant wage, tax and other obligations.

    An independent contractor is a worker who contracts with individuals or entities to provide services in exchange for compensation. An entity contracting with an independent contractor generally has the right to control only the result of the project, not how the project is accomplished. An independent contractor typically:

    • Charges fees for service
    • Is engaged only for the term required to perform an identified service or task
    • Retains control over the method and manner of work
    • Retains economic independence
    • Is responsible for paying their income, social security and Medicare taxes
    • Is not eligible for company-provided benefits
    • Is not protected by most federal, state or local laws intended to protect employees

    An employee is subject to significant oversight by a company including the right to control the method and manner of the employee’s work. In addition, an employee:

    • Is paid wages (which may include overtime compensation) and benefits
    • Is employed for a continuous period and performs whatever tasks the company requires
    • Pays the full amount of their income taxes and a portion of their social security and Medicare taxes, generally through the amounts their employer is obligated to withhold from their wages
    • Is economically dependent on the employer
    • Is protected by applicable federal, state and local employment laws

    These general rules and comparisons are what protect employees and contractors differently by law. Various federal, state and local employment laws, including laws governing health and safety, wage and hour and equal employment standards, protect employees but not independent contractors.

    However, companies cannot rely on generalizations to determine employee or independent contractor status. Independent contractor classification involves careful consideration of several factors, application of multiple standards and exposure to liability in several areas. For example, the test to determine independent contractor status under federal tax law is not the same test as that applied under the Federal Labor Standards Act. Different tests and interpretations can mean:

    • A worker is an independent contractor for some purposes and an employee for others (such as under state versus federal law)
    • A worker who provides two different services to the employer is an employee for one and an independent contractor for the other, e.g. an employee working in the company's shipping department is also a freelance graphic designer who occasionally provides graphic design services to the company as an independent contractor
    • Courts applying the same test to the same position may arrive at different results

    The tests for independent contractor or employee status often share some common characteristics.  For example, most tests:

    • Involve an analysis of the same or similar factors
    • Are a balancing test, and no single factor is determinative
    • Analyze the degree of control the company exerts over the manner and means by which the worker accomplishes the work
    • Afford little weight to the parties’ characterization of the relationship, including in any written agreement

    The consequences of misclassifying individuals as independent contractors can be serious. Because an independent contractor avoids many requirements of an employment relationship, independent contractor status is often construed narrowly, and large penalties may be imposed for improper classification.

    To discuss this or other employment-related matters, send an email to Kelsie Kirkham at kkirkham@parsonsbehle.com or call (208) 522-6700.

  • May 01, 2019 9:28 AM | Keith Bailly (Administrator)

    HUB University Presents:

    2019 Employee Benefits Compliance Update







    PDF FILE HERE: doc08062020190430172050.pdf

  • February 08, 2019 11:53 AM | Keith Bailly (Administrator)

    Parsons Behle & Latimer Legal Briefings

    Kelsie A. Kirkham


    Job descriptions invariably serve many purposes. Recent federal Courts of Appeals decisions (some of which are shown below) demonstrate that employers can rely on well-written job descriptions to defend against Americans with Disabilities Act (ADA) claims by employees.

    When facing an ADA claim, Courts of Appeals have consistently ruled in favor of employers when two questions can be answered affirmatively:

    First, does the job description support the employer’s position that the job duty under complaint is an essential function of the job?

    Second, is the job duty under complaint consistently applied in practice?

    Essential Functions Are Not Entitled to ADA Protection

    Essential functions are the fundamental job duties of an employment position. If a disabled person cannot perform a job’s essential functions (even with a reasonable accommodation) then the employee is not qualified, and the ADA’s employment protections do not apply to that employee.  Thus, the employer cannot be liable for failing to accommodate such employee. Ultimately, this is one of the best defenses of an ADA claim.

    Generally, courts will not second-guess essential functions within job descriptions if the description is prepared before hiring begins. This is of critical importance. The job description must have been in place prior to asserting an essential job function defense. The U.S. 9th Circuit Court of Appeals gives substantial deference to an employer’s judgment when those duties are job-related, uniformly enforced and consistent with business necessity.

    Various case studies below show how employers have successfully defended ADA claims by employees. In each of the case studies, notice that the employers argued the complained-of job duty was an essential job function, pointing to job descriptions to support their positions.

    Overtime as an Essential Function

    Courts are siding with employers when overtime is critical to a business model and where the requirement is spelled out in the job description.

    Jerry Faidley worked as a UPS package delivery driver. While working for UPS, Faidley suffered two separate back injuries and underwent hip replacement surgery. Faidley’s doctor placed him on a permanent eight-hour-per-day work restriction because of his hip replacement and degenerative disc disease which caused Faidley hip and back pain after eight hours of repetitive lifting, walking, climbing and standing. Accordingly, Faidley requested an eight-hour work day accommodation.

    The requirement to work overtime was listed in UPS’s package delivery driver job description and the collective bargaining agreement required UPS to assign drivers to no more than nine-and-a-half hours per day. UPS declined Faidley’s requested accommodation based on its determination that being able to work more than eight hours a day was an “essential function” of the package driver job.

