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California Supreme Court Issues Three Key Decisions
with Bad News/Good News for California Employers
or Employers with California Operations

9/19/2007

The California Supreme Court recently issued three decisions of which employers should be aware. The three decisions are a “mixed bag” for employers, with the California Supreme Court delivering both “bad news” and “good news.” Importantly, and perhaps portending an ever-changing environment for California employers, the Court was split, 4-3, in each of these cases. First, the “bad news.”

Gentry v. Superior Court

On August 30, 2007, the California Supreme Court issued its decision in Gentry v. Superior Court regarding the enforceability of class action waivers in employment arbitration agreements.  In a 4-3 opinion, the California Supreme Court, while stopping short of applying a “bright-line” rule banning all class action arbitration waivers in employment contracts, ruled that class action waivers may be unenforceable even if an arbitration agreement itself is not procedurally unconscionable as a whole.

The Court held that "at least in some cases, the prohibition of classwide relief would undermine the vindication of the employees' unwaivable statutory rights and would pose a serious obstacle to the enforcement of the state's overtime laws." In determining whether a class action waiver is valid where it is "alleged that the employer systematically has denied proper overtime pay," a trial judge now must apply the following four-pronged test: "(1) the modest size of the potential individual recovery; (2) the potential for retaliation against members of the class; (3) the fact that absent members of the class may be ill informed about their rights; and (4) other real world obstacles to the vindication of class members' right to overtime pay through individual arbitration." The opinion does not explain its reference to "other real world obstacles"; employers may expect this language to be used by the plaintiffs’ bar to argue that every class action waiver should be invalidated.

After applying these factors, if the trial judge determines that "a class arbitration is likely to be a significantly more effective practical means of vindicating the rights of the affected employees than individual litigation or arbitration, and finds that the disallowance of the class action will likely lead to a less comprehensive enforcement of overtime laws for the employees alleged to be affected by the employer's violations, it must invalidate the class arbitration waiver."

Shifting away from the “unconscionability” doctrine, the Court relied on public policy in reaching its decision: “Class arbitration waivers cannot, consistent with the strong public policy behind [the overtime statute], be used to weaken or undermine the private enforcement of overtime pay legislation by placing formidable practical obstacles in the way of employees' prosecution of those claims."

In addition, the Court also found that the agreement’s 30 day opt-out provision "did not represent an authentic informed choice," and, therefore, could not act as a safe harbor for unconscionability.

While the decision provides no effective relief for employers facing an onslaught of employee class actions, the Court refused to declare all arbitration agreements with class action waivers as unconscionable per se. Indeed, employers may argue that the opinion is limited to the enforcement of class action waivers as applied only to overtime claims, given that the opinion repeatedly focuses its analysis on the public policies underlying overtime legislation in reaching its conclusions.

Now, the “good news”:

Prachasaisoradej v. Ralph's Grocery Company, Inc.

On August 23, 2007, the California Supreme Court issued another divided decision, in this case one that is favorable to California employers.  In another four to three decision, the Court approved a bonus plan using a net profit calculation. The court held that an employer may offer bonuses over and above regular wages based on a profit calculation which takes into account such items as operating losses, workers’ compensation costs, tort claims and other business expenses beyond the employees’ control. The Court stated that an employer does not "violate California wage-protection laws by providing...supplementary compensation designed to reward employees, over and above their regular wages, if and when their collective efforts produced a positive financial result for the store where they worked."

The Court rejected the argument that the bonus program shifted the costs of doing business to employees, noting that "after fully absorbing the expenses at issue, [the employer] simply determined what remained as profits to share with its eligible employees in addition to their normal wages."

Thus, California employers may offer profit-based bonus plans, above and beyond regular wages, that are calculated on the costs of doing business.

Green v. State of California

In another piece of good news for employers, on August 23, 2007, the California Supreme Court issued yet another 4-3 decision in Green v. State of California. Overruling a Court of Appeal's decision which had ruled that, in a disability discrimination case, the employer bears the burden of establishing that the plaintiff is not qualified to perform the job, the Supreme Court held that it is the plaintiff's burden to establish that he or she is qualified as part of his or her prima facie case. The employer does not have to prove affirmatively that plaintiff was unqualified to avoid liability.

