Handy Technologies (01-CA-158125)

United States Government

National Labor Relations Board

OFFICE OF THE GENERAL COUNSEL

Advice Memorandum

DATE:

June 16, 2017

TO:

John J. Walsh, Jr., Regional Director

Region 1

FROM:

Barry J. Kearney, Associate General Counsel

Division of Advice

SUBJECT: Handy Technologies, Inc.

Cases 01-CA-158125, 158144

177-2414-0100-0000

177-2414-1100-0000

177-2414-2200-0000

177-2414-4400-0000

512-5012-2000-0000

512-5072-5700-0000

The Region submitted this case for advice as to whether the Charging Party and

other cleaners working for the Employer are employees within the meaning of

Section 2(3) of the Act, rather than independent contractors excluded from the Act’s

coverage. We conclude that the Employer’s cleaners are statutory employees.

FACTS

Handy Technologies, Inc. (“Employer” or “Handy”) operates a website and a

software application (“app”) available on smartphones, through which customers can

arrange for cleaning and other services. This case involves unfair labor practice

charges filed by two Handy cleaners that worked for the Employer between May and

July 2015 in Boston, Massachusetts.1 The charges allege that the Employer violated

Section 8(a)(1) of the Act by maintaining and enforcing an unlawful mandatory

arbitration agreement, maintaining unlawful rules, and unlawfully misclassifying

employees as independent contractors.2

1 Because the charging parties are cleaners, this analysis is confined to the cleaning

segment of the Employer’s business. As part of the investigation of this case, the

Region obtained affidavit evidence from Handy cleaners in Boston, Massachusetts;

New York, New York; San Francisco, California; Washington, D.C.; and Atlanta,

Georgia.

2 In August 2015, the charging parties initially filed charges alleging that the

Employer maintained and enforced an unlawful mandatory arbitration agreement

Employer’s business. As part of the investigation of this case, the

Region obtained affidavit evidence from Handy cleaners in Boston, Massachusetts;

New York, New York; San Francisco, California; Washington, D.C.; and Atlanta,

Georgia.

2 In August 2015, the charging parties initially filed charges alleging that the

Employer maintained and enforced an unlawful mandatory arbitration agreement. In

February 2017, the charging parties filed amended charges adding allegations that

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A. The Employer’s Business Model

Handy was founded in 2012 by two Harvard Business School students. It is a

private company headquartered in New York City. It operates in approximately 35

cities in the United States, Canada, and the United Kingdom and employs

approximately 10,000 cleaners.

Handy’s website offers customers cleaning services. The website states: “Book

your local, trusted cleaner: Friendly, vetted professionals at your doorstep. Just pick a

time and we’ll do the rest.”3 There is a button that says “Book a Cleaning” and

another that says “See All Services.” The website then advertises “Trusted

Professionals,” who are “experienced, friendly, background-checked, and insured”;

“Next-Day Availability,” in which the customer can “Book online in 50 seconds and

schedule [] home service for as early as tomorrow”; and “The Handy Happiness

Guarantee,” which states that “if you’re not happy, we’ll work to make it right.”

Handy’s website also has a section entitled “What’s included in a cleaning?” that

lists tasks the selected cleaner will perform in bedrooms, living rooms, common areas,

bathrooms, and kitchens.4 It also has an “extras” section of available add-ons that

includes cleaning: inside cabinets, inside fridge, inside oven, laundry wash and dry,

and interior windows. The website states that the following services are not currently

offered: exterior window cleaning, deep stain removal, infestation, mold removal, and

insect removal

drooms, living rooms, common areas,

bathrooms, and kitchens.4 It also has an “extras” section of available add-ons that

includes cleaning: inside cabinets, inside fridge, inside oven, laundry wash and dry,

and interior windows. The website states that the following services are not currently

offered: exterior window cleaning, deep stain removal, infestation, mold removal, and

insect removal.

The website also includes a small link at the bottom of the home page to “Terms

of Use/User Agreement” that applies to both customers and cleaners. The terms

include, among other things, a variety of rules, details on the Handy Happiness

Guarantee and insurance coverage provided by Handy, an arbitration agreement that

includes a class action waiver, and a statement that the cleaners are independent

contractors and not employees.5

the Employer maintained unlawful rules and unlawfully misclassified them as

independent contractors. The Region is still investigating one of the alleged

overbroad rules, but it has determined that the remaining allegations in the amended

charge have merit.

3 See HANDY, http://www.handy.com, (last visited June 12, 2017).

4 See What’s included in a cleaning?, HANDY,

https://www.handy.com/cleaningchecklist (last visited June 12, 2017).

5 See Terms of Use/User Agreement, HANDY, https://www.handy.com/terms (last

visited June 12, 2017).

alleged

overbroad rules, but it has determined that the remaining allegations in the amended

charge have merit.

3 See HANDY, http://www.handy.com, (last visited June 12, 2017).

4 See What’s included in a cleaning?, HANDY,

https://www.handy.com/cleaningchecklist (last visited June 12, 2017).

5 See Terms of Use/User Agreement, HANDY, https://www.handy.com/terms (last

visited June 12, 2017).

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After a customer receives cleaning services from Handy, the customer is asked to

rate the Handy cleaner on a scale from 1 (awful) to 5 (amazing). Handy utilizes this

customer rating and feedback in various ways, as described below.

B. The Employer’s Cleaners

The following facts detail how the Employer recruits, trains, compensates,

supervises, and terminates its cleaners.

1.

Recruitment, application process, and onboarding

The Employer refers to its cleaners as “professionals” or “service professionals.”

Applicants apply to be professionals by clicking a button on its website that says

“Become a Pro” or text that says “Be a Professional.” These links lead to a site where

applicants can enter their name, email, and location and indicate whether they are a

cleaner or handyman.6 The page has three icons with short statements. The first

says “Great Pay: Make up to $22/hour as a cleaner or $45/hour as a handyman” and

that its top professionals make more than $1000/week. The second says “Flexible

Schedule” and states that “[y]ou can choose when you want to work and how much”

and “[b]uild a full schedule or simply claim a few jobs on the side.” The third says

“Easy Payments: No more tracking down customers for payments” and that Handy

will “direct deposit earnings into your bank account as soon as the job is complete.”

The site also states the following as requirements: have paid experience in cleaning or

handyman services; be authorized to work in the country you are applying in; and

have excellent customer service skills

side.” The third says

“Easy Payments: No more tracking down customers for payments” and that Handy

will “direct deposit earnings into your bank account as soon as the job is complete.”

The site also states the following as requirements: have paid experience in cleaning or

handyman services; be authorized to work in the country you are applying in; and

have excellent customer service skills. Below these requirements, in a different, light

colored font, it says “Handy is not an employer, but simply connects independent

service professionals with customers.” The Employer also advertises for cleaners on

other websites, such as Craigslist, which direct applicants to its website. A cleaner

who worked in Washington, D.C. and Georgia said that the advertisement

saw on

Craigslist stated that cleaners could make from $17 to $22 an hour.

Once applicants enter their basic information into the Employer’s website, they

are prompted to fill out an application that asks, among other things, whether they

have professional cleaning experience and, if so, how many years, whether they are

willing to submit to a background check, whether they are legally eligible to work in

the United States, and their t-shirt preference. It also has a quiz that asks applicants

to state the order in which they would clean various rooms. Handy’s most recent

policies indicate that it may be charging applicants an application processing fee of

$75 in New York City and $20 in other select markets. Handy also appears to have

6 See Start earning money this week!, HANDY, https://www.handy.com/apply (last

visited June 12, 2017).

der in which they would clean various rooms. Handy’s most recent

policies indicate that it may be charging applicants an application processing fee of

$75 in New York City and $20 in other select markets. Handy also appears to have

6 See Start earning money this week!, HANDY, https://www.handy.com/apply (last

visited June 12, 2017).

(b) (6), (b) (

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experimented with a weekly platform access fee of $10 which was in effect in Miami

between February and May 2017.

Handy has significantly changed its hiring/onboarding process over time. Until

February 2016, Handy conducted in-person trainings. The testimony from cleaners

that applied to Handy before February 2016 indicates that after they completed the

online application, they received a phone call from an Employer representative who

conducted a short phone interview. They were then invited to attend an in-person

orientation at one of the Employer’s offices. The Employer’s orientation presentations

lasted for approximately two to three hours. The in-person orientation reviewed

topics such as how the Handy app worked, supplies, customer ratings, compensation,

fines, and removal from the platform. Between February 2016 and April 2016, Handy

began using an on-line orientation. Handy asserts that in April 2016 it phased out

the on-line orientation, and it is unclear what kind of instructions or tips have been

provided to new applicants since that time.

Before they can start claiming jobs, and in order to work for the Employer,

cleaners agree to the Employer’s Service Professional Agreement (“SPA”) and its

terms of use. The Employer frequently modifies the SPA and terms of use, and

cleaners are required to agree to these modifications through the Employer’s app

structions or tips have been

provided to new applicants since that time.

Before they can start claiming jobs, and in order to work for the Employer,

cleaners agree to the Employer’s Service Professional Agreement (“SPA”) and its

terms of use. The Employer frequently modifies the SPA and terms of use, and

cleaners are required to agree to these modifications through the Employer’s app.

