Page 1 of 12
Presagia’s FMLA Intermittent Leave Guide
Page 2 of 12
Table of Contents
Introduction .................................................................................................................................................. 3
Why Is It So Complicated? ............................................................................................................................ 4
Different faces of intermittent leave ........................................................................................................ 4
The Basics: What Is It? Who Gets It? ............................................................................................................ 5
Rights and Obligations .............................................................................................................................. 6
Accurately Administering Leave and Discouraging Abuse ............................................................................ 8
A Compliant Leave Program........................................................................................................................ 10
NOTICE
Copyright Presagia 2012. All rights reserved.
Presagia is a registered trademark. The Presagia logo is a trademark of Presagia Corp. Other trademarks
identified in this document are the property of their respective owners.
Information provided within this guide is not intended to be used as legal guidance. Presagia maintains that
legal counsel should always be consulted when considering or implementing changes to the leave processes
and policies.
Page 3 of 12
Introduction
Long time employee, Sophia has requested intermittent leave under the Family and Medical Leave Act
(FMLA) for her anxiety. Matthew is going to need some intermittent leave for his allergies which become
disabling in the spring. Dave has applied for intermittent leave because of his asthma attacks and Chloe is
looking for intermittent leave time to bond with her newborn. With so many variations of what intermittent
leave can look like and mean, it’s not surprising that properly tracking and managing intermittent leave has
become one of the biggest pain points for employers.
While the FMLA was enacted nearly 20 years ago, employers still struggle today to properly administer it. An
already complex piece of legislation, the FMLA has further challenged employers with the obligation to grant
intermittent leave. Unlike most other leaves that are taken in a continuous block of time, intermittent leave
can take on many forms and is largely open ended, sometimes extending for years.
In order for an employee to qualify for intermittent leave, they must show that the need for leave is
“medically necessary.” What does that mean and how can an employer accurately evaluate medical
certifications? If a certification comes back incomplete or with insufficient information how do you handle it?
Which is the best method to ensure that the right information is included when recording absences and how
do you correctly designate them? In which increment of time should you be tracking your intermittent
leaves? What do you do if an employee seems to be taking more leave than they were approved for? How
do you spot such cases?
The purpose of this whitepaper is to help you better manage intermittent leave by:
Summarizing intermittent leave and its different faces
Highlighting some key employer rights and obligations
Outlining how to take control and discourage employee abuse
Examining what a compliant leave program should look like
Page 4 of 12
Why Is It So Complicated?
Intermittent leave by its very nature is unpredictable and complications come from many sources. As an
employer, you can’t ask too much. You need to always keep the Americans with Disabilities Act (ADA) in
mind. Employers are often unsure how much of a variation is acceptable. The fact that employees can have
multiple FMLA cases open at the same time only increases the complexity. For example, someone who has
been approved for intermittent leave for diabetes can then also be approved for depression. Another
employee, approved for intermittent leave for severe migraines then becomes injured and needs to take
continuous leave. As long as the employee has not exhausted their FMLA entitlement, a single employee can
have one, two, three or more cases open at any given time.
A common mistake that employers make is expecting that the collection of absence data alone will suffice
for leave management. Absence data is useful for calculating leave entitlement but not for the broader
issues of leave program participation, eligibility or applicability of leave laws to the absence reason.
Compliance elements such as who the leave is for, a detailed absence reason, whether it represents a new or
existing leave and more are missing from this model and can seriously impact your ability to meet
compliance targets. If your absence code only says “FMLA,” how do you know which leave case to designate
the absence to? So while you may be collecting enough information to manage basic payroll functions, major
compliance targets may be overlooked.
Employers also often lack the proper communication channels to ensure the leave team receives the
information they need in time to respond in a compliant manner to leave events. Compliance driven
programs are most successful when the leave team has access to tools to help them monitor and manage
participation in leave programs and have visibility into absence reporting to match these events to leaves.
We will discuss these and other issues further in this whitepaper.
Different faces of intermittent leave
To be deemed “medically necessary,” an absence reason must meet the requirements of what is considered
a “serious health condition,” which under the FMLA is defined as an illness, injury, impairment or physical or
mental condition that involves inpatient care or continuing treatment. Due to the breadth of what
constitutes a serious health condition for intermittent leaves, it is often difficult to determine if an
intermittent absence is FMLA qualifying. Often this is exacerbated by employers trying to use their time and
attendance data to identify FMLA intermittent leaves when in fact this data lacks the necessary depth.
