2024
2023
2021
- Denial of Work-From-Home Requests: A New Era of Discrimination?
- April Showers Bring
- Restrictions on Employee Social Media
- Can Employees Be Forced to Get the Covid-19 Vaccination?
2020
- Holidays...To Pay or Not to Pay, What is Required
- EEOC Update on COVID-19
- Protection of Employee Health Information
- Civil Rights Win for LGBTQ Employees
- OSHA Recordkeeping Requirements During the COVID-19 Pandemic
- The Line Between At-Will Termination and Wrongful Termination
- Regulating Firearms in the Workplace
- Social Media Use in Hiring
2019
2018
- What Not to Wear
- Vicarious Liability for Unlawful Harrassment
- Employee Surveillance & Union Formation
- A Lesson in Retaliation
- Employers May Sometimes Judge a Book By Its Cover
- Mind Your P’s and Q’s . . . and BFOQs
- Severance Agreements
- U.S. Department of Labor "Paid" Program
- Revisiting Records Retention
- Calculating the Regular Rate
- Independent Contractor or Employee?
2017
- Sexual Orientation Discrimination
- DRI Membership: It’s Personal
- Is Extended Leave a Reasonable Accommodation?
- Parental Leave
- Pay Disparity
- Religious accomodation in the workplace
- Equal pay and prior salary information
- I quit! How to avoid constructive discharge
- You Can't Shred Email
- Navigating Unemployment Claims
- Considering Criminal History in Pre-Employment Decisions
- Defamation Claims from Former Employees
- Mixed Motive Causation
2016
- Requesting Accomodation: Kowitz v. Trinity Health
- Antitrust Law in Human Resources
- An Evolving Standard: Joint-Employment
- What Does At-Will Employment Mean for Employers?
- Let's Talk About Wages
- THE FLSA: CHANGES ARE COMING
- Follow Up: Obesity and the ADA
- The Importance of Social Media Policies
- Is Obesity a Qualifying Disability under the ADA?
- Retaliation on the Rise: The EEOC Responds
- What Motivates You?
2015
- "But I thought ...
- Who’s expecting? And what is he expecting?
- Are You Still Doing Annual Performance Reviews?
- Who is Your Employee?
- The unpaid intern trap Part II
- “We’ve been the victim of a cyber-attack”
- So, a Hasidic Jew, a nun in a habit and a woman wearing a headscarf walk into your office?
- The unpaid intern trap
- Pregnancy in the workplace
- Let's talk about honesty.
- "Did You Know" Series - Part I
- Conducting an Internal Investigation
- What HR can look forward to in 2015!
2014
- The chokehold of workplace technology
- Does your company have trade secrets?
- North Dakota Construction Law Compendium for 2014
- Does the North Dakota baby boom affect you?
- Ban the Box? Why?
- The end of the world as we know it
- Everybody has an opinion
- Changes, Changes, Changes!
- Nick Grant presents at North Dakota Safety Council's 41st Annual Safety and Health Conference
- Email impairment: A potentially harmful condition
Mar 05, 2018
A key human resources function is maintaining company records. One important facet of this key function is determining how long the company must retain certain records. First and foremost, there are legal requirements that companies must follow. As a secondary concern, good records can provide support and corroboration for staffing and management decisions including terminations, promotions, hiring decisions, and setting compensation levels. However, poor records and poor recordkeeping can have the opposite effect. A good record retention policy, and strict adherence to that policy, not only helps a company stay in compliance with the law, but can promote company efficiency, demonstrate legal compliance, and minimize litigation risks. What follows are guidelines to follow when considering a records policy.
Oftentimes the first step in crafting a records retention policy is to determine the full breadth of the records created and maintained. Not only should the subject matter of the records be considered, but also the format of those records. Both electronic and paper documentation should be addressed. It is advisable that a records retention policy address not only records created and maintained by the human resources department. Ideally, a records retention schedule will be implemented company-wide, and address all types of records maintained.
You must also determine how long the records should be kept. Both legal and operational reasons should be considered. In order to ensure legal compliance, a company should identify each governmental agency to which it may be required to disclose records. Some of the more common federal reporting agencies include the Internal Revenue Service, Equal Employment Opportunity Commission, Occupational Safety and Health Administration, National Transportation Safety Board, or Department of Labor. Each of these agencies have specific guidelines regarding how long certain records must be kept. These requirements generally range from three to seven years. The following table reflects some of these general guidelines, but is by no means comprehensive:
There are some outliers. For instance, records relating to employee exposure to hazardous substances must be kept for a minimum of thirty years.