Handy does not maintain any experience requirement for cleaners and it does not

verify any of the representations made by cleaners about their experience during the

application process. One of the charging parties said that there was no mention of

minimum cleaning experience during the application process. The New York (“NY”)

cleaner oriented in March 2016 said that

had not previously worked a cleaner but

had cleaning experience as a health aide. The Atlanta cleaner said

checked 2-5

years’ experience on the application. The NY cleaner oriented in January 2015 had

four years of experience in housekeeping at a hotel and was told by the Handy

representative that called

that

was a good fit because of

paid experience.

2.

Handy supplies

Handy provides cleaners that it approves through its application process and that

agree to the SPA and terms of use, with access to the Handy platform, which is how

the cleaners procure their work. Handy has also recently provided every active

cleaner with a business profile on the platform, where the cleaner can post their

name, picture, services offered, locations provided, number of bookings completed,

and reviews and ratings. Handy also requires that all cleaners possess a smartphone

equipped with the Handy platform.7

7 Handy’s older SPAs stated that if cleaners did not have a smartphone, Handy would

provide one. Handy’s most recent SPA does not have this provision.

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

leted,

and reviews and ratings. Handy also requires that all cleaners possess a smartphone

equipped with the Handy platform.7

7 Handy’s older SPAs stated that if cleaners did not have a smartphone, Handy would

provide one. Handy’s most recent SPA does not have this provision.

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

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Handy has changed its policies regarding cleaning supplies over time. Its SPA

has consistently stated that cleaners shall furnish and maintain at their own expense

the tools, equipment, supplies, and other materials to perform the service; that at the

cleaner’s request, Handy may offer certain supplies; and that the cleaner is not

required to purchase supplies from Handy at any time. Handy’s orientation

presentation that was in effect until June 2, 2015 stated that Handy could supply the

cleaner with a starter kit that would be paid through a withholding by Handy in its

payments to the cleaners. The starter kit includes a roller bag, vacuum, Swiffer,

Method products, microfiber cloths, aprons/polos for the safety of both customers and

service professionals, and marketing materials. The orientation presentation also

stated that “Our Highest-Rated Pros Also Always Bring: [f]avorite products (Magic

Erasers, Scrubbing Bubbles, etc.); [p]referred floor cleaning tools; [h]and duster, extra

cloths/paper towels, and [s]crubbers.” Further, cleaners could order, through the

Handy portal, a resupply kit for $25 once he or she had completed 40 hours of work.

The orientation presentations that Handy used after June 2, 2015 say only that the

cleaner can buy an optional starter kit (with the same materials listed) and that

resupply kits can be requested for $25 after 40 hours of client work. Handy asserts

that cleaners can no longer purchase optional supply kits through the Handy

platform, though it is not clear when this change was made

of work.

The orientation presentations that Handy used after June 2, 2015 say only that the

cleaner can buy an optional starter kit (with the same materials listed) and that

resupply kits can be requested for $25 after 40 hours of client work. Handy asserts

that cleaners can no longer purchase optional supply kits through the Handy

platform, though it is not clear when this change was made. Its most recent SPA still

states that at the cleaner’s request, Handy may offer certain equipment, supplies, and

materials for purchase.

One of the charging parties said that at the orientation, Handy strongly

suggested that employees purchase the supply kit and that Handy also suggested that

cleaners not use certain cleaning products, such as Easy Off, because of customers’

eco-friendly preferences. The other charging party said that cleaners were required to

take the Handy cleaning kit and could not supply their own bag or cleaning products,

nor could the cleaners pay for the cleaning kit up front, rather than have the

Employer withhold from future payments. The San Francisco cleaner was told at the

orientation

attended in August 2015 that

could purchase the Handy cleaning

kit but was not required to do so. Of the NY cleaners, the cleaners who attended

orientation in January 2015 and May 2015 were told that they had to buy Handy’s kit

containing cleaning supplies; the one who oriented in early 2016 said that cleaners

could purchase supplies through Handy, but it was not required.

3.

Handy uniforms

The SPA also provides that Handy may provide the cleaner with apparel, or some

other form of identification, but that the cleaner has no obligation to wear or display

the apparel, badge, or other form of identification except insofar as necessary to

confirm the identity of the professional to the client

purchase supplies through Handy, but it was not required.

3.

Handy uniforms

The SPA also provides that Handy may provide the cleaner with apparel, or some

other form of identification, but that the cleaner has no obligation to wear or display

the apparel, badge, or other form of identification except insofar as necessary to

confirm the identity of the professional to the client. The two charging parties said

that at the orientation they attended between May-June 2015, they were told that

they had to wear a polo shirt and apron with Handy’s logo on them. The Atlanta

(b) (6),

(b) (6), (

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cleaner who attended orientation around November 2014 was given a Handy shirt

and apron and instructed to wear khaki pants on the job. Of the NY cleaners, the

cleaners who attended orientation in January and May 2015 were told they were

required to wear the uniform, including the shirt with the Handy logo on it; the one

who oriented in early 2016 said that

was not required to wear a uniform, though

Handy sells t-shirts and other apparel for workers to wear. The San Francisco

cleaner was told at the orientation

attended in August 2015 that

could purchase

the Handy logo shirt but was not required to. Handy asserts that as of March 2017,

apparel with Handy’s logo is only available to customers.

4.

Insurance

Handy’s SPA says that it is the sole responsibility of the Service Professional to

maintain workers’ compensation, unemployment, and other forms of insurance, in

each case with insurers reasonably acceptable to Handy, and with policy limits

sufficient to protect and indemnify Handy and its affiliates. However, Handy holds

an insurance policy that covers it for any claim by a client arising out of bodily injury,

damage, abuse, or molestation caused by a Handy cleaner supplied to a client. Handy

also does not require its professionals to submit proof that they have insurance

reasonably acceptable to Handy, and with policy limits

sufficient to protect and indemnify Handy and its affiliates. However, Handy holds

an insurance policy that covers it for any claim by a client arising out of bodily injury,

damage, abuse, or molestation caused by a Handy cleaner supplied to a client. Handy

also does not require its professionals to submit proof that they have insurance.

Handy told one of the charging parties that cleaners were insured for up to $1 million

if they broke or damaged something at the customer’s place, that they did not need

their own insurance, and that they should come to Handy first if they ever broke

anything. Handy said substantially the same to the NY cleaner oriented in

January 2015. The NY cleaner oriented in 2014 said

was aware that Handy had

an insurance policy, that

did not have

own, and that

understood that

Handy’s policy would cover any claimed damage.

Handy states in its Terms of Use/User Agreement that it will compensate

customers for up to $20,000 for losses arising from property damage as a result of

negligence of a cleaner, and up to $5,000 for losses arising from theft. Its Happiness

Guarantee also provides that if the customer is not satisfied with the quality of the

service, that Handy will send another cleaner to re-perform the service at no

additional charge.

5.

Instructions on performing the work

Handy’s SPA has a provision stating that it “shall not control or have any right to

control the manner or means by which Service Professional performs the Services . . .

Handy will not and has no right to, under any circumstances, inspect Service

Professional’s work for quality purposes.” As stated above, Handy’s website includes

a list of tasks that cleaners perform in each room and designates some cleaning tasks

as “extras.”

(b) (6), (b)

(b) (6), (

(b) (6),

(b) (6), (b) (

(b) (6), (b)

(b) (6), (b)

ervice Professional performs the Services . . .

Handy will not and has no right to, under any circumstances, inspect Service

Professional’s work for quality purposes.” As stated above, Handy’s website includes

a list of tasks that cleaners perform in each room and designates some cleaning tasks

as “extras.”

(b) (6), (b)

(b) (6), (

(b) (6),

(b) (6), (b) (

(b) (6), (b)

(b) (6), (b)

(b) (6), (b) (

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customer’s bathrooms. The NY cleaner who attended orientation in early 2016 said

that there were no rules about using cell phones or listening to music while working.8

6.

Instructions on customer relations

Handy’s orientation presentation in use until June 2, 2015 had a slide presenting

tips from highest rated pros on how to interact with customers the day before, the day

of, and in the final 15 minutes of a cleaning. A pro from New York states that the

day before

likes to “send a text to my customers the night before a job. Usually

something like ‘Hi, this is

from Handy. I am all set for the job tomorrow at

10:00 am and look forward to meeting you.” A pro from Boston states that the day of:

I try to set the right tone right from the start. I shake the customers

hand, introduce myself, offer to take off my shoes, and then do a walk

through to see where they want me to focus, if there are places I should

avoid, or if they have specific product requests. The first impression is so

important!

Finally, a pro from Atlanta explains that during the final 15 minutes

does a final

walk through, a final wipe down of surfaces, grabs the trash, and turns off the light.

also “love[s] leaving behind the Handy materials and usually add[s] a nice

personal note.”

After June 2, 2015, Handy’s orientation presentation instructs cleaners to

indicate when they are on the way to the job and when they are at the job on the

Handy portal

uring the final 15 minutes

does a final

walk through, a final wipe down of surfaces, grabs the trash, and turns off the light.

also “love[s] leaving behind the Handy materials and usually add[s] a nice

personal note.”