Under the Supreme Court’s decision, "a plaintiff must demonstrate that he or she was qualified for the position sought or held in the sense that he or she is able to perform the essential duties of the position with or without reasonable accommodation." Only after the plaintiff has made this showing does the burden shift to the employer to articulate a legitimate, non-discriminatory reason for its actions.

Additional Information

Should you have any questions about these decisions and their impact on you, please contact your Dykema employment law attorney or John L. Viola at 213-457-1747 or jviola@dykema.com or Jeffrey Deane at 213-457-1823 or jdeane@dykema.com.

 

Building the Workforce of the Future, Key trends you need to consider today to hire top talent for tomorrow
By Lou Adler
, Recruiting Intelligence. Recruiting Community.™, ere.net, 8/17/2007
The Business Week cover story, "The Future of Work," for their August 20 edition is must reading for all recruiting and HR leaders. The basic theme of the series of articles focuses on the impact of technology, globalization, demographics, and the relationship between employees and their employers over the next five to 15 years.

Broaden or Narrow Your Search for Talent? Sharpen three areas of expertise to get the job done right
By Kevin Wheeler, Recruiting Intelligence. Recruiting Community.™, ere.net, 8/2/2007
Sourcing gets all the attention these days. Last week I wrote about new technologies for sourcing talent and our recent recruiting trends survey (results and a summary will be available here in two weeks), which shows that broadening sources of candidates is the number-one focus for organizations of all sizes.


The Gap Between Needing and Doing: A Survey on Why Some Companies Don’t Act on Strategic Workforce Planning Needs, and How Successful Companies Do
By Stacy Chapman, Tess Walton, Strategic Workforce Planning Solutions, Document Link, Aruspex Pty Ltd, Published in 2007.
A survey of C-level executives reveals a significant gap between what companies are doing with respect to workforce planning and what they know they should be doing. 81% identify talent competition and 53% aging-workforce as critical factors affecting their workforce, yet only 46% are doing workforce planning of any kind. Why the gap? Companies have often misunderstood the role, scope and the benefits of workforce planning and have felt reluctant or unqualified to begin. Strategic workforce planning is the framework in which employers assess and analyze the impact that internal and external changes have on them — a critical component in developing a complete business strategy. It is a holistic process that explores the future, assesses options, and then highlights decision paths to create the preferred future workforce that is capable of delivering the business’ strategy. In this white paper, Aruspex discusses the results of its recent survey on workforce planning.

SHRM Research Report on the Impact of Benefits and Health Care Coverage on Staffing and Productivity
By Nancy R. Lockwood, SPHR, GPHR, MA, Manager, HR Content Program, Document Link, HR Society For Human Resource Management, Published in Winter 2007.
This article discusses the link between benefits and health care and their overall impact on staffing and productivity.  These connections are becoming increasingly important, as healthy employees—physically and of good morale—are more able and likely to be productive.  Therefore, having a good benefits package that allows for work/life balance and health care coverage adds to the overall support of effective staffing.

Talent Management: The State of the Art  
By  Recent Talent Management Business White Papers, Webcasts and Case Studies - BNET.com Published on September 25, 2006.
The changing nature of the workplace and workforce - characterized by continual movements of jobs and people around the world - calls for a highly planned and rigorous approach to identifying, developing, deploying and rewarding talent. To evaluate the current state of the art in this area, Towers Perrin focused on talent management in their TP Track survey, conducted at the end of 2005. Just over 250 executives responded to this survey, all of whom have decision-making responsibilities for talent or the workforce overall, or are involved in the day-to-day operation of talent management programs.

Talent Management in the 21st Century: Attracting, Retaining and Engaging Employees of Choice  
By Recent Talent Management Business White Papers, Webcasts and Case Studies - BNET.com
Published on September 25, 2006.
Towers Perrin completed one of the largest single surveys of full-time workers worldwide. The goal was to understand, from employees themselves, "What matters and why" in gaining their focus, dedication, energy, brainpower and full commitment. The study was designed to uncover the elements of the work experience that make a difference in attracting, retaining and motivating people in diverse cultures and widely differing economic conditions. Understanding these elements would, by extension, inform an emerging set of HR and reward practices appropriate to the "New age" of global work.

