Flores v. DISH Network LLC

District Court, D. Arizona·Decided June 16, 2021·No. 2:19-cv-05293·Unknown

Opinion

WO

Melin Flores, No. CV-19-05293-PHX-ROS

Plaintiff, ORDER

v.

DISH Network LLC, et al.,

Defendants. Melin Flores was working for DISH Network when she began having back pain and missing days of work. The parties disagree on whether Flores’ supervisor knew of her difficulties and whether he instructed Flores how to pursue options she might have under the Family Medical Leave Act of 1993 or the Americans with Disabilities Act of 1990. It is undisputed, however, that during an in-person meeting with her immediate supervisor and another supervisor, Flores was told she was being fired for excessive absences. According to one of the supervisors, during the meeting Flores tried to explain “something along the lines of being in the hospital for passing a kidney stone” and that she was “slated to go back to surgery or had to go back to the hospital, something along those lines.” (Doc. 47-1 at 70). That supervisor concluded Flores’ statements were sufficient to indicate Flores might need leave or other accommodations. Despite reaching that conclusion, the supervisor decided to proceed with the termination. (Doc. 47-1 at 70). Flores subsequently filed this suit, alleging FMLA and ADA claims. The parties have filed cross-motions for summary judgment. There are many factual disputes but there is undisputed evidence establishing DISH’s liability under Flores’ FMLA interference claim. Only DISH moved for summary judgment on the other claims and DISH’s motion regarding those claims will be denied in large part. The parties will be required to brief whether Flores is entitled to summary judgment on some of her other claims. Finally, DISH’s counsel will be required to establish their summary judgment arguments and factual positions had a good faith basis. The parties’ cross-motions for summary judgment require the Court view the facts differently depending on which motion is being resolved. Many of the facts, however, are undisputed. Unless otherwise indicated the following facts are undisputed. As of June 2018, Flores was working for DISH in a customer service position. (Doc. 49 at 1). Flores was subject to DISH’s “point-based attendance policy.” (Doc. 49 at 2). Somewhat simplified, that policy awarded an employee one point if she had an unauthorized absence and ½ point if she arrived late or left early. (Doc. 49-3 at 39). An employee who accumulated eight points in a twelve-month period would be terminated. The policy did not award points for absences, late arrivals, or early departures related to FMLA leave or ADA accommodations. If an employee was going to miss work or arrive late, she was required to call DISH’s “attendance line.” (Doc. 49 at 2). That line was described by Flores’ direct supervisor Brandon Brown as the number an employee would call to inform DISH she was “not going to make it in, or whatever it may be, or [she is] going to be late.” (Doc. 49-3 at 26). The attendance line employee would then “code it either late or absent.” (Doc. 49-3 at 26). Regardless of what the employee said to the attendance line, the attendance line employee would not take any steps regarding a possible entitlement to leave. (Doc. 49-3 at 30). That is, if an employee provided information that indicated the employee might need FMLA leave or ADA accommodations, the attendance line employee would not take any action. Instead, it was up to the employee calling the attendance line to request to be transferred to a manager to discuss possible leave or accommodations. (Doc. 49-3 at 30).1 Instead of using the attendance line for situations where an employee might need leave or accommodations, DISH tried to funnel all such situations to what it describes as the “leaves line” or “leaves team.” The “leaves team” was reached through a telephone number or email address administered by individuals at DISH’s corporate headquarters. (Doc. 49-3 at 47). As explained by a DISH “senior human resources associate,” DISH had an “open door policy” that allowed an employee in need of leave or an accommodation to speak with the individual she “felt most comfortable with.” (Doc. 49-3 at 49). Thus, an employee could speak to a human resources representative, a “manager, supervisor, site leader, whoever they wanted to talk to to initiate the process.” (Doc. 49-3 at 50). Once an employee spoke to such an individual, DISH’s policy was for the employee to be told she “needed to explicitly contact the leaves team, whether that be via phone or via email, to initiate the process.” (Doc. 49-3 at 50). When an employee contacted the leaves team, that team would work with the employee regarding submission of appropriate paperwork. The leaves team would then determine whether the employee was entitled to leave or accommodations and, if needed, the leaves team would communicate the leave or accommodation requirements to the employee’s supervisors. (Doc. 49-3 at 51). According to DISH, the leaves team was advertised “on numerous posters across the building,” there was information about the team on a website the employees could access through their work computers, and there were business cards with information about the leaves team “throughout the entire [work] site.” (Doc. 49-3 at 56). Employees were also told about the leaves team during their “new-hire training.” (Doc. 49-3 at 56). Flores’ supervisor claims he gave Flores a business card with information regarding the leaves team on two occasions. (Doc. 49-3 at 13). According to Flores, however, she was unaware

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