After June 2, 2015, Handy’s orientation presentation instructs cleaners to

indicate when they are on the way to the job and when they are at the job on the

Handy portal. The orientation presentation says that clicking “I’m on my way” will

notify both Handy and the customer that the cleaner is en route to the job. If the

cleaner is running late, he or she should click “update my arrival time” and then click

on how late he or she will be. There is also a “top pro tip” to call or text the client the

evening before to verify the booking.

Handy’s orientation presentations after June 2, 2015 contain instructions for

what the cleaner should do if a customer is a “no show.” The cleaner should make a

reasonable attempt to get in touch with the customer through calling or texting and

then wait nearby, for example at a coffee shop, and check-out via the portal before

leaving the booking. The earlier orientation presentations instruct the cleaner to wait

one hour while the most recent instructs the cleaner to wait a half hour.

8 As noted above, Handy asserts that in April 2016 it phased out orientation and it is

unclear what kind of instructions or tips on performing cleaning work have been

provided to new applicants since that time.

(b) (6), (b) (

(b) (6), (b)

(b) (6), (b) (7

one hour while the most recent instructs the cleaner to wait a half hour.

8 As noted above, Handy asserts that in April 2016 it phased out orientation and it is

unclear what kind of instructions or tips on performing cleaning work have been

provided to new applicants since that time.

(b) (6), (b) (

(b) (6), (b)

(b) (6), (b) (7

(b) (6), (b) (7)(C)

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payment within seven days that it shall constitute a material breach of the

agreement. .

Handy pays cleaners on an hourly basis (for a one-hour job, two-hour job, three-

hour job, etc.). Handy’s older compensation structure provided one set of hourly rates

for New York City and another for all other markets. It set hourly rates based on

where the cleaner fell within four tiers, with the fourth tier being approximately 50%

higher than the first tier. The tiers were based on a combination of ratings in the

past 28 days and the number of jobs done in the past 28 days. The formula

incentivized the cleaner to have a high rating and perform a large quantity of jobs.

Thus, the compensation structure for New York City since at least 2015 has been the

following:

Tier 1

Tier 2

Tier 3

Tier 4

1 Hour Job (Not offered)

$15

$17

$20

$22

2 Hour Job (Studio, 1 Bed)

$30

$34

$40

$44

3 Hour Job (2 Bed)

$45

$51

$60

$66

Ratings (past 28 days)

N/A11

4.5

4.5

4.75

# of Jobs Done (past 28 days)

N/A

15

30

50

Handy’s most recent12 compensation structure maintains the same pay structure

for New York City but provides different rates and tiers for a number of additional

cities. The majority of these new city-specific grids have only two tiers and

incentivize repeat bookings with the same customer rather than high ratings and a

high quantity of jobs. Handy also states that the rates are as listed unless it and the

cleaner have mutually agreed in writing to another service fee

for New York City but provides different rates and tiers for a number of additional

cities. The majority of these new city-specific grids have only two tiers and

incentivize repeat bookings with the same customer rather than high ratings and a

high quantity of jobs. Handy also states that the rates are as listed unless it and the

cleaner have mutually agreed in writing to another service fee. There is no evidence

that Handy has reached such a mutual agreement with a cleaner.

Handy also provides some compensation if a customer cancels, though it has

changed its rules over time. Its SPA in effect before June 2, 2015 provided that a

cleaner would receive $15 if the customer cancelled or rescheduled on less than three

hours’ notice. A subsequent SPA provided that a cleaner would receive $15 for a

customer cancellation between 2 and 12 hours’ notice and full payment if the

service, which include an arbitration agreement with a class action waiver. Cleaners

must also agree that Handy can share the cleaner’s information with Stripe.

11 Handy’s most recent SPA lists a rating of 4.2 here.

12 It is not clear when Handy implemented these changes, but they are not included

in Handy’s SPAs in effect in 2015 and are included in Handy’s SPAs in effect during

February through May 2017.

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timeframe or estimated work time and receive a job that has a shorter timeframe or

estimated work time. Once a job is booked, if the cleaner cancels, he or she is subject

to the cancellation penalties described above.

Normally, the Handy app lists a number of available jobs. However, the NY

cleaner oriented in January 2015 reported that at some point in 2015 when

logged

on there was only one available job.

waited two hours for more jobs to appear but

none did and so

claimed it

e. Once a job is booked, if the cleaner cancels, he or she is subject

to the cancellation penalties described above.

Normally, the Handy app lists a number of available jobs. However, the NY

cleaner oriented in January 2015 reported that at some point in 2015 when

logged

on there was only one available job.

waited two hours for more jobs to appear but

none did and so

claimed it. When the cleaner met the customer, the customer told

that

had not been happy with prior professionals from Handy and was

threatening to leave. Handy had told the customer that they were sending their best

pro for the job.

(b)

Arranging work directly with customers

Handy has maintained strict rules that prohibit cleaners from arranging to do

work with customers outside of the Handy app. Its SPA provides that the cleaner

shall not affirmatively solicit customers originally referred through the Handy

Platform to book his or her services through any means other than the Handy

Platform. Its orientation presentations in effect until August 2015 explicitly provide

that attempting to divert or remove customers will result in immediate termination.

The NY cleaner oriented in early 2016 said that Handy makes it clear that you cannot

advertise on behalf of yourself, or you could get terminated and that everything has to

be done through the app. Handy also uses a program to mask the customer’s and

cleaner’s phone numbers to allow them to communicate only within the time period

leading up to the job. In April 2017, Handy added a provision to its SPA that states

that the cleaner:

shall not affirmatively solicit [customers] originally referred through the

Handy Platform to book jobs through any means other than the Handy

Platform; provided, however, Handy may charge Service Professional a

referral fee in the event the [cleaner] affirmatively solicits [customers]

originally referred through the Handy Platform to book jobs through any

means other than the Handy platform.

hall not affirmatively solicit [customers] originally referred through the

Handy Platform to book jobs through any means other than the Handy

Platform; provided, however, Handy may charge Service Professional a

referral fee in the event the [cleaner] affirmatively solicits [customers]

originally referred through the Handy Platform to book jobs through any

means other than the Handy platform.

(c)

Extending jobs

Once a cleaner is at a job, there is a customer option to extend the length of the

job through the Handy app. Handy provided approximately 50 examples of such

extensions that were made in November and December 2015. Handy’s SPA provides

that if a job requires more time than estimated, the customer and professional may

negotiate an increase in fees based on the estimated additional time needed and that

it would have no involvement in negotiating any increase in the service fee. In

practice, the scope of the negotiation is confined to adding additional time through the

Handy app. Cleaners and customers cannot negotiate about compensation for

(b) (6), (b)

(b) (6), (b) (

(b) (6), (b) (7

(b) (6), (b)

(b) (6), (b) (

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additional time or tasks, as compensation is set by Handy. Additionally, the

procedure of extending a job requires Handy’s authorization. Cleaners cannot

independently report to Handy that they have reached an agreement with the

customer to extend the job. Handy requires either a customer request or a customer

confirmation before extending the length of the job.

Handy also noted in its orientations that extending time was a rare occasion. In

its orientation presentation in effect until June 2, 2015, Handy stated that

“[c]ustomers usually expect pros to finish jobs in the time allotted by them” before

going on to explain the process of adding time

res either a customer request or a customer

confirmation before extending the length of the job.

Handy also noted in its orientations that extending time was a rare occasion. In

its orientation presentation in effect until June 2, 2015, Handy stated that

“[c]ustomers usually expect pros to finish jobs in the time allotted by them” before

going on to explain the process of adding time. In its orientation presentation in

effect until August 2015, it said “[i]n rare cases, you may need more time for your

booking” before explaining that customers can adjust the length of their booking on

the app.

Some cleaners also reported concerns about trying to negotiate with customers

about job extensions. One of the charging parties indicated that

was very

hesitant to speak with customers about extending the length of the job if

felt

finishing all of the tasks would take longer than the allotted time because it could

result in a bad customer rating. Similarly, out of fear of a bad customer rating,

would always agree to additional work if a customer asked. The NY cleaner oriented

in early 2016 explained that customers would usually schedule less work through the

app than they actually had.

said that in these situations

would tell the

customer to add extra time on the app but that a lot of times the customer would talk

into doing the extra work without adding it on the app or paying for it.

ys agree to additional work if a customer asked. The NY cleaner oriented

in early 2016 explained that customers would usually schedule less work through the

app than they actually had.

said that in these situations

would tell the

customer to add extra time on the app but that a lot of times the customer would talk

into doing the extra work without adding it on the app or paying for it.

(d)

Using helpers or substitutes

Handy’s SPA provides that when approved in advance by the customer, and

except as otherwise provided in the agreement, the cleaner is not obligated to

personally perform the services. It also provides that before any services are

performed by any assistants, helpers, subcontractors, or other personnel that the

cleaner “shall require any such individuals to submit to a background check

conducted by Handy at Handy’s written request.”

Handy did not provide any examples of its cleaners using assistants, helpers, or

subcontractors and says that it does not maintain this data.15 Handy does not have

an option on its platform that permits a higher hourly rate for more than one cleaner.

As stated above, it also assesses a fine if a cleaner leaves before the estimated time.

15 However, Handy asserts that in a recent survey of 460 cleaners in the Boston area,

10% of respondents stated that they use subcontractors.

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

(b) (6), (b) (7

rate for more than one cleaner.