Next, a records retention policy must not only identify how long records must be kept, but should implement a definite destruction schedule and mandate how destruction should be accomplished. One of the main considerations at this stage is to ensure confidentiality of sensitive information.
Finally, the policy should provide for its own periodic review. Legal standards are constantly evolving, and a human resource professional must ensure that their policy remains in line with these standards.
The above considerations are just a starting point for the drafting or evaluation of a records retention policy. If there are any questions regarding legal compliance, it is recommended that an expert be consulted.
Our Interest in Serving You:
My law firm’s goal is to give understandable information and to foster discussion about real-life issues facing human resource professionals. If we are not achieving that goal or if you would like us to address other employment law issues, please email me at amann@ndlaw.com. We promise to take your comments and ideas to heart.
Disclaimers
(Otherwise known as “the fine print”)
I make a serious effort to be accurate in my writings. These articles are not exhaustive treatises, though, so do not consider them complete or authoritative. Providing this information to you does not create an attorney-client relationship with my firm or me. Do not act upon the contents of this or of any article on our homepage or consider it a replacement for professional advice.
Reprinted with permission from an article submitted for publication in the March, 2018 Southwest Area Human Resource Association newsletter.
Revisiting Records Retention
By: Allison MannA key human resources function is maintaining company records. One important facet of this key function is determining how long the company must retain certain records. First and foremost, there are legal requirements that companies must follow. As a secondary concern, good records can provide support and corroboration for staffing and management decisions including terminations, promotions, hiring decisions, and setting compensation levels. However, poor records and poor recordkeeping can have the opposite effect. A good record retention policy, and strict adherence to that policy, not only helps a company stay in compliance with the law, but can promote company efficiency, demonstrate legal compliance, and minimize litigation risks. What follows are guidelines to follow when considering a records policy.
Oftentimes the first step in crafting a records retention policy is to determine the full breadth of the records created and maintained. Not only should the subject matter of the records be considered, but also the format of those records. Both electronic and paper documentation should be addressed. It is advisable that a records retention policy address not only records created and maintained by the human resources department. Ideally, a records retention schedule will be implemented company-wide, and address all types of records maintained.
You must also determine how long the records should be kept. Both legal and operational reasons should be considered. In order to ensure legal compliance, a company should identify each governmental agency to which it may be required to disclose records. Some of the more common federal reporting agencies include the Internal Revenue Service, Equal Employment Opportunity Commission, Occupational Safety and Health Administration, National Transportation Safety Board, or Department of Labor. Each of these agencies have specific guidelines regarding how long certain records must be kept. These requirements generally range from three to seven years. The following table reflects some of these general guidelines, but is by no means comprehensive:
RECORD TYPE | TIME TO RETAIN (IN GENERAL) |
---|---|
Employment Tax Records/Payroll Records | 4 years from date of record |
I-9 Forms | 3 years after hire or 1 year after termination, whichever is later |
Benefit Plan Information (ERISA) | 6 years from date of record |
FMLA Information | 3 years from date of record |
There are some outliers. For instance, records relating to employee exposure to hazardous substances must be kept for a minimum of thirty years.
Next, a records retention policy must not only identify how long records must be kept, but should implement a definite destruction schedule and mandate how destruction should be accomplished. One of the main considerations at this stage is to ensure confidentiality of sensitive information.
Finally, the policy should provide for its own periodic review. Legal standards are constantly evolving, and a human resource professional must ensure that their policy remains in line with these standards.
The above considerations are just a starting point for the drafting or evaluation of a records retention policy. If there are any questions regarding legal compliance, it is recommended that an expert be consulted.
Our Interest in Serving You:
My law firm’s goal is to give understandable information and to foster discussion about real-life issues facing human resource professionals. If we are not achieving that goal or if you would like us to address other employment law issues, please email me at amann@ndlaw.com. We promise to take your comments and ideas to heart.
Disclaimers
(Otherwise known as “the fine print”)
I make a serious effort to be accurate in my writings. These articles are not exhaustive treatises, though, so do not consider them complete or authoritative. Providing this information to you does not create an attorney-client relationship with my firm or me. Do not act upon the contents of this or of any article on our homepage or consider it a replacement for professional advice.
Reprinted with permission from an article submitted for publication in the March, 2018 Southwest Area Human Resource Association newsletter.