However, the first step to solving any problem is knowing what you’re dealing with. Following are the
different forms of intermittent leave:
Page 5 of 12
1. Predictable and certified
An employee requests intermittent leave in advance, it is approved and is scheduled for a foreseeable event.
This is the best case scenario for employers as it is straightforward and can be planned around. An example
of this would be scheduled appointments or follow ups for a known and existing medical condition.
2. Unpredictable and certified
Related to an unpredictable but qualifying health condition for a certified absence, for example, severe
morning sickness. So while the condition is expected, the effects can happen at random and absences are
therefore unpredictable.
3. Unexpected and uncertified
Essentially a no-show situation in which the employee is not expected or certified to miss work, but does so
anyway and claims intermittent leave as the reason. Even if this kind of absence is related to a serious health
condition that qualifies, the leave must be approved for the absence to qualify for FMLA.
4. Chronic and ongoing
In this case there is a regularly recurring need for leave for a known and ongoing medical condition that the
employee will have to deal with on a continual basis. These are for medical conditions such as diabetes or
asthma.
5. Reduced leave schedules
Instead of taking time off for appointments or as the need arises for different medical conditions, another
option is to place an employee on a reduced schedule, reducing the hours worked by day or per week.
6. Events outside of certification parameters
In this situation the employee has an approved intermittent leave, yet at some point the leave deviates from
what the leave was meant to entail, for example an employee who has been approved for bi-monthly
appointments suddenly starts scheduling three or four appointments a month. This is exactly the kind of
situation for which an employer may require recertification.
The Basics: What Is It? Who Gets It?
FMLA leave can be taken intermittently in day, hour and even minute increments. As previously mentioned,
intermittent leaves must be medically necessary in order to be approved. Initial medical certifications should
support the medical necessity of the leave and employers are entitled to information about the expected
frequency and duration of the leave.
Page 6 of 12
The basics of intermittent FMLA are the same as FMLA for continuous
leave: eligible employees may take up to 12 weeks of unpaid job
protected leave in any 12 month period or up to 26 weeks to care for
an injured servicemember. For more detailed information regarding
eligibility, entitlement and medical certification requirements,
download Presagia’s FMLA Guide at www.presagia.com/FMLAguide.
Rights and Obligations
Employers who want to properly and compliantly administer
intermittent leave must be aware of their rights and obligations during
the process.
Initial Request and Correspondence
When an employee requests any form of leave, it is obligatory that
employers fully assess the right to FMLA leave. Employers must then
inform the employee of their rights and responsibilities while outlining
any applicable company policies. In this preliminary eligibility notice
the following must be included:
If the employee is required to provide medical certification
The 12-month period used – employers have the right to choose
this and may select the calendar year, a rolling 12-month period,
any fixed 12-month “leave year” such as a fiscal year or the
period measured from when the employee’s FMLA leave begins
The company policy regarding the right or requirement to
substitute accrued paid leave
If the employee is required to pay health care premiums to maintain benefits
If a fitness for duty or medical release form must be obtained to return to work
The FMLA’s job protection guarantee, but also the consequences of not returning to work
Medical Certification
An employer can require an employee wishing to take intermittent leave to submit a medical certification
from their healthcare provider confirming the need for leave, as well as the frequency and duration of the
leave episodes required. When the appropriate form is returned, the employer generally has five business
days to review the medical certification to make sure that it contains sufficient information. If it does, the
request must then be evaluated and approved or denied. If it does not contain sufficient information, the
employee generally has seven days to resubmit the medical certification with any missing information.
FMLA Doesn’t Live Alone
You must also remember that
employer obligations may exist
under the ADA even if there are
no FMLA obligations. Under
the ADA, leave and flexible or
even part-time work schedules
may be required as a
reasonable accommodation if
they do not pose an undue
hardship to the business. The
key to ADA reasonable
accommodation cases is an
effective and interactive
process to explore potential
accommodations.
The ADA Amendments Act
(ADAAA) of 2008 dramatically
expanded the ADA’s definition
of “disability” resulting in even
more temporarily disabling
conditions now triggering
accommodation obligations.
Page 7 of 12
Employers must clearly post and display employees’ FMLA rights and responsibilities. The DOL offers free
posters, available in English or Spanish, at www.dol.gov/whd/regs/compliance/posters/fmla.htm.
Be sure to include FMLA policies in employee handbooks as well. These should be provided upon hiring
and redistributed whenever changes are made to the legislation itself or company policies.