As stated above, it also assesses a fine if a cleaner leaves before the estimated time.

15 However, Handy asserts that in a recent survey of 460 cleaners in the Boston area,

10% of respondents stated that they use subcontractors.

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

(b) (6), (b)

(b) (6), (b) (7

(b) (6), (b)

Cases 01-CA-158125, 158144

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and that it does not employ individuals to perform services.17 Handy also distributes

1099 tax forms to its cleaners and has issued all of these forms to cleaners as

individuals and not as corporate entities.18

Many of the cleaners did not believe they were independent contractors or did not

want to be independent contractors. The two charging parties are part of a class

action lawsuit, involving a number of Handy cleaners, alleging that they are

employees.19 One of the charging parties said: “I did not feel like I was in business for

myself when I worked for Handy. I absolutely felt like I was Handy’s employee.” The

NY cleaner oriented in January 2015 asked the Handy representative who came to

observe

why they could not just employ

directly. The D.C. cleaner filed for

unemployment benefits, and the D.C. unemployment compensation office concluded

that

was an employee.

ACTION

We conclude that Handy’s cleaners are statutory employees

ndy. I absolutely felt like I was Handy’s employee.” The

NY cleaner oriented in January 2015 asked the Handy representative who came to

observe

why they could not just employ

directly. The D.C. cleaner filed for

unemployment benefits, and the D.C. unemployment compensation office concluded

that

was an employee.

ACTION

We conclude that Handy’s cleaners are statutory employees. The definition of

statutory “employees” covered by the Act’s jurisdiction is provided by Section 2(3).20

In interpreting this section and distinguishing between employees and independent

contractors, the Board applies the traditional common-law factors enumerated by the

Restatement (Second) of Agency § 220, with no single factor being determinative.21

The Board has emphasized that all factors must be assessed and weighed, that the

17 The Region has determined that the Employer violated Section 8(a)(1) in these

various provisions by unlawfully misclassifying employees as independent

contractors, requiring that employees inform the Employer immediately if they

believe they are employees, and requiring that employees indemnify the Employer for

any claim that they were misclassified.

18 Handy asserts that in its recent survey of 460 service providers in the Boston area,

15% of respondents stated that they use a business name separate from their

personal name.

19 The class action lawsuit alleges that Handy’s cleaners are employees and that

Handy violated the Fair Labor Standards Act by failing to pay them the minimum

wage for all time worked. Emmanuel, et al. v. Handy Technologies, Inc., No. 15-12914

(D. Mass. filed July 7, 2015).

20 29 U.S.C. § 152(3).

21 See, e.g., FedEx Home Delivery, 361 NLRB No. 55, slip op. at 2 (Sept. 30, 2014)

(concluding that package delivery drivers were statutory employees rather than

independent contractors), enforcement denied, 849 F.3d 1123 (D.C. Cir. 2017).

(b) (6), (b)

(b) (6), (b)

time worked. Emmanuel, et al. v. Handy Technologies, Inc., No. 15-12914

(D. Mass. filed July 7, 2015).

20 29 U.S.C. § 152(3).

21 See, e.g., FedEx Home Delivery, 361 NLRB No. 55, slip op. at 2 (Sept. 30, 2014)

(concluding that package delivery drivers were statutory employees rather than

independent contractors), enforcement denied, 849 F.3d 1123 (D.C. Cir. 2017).

(b) (6), (b)

(b) (6), (b)

(b) (6), (b) (

Cases 01-CA-158125, 158144

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factual circumstances of each case are crucial, and that “[t]here is no shorthand

formula or magic phrase that can be applied to find the answer.”22 The common-law

factors are:

[1] the extent of control which, by the agreement, the [employer] may

exercise over the details of the work, [2] whether or not the one employed

is engaged in a distinct occupation or business, [3] the kind of occupation,

with reference to whether, in the locality, the work is usually done under

the direction of the employer or by a specialist without supervision, [4] the

skill required in the particular occupation, [5] whether the employer or

the workman supplies the instrumentalities, tools, and the place of work

for the person doing the work, [6] the length of time for which the person

is employed, [7] the method of payment, whether by the time or by the job,

[8] whether or not the work is part of the regular business of the

employer, [9] whether or not the parties believe they are creating the

relation of master and servant, and [10] whether the principal is or is not

in the business.23

The Board also considers, along with the preceding factors, “whether the evidence

tends to show that the putative contractor is, in fact, rendering services as part of an

independent business.”24 The “independent-business factor” includes consideration of

whether the putative contractor has (a) a significant entrepreneurial opportunity, (b)

a realistic ability to work for others, (c) a proprietary or ownership interest in his or

her work, and (d) control over important business d

show that the putative contractor is, in fact, rendering services as part of an

independent business.”24 The “independent-business factor” includes consideration of

whether the putative contractor has (a) a significant entrepreneurial opportunity, (b)

a realistic ability to work for others, (c) a proprietary or ownership interest in his or

her work, and (d) control over important business decisions, such as the scheduling of

performance, hiring, selection, and assignment of employees, equipment purchases,

and investment of capital.25 The Board gives weight to actual, and not merely

theoretical, entrepreneurial opportunity, and also evaluates the constraints imposed

by a company on the individual’s ability to pursue this opportunity.26 The Board also

considers whether the terms and conditions under which the individual operates are

“promulgated and changed unilaterally” by the putative employer.27

22 Id., citing NLRB v. United Insurance Co. of America, 390 U.S. 254, 258 (1968).

23 FedEx Home Delivery, 361 NLRB No. 55, slip op. at 2.

24 Id., slip op. at 11 (emphasis in original).

25 Id., slip op. at 12.

26 Id., slip op. at 10.

27 Id., slip op. at 12.

Cases 01-CA-158125, 158144

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The Board has also long held that the party asserting independent-contractor

status bears the burden of proof on that issue.28 Further, when applying these

common-law agency factors and determining employee status under Section 2(3), the

Board will “construe the independent-contractor exclusion narrowly” so as to not

“deny protection to workers the Act was designed to reach.”29

Applying these principles, we conclude, as described in more detail below, that

Handy’s cleaners are statutory employees because almost all of the common law

factors weigh in favor of employee status

ermining employee status under Section 2(3), the

Board will “construe the independent-contractor exclusion narrowly” so as to not

“deny protection to workers the Act was designed to reach.”29

Applying these principles, we conclude, as described in more detail below, that

Handy’s cleaners are statutory employees because almost all of the common law

factors weigh in favor of employee status. Although we address each factor below, we

place primary emphasis on the fact that cleaners: conduct the Employer’s core

function of performing on-demand cleaning services; are identified with the Employer

rather than their own distinct business; are set up with the Employer for long-term,

uninterrupted employment; rather than set their own fee, are paid according to the

Employer’s complex compensation system with no opportunity for negotiation; are

closely monitored by the Employer through its app and customer rating system; are

disciplined and terminated by the Employer based on their conduct and performance;

and have very little entrepreneurial opportunity beyond the ability to work more

hours.

1. The Extent of Control by the Employer Weighs in Favor of Employee

Status.

The Employer exerts significant control over its cleaners through limiting their

discretion as to the kind jobs they can perform, penalizing them for not working

enough jobs, and by maintaining and enforcing expectations about the way cleaners

complete their jobs.

The Employer exerts control over the kind of jobs that cleaners can obtain

through its tight control of the system by which cleaners claim and cancel jobs. The

Employer offers little information to cleaners at the time that they must claim a job,

thus limiting their discretion as to the job. The cleaner has only the time and

neighborhood without further specification, and may even ultimately receive a shorter

job than the one originally claimed

cleaners can obtain

through its tight control of the system by which cleaners claim and cancel jobs. The

Employer offers little information to cleaners at the time that they must claim a job,

thus limiting their discretion as to the job. The cleaner has only the time and

neighborhood without further specification, and may even ultimately receive a shorter

job than the one originally claimed. The Employer then imposes a fine if a cleaner

decides they do not want to perform a job, either because the cleaner now has full

information about the job or otherwise. Additionally, there are numerous examples of

cleaners being informed that they claimed jobs that they assert they did not in fact

28 Id., slip op. at 2, citing BKN, Inc., 333 NLRB 143, 144 (2001), and NLRB v.

Kentucky River Community Care, 532 U.S. 706, 710–12 (2001) (upholding Board’s rule

that party asserting supervisory status in representation cases has burden of proof).

See also Central Transport, Inc., 247 NLRB 1482, 1483 n.1 (1980).

29 FedEx Home Delivery, 361 NLRB No. 55, slip op. at 9-10.

Cases 01-CA-158125, 158144

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claim. There is also at least one example where the Employer appears to have used

its app to assign a specific job to a specific cleaner. It is unclear how often this

practice occurs.

The Employer also exerts control over the quantity of jobs that its cleaners

perform through the structure of its payment system

, 361 NLRB No. 55, slip op. at 9-10.

Cases 01-CA-158125, 158144

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claim. There is also at least one example where the Employer appears to have used

its app to assign a specific job to a specific cleaner. It is unclear how often this

practice occurs.