Companies Taking Different Approaches to Talent Management  
By  Recent Talent Management Business White Papers, Webcasts and Case Studies - BNET.com
Published on September 25, 2006.
Employers in a variety of businesses place a high priority on talent management to meet growing workforce needs. At the same time, when it comes to developing and deploying a coherent talent management strategy, most companies are still feeling their way. They don't have a designated HR person to manage their talent programs, and they're using a wide array of processes - usually informal ones - to meet their requirements. These are some of the main findings of a Towers Perrin report, Talent Management: The State of the Art, based on a survey of more than 250 HR executives, all with decision-making responsibilities for talent or the overall workforce, or involvement in the day-to-day operation of talent management programs.

In War for Talent Recruitment, Process Outsourcing Helps Build Hiring Advantage  
By  Recent Hiring Process Business White Papers, Webcasts and Case Studies - BNET.com
Published on September 25, 2006.
With today's mobile workforce and rapid company growth, HR departments generally do not have the manpower to continuously identify and hire talent. Plus, focusing on full-life-cycle recruitment responsibilities does not allow HR to be completely effective. The solution may be to outsource all or part of its recruitment efforts to a Recruitment Process Outsourcing (RPO) partner, especially in certain sectors such as government and health care, which need to comply with new Office of Federal Contract Compliance Programs (OFCCP) guidelines and the increasingly complex requirements for applicant tracking and reporting.

Talent Wars: Out of Mind, Out of Practice  
By  Recent Talent Management Business White Papers, Webcasts and Case Studies - BNET.com
Published on September 25, 2006.
When it comes to talent, complacency is rampant in too many companies. Gone are the scenes from the late 1990s, when the economy was booming, stocks were soaring, and companies were pulling out all the stops just to get warm bodies in the door. Instead of searching for and developing top talent, many companies have been immersed the last few years in downsizing and other cost-cutting measures. Budgets for training and talent development are at a stalemate, and HR perquisites designed as incentives for top talent are no longer considered a must-have for many organizations.

Talentship and the New Paradigm for Human Resource Management: From Professional Practices to Strategic Talent Decision Science  
By  Recent Talent Management Business White Papers, Webcasts and Case Studies - BNET.com
Published on September 25, 2006.
As HR strives to gain greater strategic influence, human resource and business leaders must look beyond the HR profession. They must learn how the strategic "Decision sciences" of finance and marketing evolved from the professional practices of accounting and sales. HR is focused mainly on its professional practice, which, like accounting and sales, is important but incomplete. Full strategic partnership requires a "Decision science" that enhances decisions about talent resources; finance and marketing enhance decisions about money and customers. This paper describes the historical lessons from finance and marketing, and how they reveal the elements of a new decision science for talent resources, and a logical framework to support the decision science.

In War for Talent Recruitment, Process Outsourcing Helps Build Hiring Advantage  
By  Recent Hiring Process Business White Papers, Webcasts and Case Studies - BNET.com
Published on September 25, 2006.
With today's mobile workforce and rapid company growth, HR departments generally do not have the manpower to continuously identify and hire talent. Plus, focusing on full-life-cycle recruitment responsibilities does not allow HR to be completely effective. The solution may be to outsource all or part of its recruitment efforts to a Recruitment Process Outsourcing (RPO) partner, especially in certain sectors such as government and health care, which need to comply with new Office of Federal Contract Compliance Programs (OFCCP) guidelines and the increasingly complex requirements for applicant tracking and reporting.

How to Hire Talent  
By  Life of a Software Program Manager

Published on June 10, 2006.
I may be in the software industry, but this is a problem that affects every manager in every field. How do you recruit and hire the best talent? There are the general cliche's like "Hire people smarter than you" or "Hire someone you could work for," but these don't actually give any information you could [...]


Is Your Company Bleeding Talent?
By Curt Coffman, The Gallup Management Journal, The Gallup Organization, Princeton, NJ, Document Link, Published in 2000.
How to become a true "employer of choice". What does the phrase "becoming an employer of choice" mean? For many organizations, it refers to their strategies to attract talented employees. And once an organization has done the hard work of recruiting top performers, the next step is to figure out how to keep them.

 

 

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