    On appeal, the Court agreed with UPS. In addition to relying on the job description and labor agreement, the Court considered the consequences of Faidley not working overtime which would necessitate overtime for other drivers to avoid late package delivery. Emphasizing the importance of overtime for UPS’s business, the Court stated that a task can be an essential function even if it is not performed frequently but is significantly important when the need arises.

    Rotating Shifts as an Essential Function

    Scheduling requirements can also serve as a strong defense when the requirement is anchored to the “realities” of the workplace, regardless of the type or length of shift.

    Victor Sepúlveda was an assistant manager for Burger King. Burger King required all assistant managers to work rotating shifts, which was stated in the newspaper advertisement for the job, in the job application which Sepúlveda filled out and signed, and in Burger King’s written job description.

    At the conclusion of a night shift, Sepúlveda was attacked at gunpoint, hit over the head and his car was stolen. As a result, he suffered from PTSD and major depression disorder. Sepúlveda requested a fixed-day schedule and a transfer to a safer area. Burger King temporarily accommodated his request but later returned him to rotating shifts. Sepúlveda resigned and sued under the ADA, claiming he was denied a reasonable accommodation.

    On appeal, the Court sided with Burger King, finding that since Sepúlveda was not able to work rotating shifts, he was unqualified to perform an essential function of the job, which was explicit in Sepúlveda’s job description. The court also found that accommodating Sepúlveda permanently would have had the adverse impact of inconveniencing all other assistant managers. Although Burger King initially temporarily granted Sepúlveda the accommodation, the temporary accommodation did not change rotating shifts into a non-essential function.

    Evolving Business Models Can Affect Essential Functions

    Job tasks can also serve as essential functions, even tasks that evolve over time. To stay protected, written job descriptions must evolve over time as well. Consider the following example:

    Rite Aid began requiring its pharmacists to perform immunizations – a task that wasn’t previously required. When it adopted this revised business model, Rite Aid concurrently revised its job description to require pharmacists to hold a valid immunization certificate and included a reference to immunizations in the list of “essential duties and responsibilities” for pharmacists.

    Christopher Stevens had been a pharmacist with Rite Aid for many years when his job description was modified to require administering immunizations. Rite Aid required all pharmacists, including Stevens, to review and sign the revised job description during the transition. After receiving this notice, Stevens requested an accommodation under the ADA and provided medical documentation to Rite Aid that he was needle phobic and unable to administer immunization by injection. Stevens was ultimately terminated for refusing to perform customer immunizations, which were an essential function of his job. Stevens then sued under the ADA.

    The Court overturned a jury award on appeal and agreed with Rite Aid’s decision to terminate Stevens, finding that once Rite Aid made a business decision to start requiring pharmacists to perform immunizations, this became an essential part of the pharmacists’ jobs. Because Stevens’ needle phobia rendered him unable to perform an essential function of the job, his disability rendered him unqualified for the job. Thus, Stevens was not entitled to protection under the ADA.

    Essential Functions Must be Applied in Practice

    While job descriptions will be given substantial weight in defending an ADA claim, practical job performance is of equal critical importance. A common theme of courts finding employers liable for an ADA claim can be found in scheduling and attendance. Consider the following case study:

    Jai Morin was an assistant manager in a store meat department. The company had a policy that provided that assistant managers were expected to work one late shift (until at least 7 p.m.) each week.

    Morin suffered from chronic Lyme disease, which caused fatigue, dizziness and pain that worsened later in the day. He provided his employer with medical documentation indicating he had a disability that rendered him unable to function well at the end of the work day. To accommodate the disability, Morin’s doctor asked that the company schedule him so that he finished work by 2:30 p.m. each day.

    The company rejected Morin’s request as unreasonable, arguing that maintaining the standard schedule of one late shift per week was essential to the job. Morin responded to the company’s defense by noting the lack of any such requirement in his job description. Further, Morin offered proof that he had been consistently working a schedule ending at 1:30 or 2:30 p.m. for the previous five years. Morin also provided evidence that he had received positive performance evaluations and had received four bonuses based upon his performance.

    The Court found in favor of Morin because the company had not shown that adhering to a standard work schedule was an essential function of the job. The court relied on the lack of any schedule requirements in the job description. The court also recognized Morin’s consistent schedule for the previous five years and his positive performance evaluations. Therefore, Morin was qualified for the position and was entitled to protection under the ADA.

    Practical Implications and Best Practices

    The complex question of what constitutes an essential job function involves fact-intensive considerations and must be determined on a case-by-case basis. In making this determination under the ADA, courts heavily consider an employer’s judgment as to what functions of a job are essential. Under the ADA, job descriptions that are written prior to advertising for a position or interviewing applicants will be considered substantial evidence of the essential functions of the job. Employers must also consider the consequences of failing to require an employee to perform the essential function as well as ensure that asserted requirements are solidly anchored in the realities of the workplace.  

    To contact Kelsie Kirkham about this or other employment-related issues, call (208) 522-5234.  

  • February 06, 2019 2:49 PM | Keith Bailly (Administrator)

    The new 2019 SEI SHRM website is almost up and running 100%. Please take  few minutes to surf around and provide any feedback or suggestions.

    Thank you,

    Keith 

Southeast Idaho Chapter of SHRM

The Premier Human Resources Professional Organization in Southeast Idaho.

Idaho Falls, Idaho

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