The Employer also exerts control over the quantity of jobs that its cleaners

perform through the structure of its payment system. Its payment system penalizes

cleaners who perform only occasional work, by paying a significantly lower hourly

rate to cleaners who do not perform a specified number of jobs per month.30

Specifically, a cleaner who performs less than 15 jobs a month will get paid just under

70% of what the cleaner would be paid if he or she performed 50 jobs a month.31

The Employer exerts control over how cleaners perform their work through its

onboarding process, its tracking and monitoring through its app and customer

ratings, and through the use of discipline and termination to enforce its expectations.

While it appears that the Employer has phased out some of the rules it implemented

in 2015, such as whether cleaners could listen to music on the job, or talk on their cell

phones, it continues to maintain the overall structure of control over how its cleaners

perform their work. It does so by determining, as part of the cleaning service, what

work will be performed, what work will not be performed, and what work is

considered additional. Further, as part of its onboarding process, the Employer has

explained how it expects cleaners to perform the work, including the order and

preferred supplies.32

30 Cf

k. It does so by determining, as part of the cleaning service, what

work will be performed, what work will not be performed, and what work is

considered additional. Further, as part of its onboarding process, the Employer has

explained how it expects cleaners to perform the work, including the order and

preferred supplies.32

30 Cf. Pennsylvania Academy of the Fine Arts, 343 NLRB 846, 847 (2004) (models were

independent contractors in large part because they “exercise[d] complete control of

their own schedule” in a manner the Board described as “sweeping”); Dial-A-Mattress

Operating Corp., 326 NLRB 884, 891 (1998) (finding owner-operators were

independent contractors where they could decline orders without penalty); Boston

After Dark, 210 NLRB 38, 43 (1974) (contributors to a newspaper were independent

contractors where they could refrain from contributing material any given week

without prejudicing their chances of contributing more material at a later date).

31 While this remains true for the Employer’s cleaners in New York City and other

large cities like Los Angeles, its most current compensation schedule eliminates this

significant difference in pay based on quantity of jobs performed for cleaners in a

number of cities. We would not find this change significant enough to alter the

analysis of this factor weighing in favor of employee status.

32 Cf. Porter Drywall, 362 NLRB No. 6, slip op. at 3 (Jan. 29, 2015) (finding drywall

crew leaders to be independent contractors where, among other things, “[a]lthough

[they] are obligated to meet the general project deadlines, they may do so in whatever

manner they see fit.”). While the Employer asserts that it phased out all of this

instruction in April 2016, it is important to note that there are still active Handy

cleaners that were subject to this orientation.

g drywall

crew leaders to be independent contractors where, among other things, “[a]lthough

[they] are obligated to meet the general project deadlines, they may do so in whatever

manner they see fit.”). While the Employer asserts that it phased out all of this

instruction in April 2016, it is important to note that there are still active Handy

cleaners that were subject to this orientation.

Cases 01-CA-158125, 158144

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The Employer also closely manages the relations between cleaners and

customers. It has instructed cleaners about interacting with customers in its

onboarding process. It also mediates the relationship between cleaners and

customers through the app and through occasional direct involvement where a job is

extended, where there are problems, such as safety issues, or where there are

disputes between customers and cleaners regarding payment. It has also strictly

prohibited cleaners from building relationships with customers outside of the app,33

and even disguises the contact information of cleaners and customers so that it can

limit the time frame of their communications.34

The Employer enforces its control over cleaners’ performance of work through

monitoring, coaching, and discipline. The Employer closely monitors the cleaners’

performance through its geo-tracking software, reading communications between

cleaners and customers, occasional in-person monitoring, and consistent monitoring

through customer ratings.35 The Employer then coaches cleaners by offering tutorials

and giving warnings. Also, it ultimately exerts its control through imposing

disciplinary warnings or fines and terminating cleaners based on its strict customer

service standards, which involve maintaining an average customer rating of 4.2 out

of 5.36 Further, it is true that the Employer has phrased many of its instructions as

expectations, suggestions or tips

eaners by offering tutorials

and giving warnings. Also, it ultimately exerts its control through imposing

disciplinary warnings or fines and terminating cleaners based on its strict customer

service standards, which involve maintaining an average customer rating of 4.2 out

of 5.36 Further, it is true that the Employer has phrased many of its instructions as

expectations, suggestions or tips. However, through the Employer’s strict

management of customer expectations through its website and app, and then use of

customer ratings to fine, discipline, and terminate cleaners, in practice these

suggestions and expectations operate like rules.

33 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 2 (Sep. 25, 2015) (finding

canvassers to be employees where, among other things, they were prohibited from

soliciting for another organization when they were canvassing for the employer).

34 While the Employer asserts that the changes it made in April 2017 to its SPA allow

cleaners to perform work directly for customers outside of the app, its new rule

appears to continue to prohibit such a practice and allow Handy to either terminate

the cleaner or charge them $100 as a referral fee.

35 Id. (noting that the employer required canvassers to complete callback sheets that

reflected in detail the houses visited, the outcome of each visit, and the donations

collected). Cf. O’Connor v. Uber, 82 F. Supp 3d. 1133, 1151 (N.D. Cal. 2015) (noting

that monitoring through app data and customer ratings arguably gave Uber a

tremendous amount of control over the manner and means of its drivers’

performance).

36 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 2 (explaining that the Board has

found that even occasional instances of discipline indicate significant control by the

employer).

. Supp 3d. 1133, 1151 (N.D. Cal. 2015) (noting

that monitoring through app data and customer ratings arguably gave Uber a

tremendous amount of control over the manner and means of its drivers’

performance).

36 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 2 (explaining that the Board has

found that even occasional instances of discipline indicate significant control by the

employer).

Cases 01-CA-158125, 158144

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Thus, even though cleaners have some limited control over their schedules, the

limits imposed by the Employer’s control over job selection and job quantity, as well

as the control that Employer exerts over the way that the work is performed, heavily

outweigh any input cleaners have regarding scheduling. The Board has held that

even where individuals have flexibility as to when they work, this factor weighs in

favor of employee status if the employer exerts significant control when the individual

is performing the work. For example, in Sisters’ Camelot, the Board held that the

extent-of-control factor weighed in favor of employee status where “canvassers [were]

not required to report for work on any given day, [but] they [were] subject to

significant control by the [employer] when they [did] work.”37 Similarly, in Lancaster

Symphony Orchestra, the Board held that musicians were statutory employees

despite having the discretion to not sign up for any musical programs in a given

season because once a musician was selected, the musician’s control over his or her

worktime ended.38 Here, as in Sisters’ Camelot and Lancaster Symphony Orchestra,

while cleaners may have some flexibility in selecting the jobs they will work, the

Employer exerts significant control over how those jobs are performed.

In sum, because the Employer exerts significant control over the manner and

means of cleaners’ work, this factor weighs in favor of employee status.

2

ktime ended.38 Here, as in Sisters’ Camelot and Lancaster Symphony Orchestra,

while cleaners may have some flexibility in selecting the jobs they will work, the

Employer exerts significant control over how those jobs are performed.

In sum, because the Employer exerts significant control over the manner and

means of cleaners’ work, this factor weighs in favor of employee status.

2. Whether or Not the Individual is Engaged in a Distinct Occupation or

Business Weighs in Favor of Employee Status.

The Employer’s cleaners perform its core service and are not engaged in a

distinct occupation or business. Specifically, the Employer’s business model is to offer

cleaning services to customers for a fee. Thus, its website asks customers to pick a

time and states that “we’ll do the rest.” It also prominently features a button that

says “book a cleaning.” The cleaners perform these cleanings. The Employer makes

various representations about the quality of its cleaners—that they are experienced,

background-checked, and insured. And, it even provides a guarantee to customers

that they will be happy with the work performed.

37 363 NLRB No. 13, slip op. at 2.

38 357 NLRB 1761, 1764 (2011), enforced, 822 F.3d 563 (D.C. Cir. 2016). See also

Metro Cab Co., 341 NLRB 722, 724 (2004) (finding that drivers were statutory

employees despite the fact that the employer did “not require the drivers to work set

hours or even a minimum number of hours”), supplemented by 344 NLRB 528 (2005),

enforced sub nom., NLRB v. Friendly Cab Co., 512 F.3d 1090 (9th Cir. 2008).

7 NLRB 1761, 1764 (2011), enforced, 822 F.3d 563 (D.C. Cir. 2016). See also

Metro Cab Co., 341 NLRB 722, 724 (2004) (finding that drivers were statutory

employees despite the fact that the employer did “not require the drivers to work set

hours or even a minimum number of hours”), supplemented by 344 NLRB 528 (2005),

enforced sub nom., NLRB v. Friendly Cab Co., 512 F.3d 1090 (9th Cir. 2008).

Cases 01-CA-158125, 158144

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The Employer has further provided cleaners with various Handy logos, including

a polo shirt, postcard, checklist, and door tag.39 It has instructed its cleaners to

introduce themselves as being from Handy.40 With respect to cleaners carrying out

their service, they rely extensively on the Employer’s app and infrastructure,

including customer support and insurance to perform their work.41 While the lengthy

terms of use/user agreement available through a link on the very bottom of the Handy

website states that cleaners are independent contractors and not employees, its

operation, its guarantee, and its branding severely undermine that self-serving

assertion. Thus, because cleaners provide the core service of the Employer, this factor

weighs in favor of employee status.

3.