Employers can choose to request a second opinion if the information provided is insufficient or there is a
reason to doubt the original evaluation. While you may request a second opinion from the healthcare
provider of your choice, it is at the employer’s expense, not the employee’s. If the first and second
evaluations differ, a third opinion may be requested, also at the employer’s expense.
Advance Notice
While there may often be situations where advance notice is not possible, once a leave has been approved,
employers have the right to require that advance notice be given by the employee, when possible. If the
intermittent leave is foreseeable, the employee must give 30 days’ notice. If fewer than 30 days is given, you
may delay the leave until at least 30 days after the date you actually receive notice. Where the need for
leave is unforeseeable, employers can require that employees provide notice as soon as possible and
practical, taking into account the circumstances of the situation. In this case, it is generally accepted that it
should be realistic for an employee to provide notice of the need for leave either the same day or the next
business day after becoming aware of it.
Recertification and Monitoring
Employers also have the right to require employees on intermittent leave, for chronic and ongoing
conditions, to see their doctor at least twice a year for recertification. If the conditions of the leave start to
change before the six month period, an extension is requested, the frequency changes or there is suspected
abuse, you may request the recertification sooner, but no more often than every 30 days.
Reinstatement
If an employee on intermittent leave holds a position where taking such leave disrupts the employer’s
operations, employers have the right to reassign them. The alternate position however must be equivalent
to their initial position in terms of pay and benefits. You cannot demote an employee or reduce their
benefits when reassigning them. The only situation in which an employee may lose their right to
reinstatement is when that employee is considered a “key” employee whose absence would cause
“substantial and grievous economic injury” to the employer, according to the Act.
Record Keeping
Lastly, it is the employer’s responsibility to keep FMLA records for at least three years. There is no
standardized format or procedure necessary, the records simply need to be readily available if ever
requested by the Department of Labor (DOL).
Page 8 of 12
Accurately Administering Leave and Discouraging Abuse
While intermittent leave will remain the most problematic
and easily abused area of the FMLA, aggressive
management of it does not mean discouraging your
employees from taking leave when it is legitimately needed.
For qualifying employees, FMLA and intermittent leave is a
right and all communication and interactions should
reinforce your respect for the employee’s right to take
intermittent time off or extended leave for FMLA qualifying
purposes. In fact, these initiatives should ideally help FMLA
become even more valued by management and employees.
In the following section we will explain ways in which
employers can better manage intermittent leave in order to
discourage potential abuse.
Maximizing the Medical Certification Process
One of the best tools employers can use to discourage
abuse is the initial medical certification process. This
beginning stage allows employers to justly and lawfully
request thorough information regarding the need for leave.
If the provided medical certification is not sufficient,
employers can send a written deficiency notice to the
employee communicating what they must do to obtain
FMLA protection. You must provide at least 15 days for the
employee to return it. Finally, if the certification is not
returned and there are insufficient reasons for the delay,
you have the right to deny the FMLA leave request.
Independent Medical Evaluations
Independent Medical Evaluations (IME), also referred to as “peer reviews,” are similar to second opinions in
that an uninvolved medical professional assesses the employee’s case. The intention of an IME is to provide
unbiased insight into the FMLA case to evaluate the diagnosis, treatment, work capacity and other factors.
They are different from second opinions in that there is not necessarily a face to face interaction between
the employee and the medical professional. In fact, it could be simply sending the employee’s file to an IME
professional for review.
Page 9 of 12
Establish Call-In Programs
Effective call-in programs can ensure that all legitimate requests are respected and can assist in preventing
abuse. A successful call-in program will require employees to confirm the reason they are seeking FMLA
intermittent leave and clarify, to the best of their ability, the anticipated duration and frequency. The best
way to ensure that you get enough information during the initial intake and to show consistency in your
administration is to have a standard list of questions to ask employees.
Another important component of your call-in program is to ensure that you capture the right information
when your employees report their absences because of the fact that they may have multiple intermittent
FMLA cases open. Under the FMLA, you are allowed to ask the employee to clarify which FMLA case their
absence is for and should be doing so in order to be able to properly designate the absence. You also need to
ensure that this information is communicated to the right people in your leave team. Finally, your call-in
program should also be verifying that the employee has provided sufficient notice for the need for leave as
required by the company call-in policy and FMLA regulations.
Review Frequency and Duration
In order to ensure employees are taking the leave they have been approved for, it is necessary to
periodically review the frequency and duration outlined in the medical certification and compare this to the
absences the employee has taken. It should be noted that a one to one comparison does not work, but
rather you should be looking for significant deviations from the expected frequency and duration. If
deviations are apparent, you may request recertification.