Whether the Work is Usually Done Under the Direction of the Employer

or by a Specialist Without Supervision Weighs in Favor of Employee

Status.

The Employer directs the cleaners’ performance through its intensive monitoring

and tracking system and strict enforcement of its expectations. With respect to

monitoring and tracking, the Employer tracks, among other things, the number and

kind of jobs claimed by the cleaner, the cleaner’s exact geographic location beginning

four hours before a scheduled job until two hours after, the communications between

cleaners and customers, and the customer’s ratings and review of the cleaner. The

Employer conducts most of this tracking through its app. It also appears that the

Employer monitors cleaners through some in-person monitoring

ind of jobs claimed by the cleaner, the cleaner’s exact geographic location beginning

four hours before a scheduled job until two hours after, the communications between

cleaners and customers, and the customer’s ratings and review of the cleaner. The

Employer conducts most of this tracking through its app. It also appears that the

Employer monitors cleaners through some in-person monitoring.

39 While the Employer asserts that it no longer provides polo shirts with its logo to

cleaners, there are a number of cleaners that already have these shirts from when

they were onboarded, or after. It is not clear whether Handy still provides postcards,

checklists, or doortags.

40 See, e.g., Sisters’ Camelot, 363 NLRB No. 13, slip op. at 3 (factor favored employee

status because canvassers, through their presentations as well as the materials that

they presented and distributed identified themselves as working for the employer);

FedEx Home Delivery, 361 NLRB No. 55, slip op. at 13 (factor favored employee status

because drivers were not engaged in a distinct occupation or business because they

were “doing business in the name of [the employer] rather than their own”).

41 See FedEx Home Delivery, 361 NLRB No. 55, slip op. at 13 (favoring employee

status because drivers relied extensively on the employer’s scanner system and

package handlers to perform their jobs and absent their affiliation with the employer

they lacked the infrastructure and support to operate as separate entities).

ere “doing business in the name of [the employer] rather than their own”).

41 See FedEx Home Delivery, 361 NLRB No. 55, slip op. at 13 (favoring employee

status because drivers relied extensively on the employer’s scanner system and

package handlers to perform their jobs and absent their affiliation with the employer

they lacked the infrastructure and support to operate as separate entities).

Cases 01-CA-158125, 158144

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Based on the information that it compiles, the Employer is able to monitor the

cleaner’s performance.42 It then uses this information to impose fines, wage

penalties, tutorials, warnings, and terminations.43 Specifically, the Employer fines

employees’ for various attendance offenses. For example, an employee who cancels a

job or leaves a job before the estimated work time has elapsed is fined. The Employer

also fines employees if they fail to complete a job in accordance with the customer’s

specifications. More recently, the Employer has added additional fines for damage or

loss to the customer’s property or the failure to return a customer’s key. If an

employee’s customer rating falls below 4.5, the employee could suffer a wage penalty

of up to 30%.44 The Employer also gives tutorials based on customer reviews and

sends warnings if a cleaner is in danger of being terminated. Ultimately, the

Employer terminates cleaners for a number of offenses including working directly

with a customer, too many no-shows, or a customer rating that falls below 4.2.

Thus, through a system of monitoring data and customer reviews, combined with

discipline and termination, the Employer does in fact provide supervision to

cleaners.45 And while there is no consistent in-person supervision, the nature of the

42 See Sisters’ Camelot, 363 NLRB No. 13, slip op

r a customer rating that falls below 4.2.

Thus, through a system of monitoring data and customer reviews, combined with

discipline and termination, the Employer does in fact provide supervision to

cleaners.45 And while there is no consistent in-person supervision, the nature of the

42 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 3 (employer’s extensive

recordkeeping requirements demonstrate that the employer closely monitored

canvassers’ activities on a daily basis); FedEx Home Delivery, 361 NLRB No. 55, slip

op. at 13 (employer conducted periodic audits and appraisals and had the ability to

track all major work activities in a real-time scanner).

43 See FedEx Home Delivery, 361 NLRB No. 55, slip op. at 13 (favoring employee

status where employer imposed disciplinary measures including suspension or

termination if drivers failed to comply with contractual rules and procedures). Cf.

Porter Drywall, 362 NLRB No. 6, slip op. at 4 (favoring independent contractor status

because drywall crew leaders and their crews were not subject to the putative

employer’s personnel policies, employee handbook, or disciplinary system).

44 As set out above, while this remains true for the Employer’s cleaners in New York

City and other large cities like Los Angeles, its most current compensation schedule

eliminates this significant difference in pay based on customer rating in a number of

cities. We would not find this change significant enough to alter the analysis of this

factor weighing in favor of employee status.

45 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 3 (favoring employee status

because significant level of oversight establishes that the canvassers ultimately do not

work without supervision), citing Michigan Eye Bank, 265 NLRB 1377, 1379 (1982)

(despite lack of daily supervision, employer effectively oversaw technicians’ work

through weekly monitoring meetings)

vor of employee status.

45 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 3 (favoring employee status

because significant level of oversight establishes that the canvassers ultimately do not

work without supervision), citing Michigan Eye Bank, 265 NLRB 1377, 1379 (1982)

(despite lack of daily supervision, employer effectively oversaw technicians’ work

through weekly monitoring meetings). See also SpoonRocket, Case 32-CA-144189,

Advice Memorandum dated July 28, 2015 (in a case involving drivers performing

work for an app-based meal delivery company, concluding that the drivers were

Cases 01-CA-158125, 158144

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Employer’s monitoring system creates a powerful method for Employer control.46

Further, it is important to note that the nature of the Employer’s cleaning services

makes consistent in-person supervision highly impractical.47 Because of the

significant level of monitoring and control, this factor favors employee status.

4. The Skill Required in the Occupation Weighs in Favor of Employee

Status.

The Employer’s cleaners are not required to possess any special skills,48 and do

not practice a trade.49 While the Employer indicates a desire for cleaners with paid

cleaning experience, and inquires about it, it does not require any particular kind or

quantity of prior experience and does no verification of an applicant’s claimed level of

experience.50 Moreover, when the Employer did conduct training, it was only for two

to three hours, and in addition to instruction about how the job should be performed,

the training consisted of reviewing how its app works and its policies.51 Thus, this

factor weighs in favor of employee status.

employees, in part, because the employer exerted indirect supervisory control where it

relied heavily on customer feedback and reviews in order to monitor the performance

of individual drivers and then counsel or discipline them based on that feedback).

46 Cf

s and its policies.51 Thus, this

factor weighs in favor of employee status.

employees, in part, because the employer exerted indirect supervisory control where it

relied heavily on customer feedback and reviews in order to monitor the performance

of individual drivers and then counsel or discipline them based on that feedback).

46 Cf. O’Connor v. Uber, 82 F. Supp 3d. at 1151 (monitoring, where drivers are

potentially observable at all times, allows Uber to exercise significant control over its

drivers).

47 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 3, citing Mitchell Bros. Truck

Lines, 249 NLRB 476, 481 (1980) (finding drivers to be employees and analyzing

extent of supervision in the context of “the nature of the occupation.”).

48 See FedEx Home Delivery, 361 NLRB No. 55, slip op. at 13 (favoring employee

status delivery-driver employees were “not required to have any special training or

skills”).

49 Cf. Porter Drywall, 362 NLRB No. 6, slip op. at 4 (favoring independent contractor

status where drywall crew leaders practiced a trade and performed skilled work as

evidenced by the fact that not all contractors were able to perform all phases of

drywall installation).

50 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 3 (favoring employee status

where employer did not require canvassers to have any specialized education or prior

experience and hired almost everyone who applied for a position).

51 See id. (favoring employee status where canvassers testified that their training

lasted between 15 minutes and 1.5 hours and was primarily to review the employer’s

lot, 363 NLRB No. 13, slip op. at 3 (favoring employee status

where employer did not require canvassers to have any specialized education or prior

experience and hired almost everyone who applied for a position).

51 See id. (favoring employee status where canvassers testified that their training

lasted between 15 minutes and 1.5 hours and was primarily to review the employer’s

Cases 01-CA-158125, 158144

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5. Whether the Employer or Individual Supplies the Instrumentalities,

Tools, and Place of Work is at Least Neutral.

The Employer provides its cleaners with critical instrumentalities and tools,

including the proprietary software application used to access jobs and communicate

with customers. The Employer’s entire business model is based on the ability of

customers to order cleaning services through its website or app, and of cleaners to use

the app to connect with customers and provide the requested services. Cleaners could

not do any of their work without access to the app. Thus, the fact that the Employer

provides its cleaners with the necessary software is of particular significance.

The Employer also directly provides the necessary support to ensure customer

satisfaction and to protect against cleaner mistakes. Specifically, the Employer

provides insurance against damage or theft and holds an insurance policy that covers

it for any claim by a client arising out of damage caused by cleaners. It also provides

a Handy Happiness Guarantee which provides that if customers are not satisfied, it

will re-perform the service at no fee.52

In addition to the app and its guarantees, the Employer has provided cleaners

with cleaning supplies. For example, the Employer has provided a starter kit with

apparel, postcards, door hangers, a roller bag, vacuum, Swiffer, Method products, and

microfiber cloths. The Employer then withheld the cost of the starter kit from future

payments to its cleaners

rform the service at no fee.52

In addition to the app and its guarantees, the Employer has provided cleaners

with cleaning supplies. For example, the Employer has provided a starter kit with

apparel, postcards, door hangers, a roller bag, vacuum, Swiffer, Method products, and

microfiber cloths. The Employer then withheld the cost of the starter kit from future

payments to its cleaners. The Employer asserts in its SPA that professionals must

maintain their own tools, equipment, supplies, and other materials to perform the

service and that the cleaner is not required to purchase from the Employer at any

time. However, some cleaners testified that they were required to accept the starter

kit. Additionally, Handy requires that cleaners have a smartphone and has provided

guidance on the kinds of products to use or not use.53 We also note that Handy has

recording keeping and presentation requirements and discuss basic fundraising

skills); FedEx Home Delivery, 361 NLRB No. 55, slip op. at 13 (favoring employee

status where drivers received all necessary skills via two weeks of training provided

by the employer).

52 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 3 (favoring employee status

where the employer procured the necessary permits and made available to show

potential donors copies of legal documents attesting to the employer’s legitimacy as a

charitable organization and visual aids regarding the employer’s mission).

53 See FedEx Home Delivery 361 NLRB No. 55, slip op. at 13-14 (finding

instrumentalities and tools factor to be “neutral” in determining employee status

despite fact that drivers owned specialized delivery trucks, in part because employer

“play[ed] a primary role in dictating vehicle specifications” and “ease[d] drivers’

ion and visual aids regarding the employer’s mission).

53 See FedEx Home Delivery 361 NLRB No. 55, slip op. at 13-14 (finding

instrumentalities and tools factor to be “neutral” in determining employee status

despite fact that drivers owned specialized delivery trucks, in part because employer

“play[ed] a primary role in dictating vehicle specifications” and “ease[d] drivers’

Cases 01-CA-158125, 158144

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recently provided every active cleaner with a business profile on the platform, where

the cleaner can post their name, picture, services offered, locations provided, number

of bookings completed, and reviews and ratings.

As for the location of the work, while the cleaners do not operate out of the

Employer’s facility, many of them have been trained out of the Employer’s offices. In

addition, cleaners have some general discretion over where they perform jobs in the

sense that they can choose jobs in certain neighborhoods. However, because the

Employer does not disclose the exact address, cleaners’ choice as to where to perform

their work is limited.54 The Employer also appears to have in practice assigned a

cleaner to a location at least once and now maintains the ability to assign shorter jobs

than those claimed by cleaners.

For the above reasons, this factor is at least neutral.55

6. The Length of Time for Which the Individual is Employed Weighs in

Favor of Employee Status.

As with the individuals found to be employees in FedEx Home Delivery, the

cleaners here in effect “have a permanent working arrangement with the company

under which they may continue as long as their performance is satisfactory.”56 In

burden in acquiring vehicles by providing prospective drivers with the names of

dealers”); cf. Porter Drywall, 362 NLRB No. 6, slip. op

e employees in FedEx Home Delivery, the

cleaners here in effect “have a permanent working arrangement with the company

under which they may continue as long as their performance is satisfactory.”56 In

burden in acquiring vehicles by providing prospective drivers with the names of

dealers”); cf. Porter Drywall, 362 NLRB No. 6, slip. op. at 4 (drywall crew leaders

found to be independent contractors where, apart from drywall panels, they were

responsible for their crews’ tools, supplies, transportation, and insuring that their

equipment was in working order).

54 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 3 (favoring employee status

where employer chose territory where each day’s canvassing would take place and

assigned each canvasser to his or her allotted area and canvasser had little or no

influence on his or her assignment).

55 See, e.g., Lancaster Symphony, 357 NLRB at 1766 (factor neutral where musicians

supplied instruments and clothes, but employer supplied music, stands, chairs, and

concert hall).

56 361 NLRB No. 55, slip op. at 14 (quoting United Insurance, 390 U.S. at 259); see

also, e.g., A.S. Abell Publishing Co., 270 NLRB 1200, 1202 (1984) (finding that “open-

ended duration” of employment relationship weighed in favor of employee status). Cf.

Porter Drywall, 362 NLRB No. 6, slip. op. at 4 (favoring independent contractor status

where drywall crew leaders worked for the employer on a project basis rather than for

an indefinite time period).

390 U.S. at 259); see

also, e.g., A.S. Abell Publishing Co., 270 NLRB 1200, 1202 (1984) (finding that “open-

ended duration” of employment relationship weighed in favor of employee status). Cf.

Porter Drywall, 362 NLRB No. 6, slip. op. at 4 (favoring independent contractor status

where drywall crew leaders worked for the employer on a project basis rather than for

an indefinite time period).

Cases 01-CA-158125, 158144

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contrast to an independent-contractor relationship with a fixed duration or with

contractual limitations on termination, the Employer’s cleaners are more like at-will

employees—indeed, the Employer discharges its cleaners for poor performance, no-

shows, or breaking its rules regarding working directly with customers.57 The

Employer’s compensation system also highly incentivizes cleaners to perform

continuously.58 Its recent experimentation with a weekly platform access fee in one

market further incentivized cleaners to work a high frequency of jobs rather than

performing occasional work. As a result, we conclude that this factor weighs in favor

of employee status.59

7.

The Method of Payment Weighs in Favor of Employee Status.

The Employer pays its cleaners on an hourly basis and maintains unilateral

control over the cleaners’ compensation, thus weighing in favor of employee status.

The Employer compensates cleaners based on payments that it receives from

customers.60 The cleaners’ compensation is based on the number of hours worked,

along with Handy’s compensation formula which incorporates customer rating and job

quantities, and more recently, repeat bookings.61 More recently it also includes any

57 See Time Auto Transportation, 338 NLRB 626, 626 n.1, 637 (2002) (relying, in part,

on the fact that truck lease agreements were terminable at-will to find employee

status), enforced, 377 F.3d 496, 499 (6th Cir. 2004); cf. Alexander v. FedEx Ground

Package System, Inc., 765 F.3d 981, 988 (9th Cir

1 More recently it also includes any

57 See Time Auto Transportation, 338 NLRB 626, 626 n.1, 637 (2002) (relying, in part,

on the fact that truck lease agreements were terminable at-will to find employee

status), enforced, 377 F.3d 496, 499 (6th Cir. 2004); cf. Alexander v. FedEx Ground

Package System, Inc., 765 F.3d 981, 988 (9th Cir. 2014) (noting that, under California

law, the “right to terminate at will, without cause, is ‘[s]trong evidence in support of

an employment relationship’” (citation omitted)).

58 While as explained above, the Employer’s recent changes have reduced the

significance of the number of jobs performed in certain cities, most of these new

compensation schedules still incentivize continuous work with repeat customers.

Further, we would not find this change significant enough to alter the analysis of this

factor weighing in favor of employee status.

59 There is no evidence here that cleaners commonly have gaps in their working

relationships with the Employer as they pursue other opportunities. The Board in

Sisters’ Camelot concluded that under such circumstances, and where employees also

had discretion over whether and how much to work, this factor was inconclusive. 363

NLRB No. 13, slip op. at 4.

60 More recently, this is done through Stripe, a third-party provider, but is still

managed and facilitated by the Employer. Further, the Employer continues to

maintain the contractual obligation to pay its cleaners for their services.

61 Cf. Pennsylvania Academy, 343 NLRB at 847 (payment “by class,” rather than by

hour or salary basis, supported independent contractor status). We would reject any

is done through Stripe, a third-party provider, but is still

managed and facilitated by the Employer. Further, the Employer continues to

maintain the contractual obligation to pay its cleaners for their services.

61 Cf. Pennsylvania Academy, 343 NLRB at 847 (payment “by class,” rather than by

hour or salary basis, supported independent contractor status). We would reject any

Cases 01-CA-158125, 158144

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tips given by the customer through the app. If a customer requests additional time,

the cleaner is compensated an additional amount based on Handy’s compensation

system for the time added.62 Handy also communicates to customers that it is a “1-

hour”, “2-hour,” or “3-hour” job, rather than a completion of tasks, making it very

difficult in practice for cleaners to leave a job early. Handy has told cleaners that

they cannot leave early, even once they are finished with the job. And most recently,

to enforce this rule, Handy has actually imposed fines on cleaners for leaving a job

before the estimated work time has elapsed. Thus, cleaners “are not paid by the job

such that they can effectively earn more by completing the job more quickly….”63

The Employer also unilaterally determines both the fee paid by the customer and

the fee paid to the cleaner, without any input from, or negotiation with, the cleaner.64

The Board has found that this kind of arrangement weighs in favor of employee

status.65 The Employer can also unilaterally change its compensation system at any

time and has done so. It is also important to note, as described in more detail below,

that the Employer’s method of compensation greatly minimizes the possibility of

argument that the Employer compensates “per job” rather than per hour as its

services are defined by the hour. See Lancaster Symphony Orchestra, 357 NLRB at

1766, n.10. The Employer also advertises its jobs as paying specific wages per hour.

62 See, e.g., id

t the Employer’s method of compensation greatly minimizes the possibility of

argument that the Employer compensates “per job” rather than per hour as its

services are defined by the hour. See Lancaster Symphony Orchestra, 357 NLRB at

1766, n.10. The Employer also advertises its jobs as paying specific wages per hour.