Surveillance
If there is a concern of suspected abuse, say the employee consistently takes Mondays and Fridays off,
employers may choose to enforce a check-in policy that goes beyond the call-in program or even to conduct
surveillance. Interfering with an employee’s FMLA leave is unlawful and it is advised to consult with an
employment counsel in advance about steps of this nature. Consider the circumstance of the leave – is there
a physical limitation with visible restrictions or something harder to substantiate – and the possible
outcomes, both positive and negative. Any measures that are taken must not invade the employee’s privacy
or that of their family.
Video surveillance of an employee to prove FMLA intermittent leave abuse (Scruggs v Carrier
Corp, 2012) may seem like a more extreme measure than calling an employee on leave
(Terwilliger v Howard Memorial Hospital, 2011) but the courts may disagree with you, which is
why it’s crucial to carefully assess each situation in which surveillance is proposed.
Page 10 of 12
Paid Leave
Offering paid company policies is another way to gain more
control over intermittent leave. As an employer, you can offer a
paid leave policy that employees can take when they are also
taking FMLA, either for part or all of the time. You cannot
interfere with your employees’ right to take FMLA, however if
they want to be paid for missed time, you can set additional
eligibility requirements for advance notice, certification, absence
reporting and more. This carrot and stick approach can be used as
an incentive for employees to use leave more responsibly.
You can also require employees to use their paid time off, for
example vacation, when they take FMLA as a way to deter abuse.
A Compliant Leave Program
The DOL’s Wage and Hour Division (WHD), responsible for the
enforcement of FMLA and its litigation, has added hundreds of
new investigators to their team in recent years to respond to the
25,000 workers who contact them for assistance regarding FMLA,
minimum wage and overtime violations. With the number of
complaints on the rise and a commitment from the DOL to
increase targeted efforts, employers need to have a consistent
and effective compliance strategy in place.
Different leave types may run concurrently and in order to be
compliant, all appropriate leaves must be designated.
Accordingly, when an employee has requested an FMLA leave, a compliant leave program will also identify if
the absence is covered by any other leave programs and whether they will run concurrently or not. When
properly implemented, a compliant program should be doing the following:
Capture detailed reasons for absences
Make frequency and duration information readily accessible for approved FMLA leaves
Expose any suspicious absence patterns, suggesting misuse of FMLA
Identify if an absence is also covered by other leave programs
Trigger the need for recertification when absence patterns deviate from those certified
Ensure that all leave types are applied consistently and equitably to employees
Page 11 of 12
Make Technology Work for You
The simplest way to accurately administer intermittent leave is to
ensure that you exercise your rights consistently. This is one area where
a compliance driven software solution can greatly enhance your leave
management administration. Tools like auto-generated follow-up tasks
and leave correspondence ensure that every employee and leave request is treated in the same manner. Not
only does this enhance compliance, it streamlines processes and allows both the employer and employee to
adhere to deadlines, while also reducing risk under the ADA for discrimination.
If your technology is not working for you, it is not working. There are several aspects where technology can
be utilized to improve and expedite the leave process. The right software will:
Tell you when to complete leave tasks to meet compliance
Automatically generate leave correspondence to meet deadlines and protect your organization
Track dates, reasons and follow-up actions for leaves that are approved
Conduct automatic checks to make sure employees haven’t overstepped their entitlement
Identify undesignated absences and trigger follow ups
Coordinate the use of paid leave with unpaid FMLA leave
Provide monthly entitlement updates for the employee
Maintain copies of all employee correspondence with a full audit trail
Overall, your program should provide the level of detail needed to determine leave compliance. With a
compliant leave program in place, the next time Sophia, Matthew, Dave and Chloe all step forward with
different intermittent leave requests, it will no longer seem like a labor intensive chore but rather a
manageable part of your regular internal operations. Combined with the right software offering, managing
intermittent leave can be simplified while ensuring that employee and employer rights are both respected.
About Presagia
“Almost compliant” means
you’re always at risk.
Page 12 of 12
About Presagia
With offices in the U.S. and Canada, Presagia provides integrated absence management software solutions
to employers and Human Resources Outsourcing Providers. These innovative solutions, designed to account
for more than 450 pieces of federal and state leave legislation across 53 jurisdictions, enable organizations to
increase efficiency, improve compliance, control absence, and reduce risks and costs. Presagia customers are
located around the world and include enterprises such as Ceridian, the University of Pittsburgh Medical
Center, CenturyLink/Qwest, American Foods Group, Scripps Health and Multicare Health System.
www.presagia.com