62 See, e.g., id. (musician employees received an added payment for each 15 minutes

over 2.5 hours).

63 Id.

64 While Handy’s most recent SPA states that the pay rates are what is provided

unless the cleaner and Handy have mutually agreed in writing to another service fee,

there is no evidence that Handy has ever reached an alternate pay rate agreement

with a cleaner.

65 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 4 (where employer paid

canvassers a commission of 40% of donations they collected, and the rate was

nonnegotiable, this factor weighed in favor of employee status); FedEx Home Delivery,

361 NLRB No. 55, slip op. at 14 (finding employee status where drivers’ rates of

compensation were “generally nonnegotiable”); Porter Drywall, 362 NLRB No. 6, slip.

op. at 4 (where drywall crew leaders were paid pursuant to an established square

footage formula and employer would not generally negotiate for increased payments,

this factor weighed in favor of employee status); Lancaster Symphony Orchestra, 357

NLRB at 1764 (finding employee status where musicians’ “fees are unilaterally set by

the [employer] and there are no negotiations over such fees”).

op. at 4 (where drywall crew leaders were paid pursuant to an established square

footage formula and employer would not generally negotiate for increased payments,

this factor weighed in favor of employee status); Lancaster Symphony Orchestra, 357

NLRB at 1764 (finding employee status where musicians’ “fees are unilaterally set by

the [employer] and there are no negotiations over such fees”).

Cases 01-CA-158125, 158144

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genuine financial risk or gain, and that generally the way a cleaner makes more

money is by working more hours, a method consistent with employee status.66

Also consistent with employee status, as noted above, the Employer provides

some insurance coverage to the cleaners.67 And, although the Employer does not

provide extensive fringe benefits, the Board has found that these facts are outweighed

where an employer exerts significant control over compensation.68 Moreover,

although the Employer’s decision not to withhold taxes and instead provide its

cleaners with tax documentation is consistent with independent contractor status, it

is not controlling.69 This is merely a unilateral decision by the Employer to treat its

cleaners as independent contractors.70 Further, the Employer’s decision to do so may

66 FedEx Home Delivery, 361 NLRB No. 55, slip op. at 14 (noting that drivers found to

be employees were not paid an hourly wage but that their compensation nonetheless

greatly minimized the possibility of genuine financial risk or gain), citing Roadway

Package Systems, Inc., 326 NLRB 842, 852 (1998).

67 See, e.g., Pacific 9 Transportation, Inc., Case 21-CA-150875, Advice Memorandum

dated December 18, 2015 (finding employee status where, among other things,

employer had insurance on all of its trucks contrary to the requirement in the

agreement that the drivers do so).

68 See Sisters’ Camelot, 363 NLRB No. 13, slip op

gain), citing Roadway

Package Systems, Inc., 326 NLRB 842, 852 (1998).

67 See, e.g., Pacific 9 Transportation, Inc., Case 21-CA-150875, Advice Memorandum

dated December 18, 2015 (finding employee status where, among other things,

employer had insurance on all of its trucks contrary to the requirement in the

agreement that the drivers do so).

68 See Sisters’ Camelot, 363 NLRB No. 13, slip op. at 4 (while canvassers found to be

employees were not guaranteed any minimum compensation and did not receive

benefits, the critical consideration was the employer’s right of control over their

compensation); FedEx Home Delivery, 361 NLRB No. 55, slip op. at 14 (finding lack of

fringe benefits outweighed by the fact that the employer established, regulated, and

controlled the rate of compensation and financial assistance to the drivers as well as

the rates charged to customers).

69 See, e.g., Igramo Enterprise, 351 NLRB 1337, 1345 (2007) (ALJ, affirmed by Board,

noted that “[t]o the extent that the Respondent has failed to make deductions . . . it

merely demonstrates that the Respondent is probably violating a substantial number

of other Federal and State laws.”). See also J. Huizenga Cartage Co. v. NLRB, 941

F.2d 616, 620 (7th Cir. 1991) (“[I]f an employer could confer independent contractor

status through the absence of payroll deductions there would be few employees falling

under the protection of the Act.”), enforcing, 298 NLRB 965 (1990).

70 While the Eleventh Circuit in Crew One Productions v. NLRB, 811 F.3d 1305, 1312

(11th Cir. 2016), denying enforcement to 362 NLRB No. 8 (Jan. 30, 2015), concluded

that the Board erred by not giving strong weight to the factual finding that the

individuals did not have taxes withheld from their payments, the Region should be

prepared to argue that this aspect of the court’s decision is in conflict with the weight

of legal authority in this area, as represented by the cases cited in note 69, supra.

enforcement to 362 NLRB No. 8 (Jan. 30, 2015), concluded

that the Board erred by not giving strong weight to the factual finding that the

individuals did not have taxes withheld from their payments, the Region should be

prepared to argue that this aspect of the court’s decision is in conflict with the weight

of legal authority in this area, as represented by the cases cited in note 69, supra.

Cases 01-CA-158125, 158144

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be at a loss to the cleaners and a gain for itself due to the avoidance of, among other

things, minimum wage and overtime regulations applicable only to employees.71

Considering the method by which the Employer compensates cleaners and its

substantial control over compensation, this factor weighs in favor of employee status.

8. Whether or not the Work is Part of the Regular Business of the

Employer Weighs in Favor of Employee Status.

The Employer argues that it is in the technology business and not the cleaning

business and, thus, that its cleaners work outside the usual course of its business.

Specifically, the Employer argues that it does not itself provide any cleaning service

nor does it employ any cleaners. Rather, it is a technology company employing

primarily computer and software engineers that offers its app as a source of referrals

and payment services.

This argument fails for a number of reasons. First, in FedEx Home Delivery, the

Board concluded that the work of the drivers was part of the regular business of the

employer because delivering packages to customers was the employer’s central

mission and the drivers effectuated that purpose.72 The Board thus found that the

drivers were “not merely a ‘regular’ or even an ‘essential’ part of the [e]mployer’s

normal operations, but are the very core of its business.”73 The same is true here

hat the work of the drivers was part of the regular business of the

employer because delivering packages to customers was the employer’s central

mission and the drivers effectuated that purpose.72 The Board thus found that the

drivers were “not merely a ‘regular’ or even an ‘essential’ part of the [e]mployer’s

normal operations, but are the very core of its business.”73 The same is true here.

The Employer’s business is to provide customers a cleaning service, and it is the

Employer’s cleaners that perform that work.74

71 See Jennifer Pinsof, A New Take on an Old Problem: Employee Misclassification in

the Modern Gig-Economy, 22 Mich. Telecomm. & Tech. L. Rev. 341, 351-52 (2016)

(noting that employer classification of employees as independent contractors is often

motivated by incentives to minimize the cost of labor and limit employer liability

because employers can avoid the costs of paying payroll taxes, minimum wage, and

overtime; the risks of employment discrimination law; the need to bargain with

unions; and the burden of providing unemployment insurance, workers’

compensation, or family and medical leave).

72 FedEx Home Delivery, 361 NLRB No. 55, slip op. at 14.

73 Id., citing United Insurance, 390 U.S. at 259, and Slay Transportation Co., Inc., 331

NLRB 1292, 1294 (2000).

74 See, e.g., Lancaster Symphony Orchestra, 357 NLRB at 1765 (because the orchestra

was in the business of providing live music in its region and the musicians were in the

business of performing music, their work was part of the employer's regular business);

BKN, Inc., 333 NLRB at 144 (show writers clearly performed functions that were an

essential part of the employer’s normal operations and constituted an integral part of

NLRB at 1765 (because the orchestra

was in the business of providing live music in its region and the musicians were in the

business of performing music, their work was part of the employer's regular business);

BKN, Inc., 333 NLRB at 144 (show writers clearly performed functions that were an

essential part of the employer’s normal operations and constituted an integral part of

Cases 01-CA-158125, 158144

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Second, in Sisters’ Camelot, the Board found that canvassers who solicited

donations for a charitable organization that collected and distributed food to low-

income individuals were employees because they constituted an integral and

indispensable part of the employer’s regular business. Specifically, the canvassers

were responsible for collecting 90% of the employer’s total revenue. The Board noted

that without the canvassers’ work, the employer would not have been able to obtain

the operational funding to fulfill its mission.75 Similarly, here, the Employer’s

revenue comes from the fees that it charges for the work performed by its cleaners.

Without these cleaners, the Employer could not operate.

Additionally, the Employer is not solely in the technology business. In fact, the

Employer provides cleaners with, among other things, training and orientation,

supplies (as discussed above), dispute resolution services, a service-guarantee, and

insurance.76 It also heavily monitors and terminates the cleaners based on their

performance. Moreover, if a company can be considered a “technology company”

based on the central use of technology to its business, there are few, if any, firms that

are not technology companies.77 Thus, the claim that the Employer is solely in the

the employer’s business, which was to produce a show)

tes the cleaners based on their

performance. Moreover, if a company can be considered a “technology company”

based on the central use of technology to its business, there are few, if any, firms that

are not technology companies.77 Thus, the claim that the Employer is solely in the

the employer’s business, which was to produce a show). See also SpoonRocket, Case

32-CA-144189, Advice Memorandum dated July 28, 2015 (employer marketed its app-

based business on promise that it delivered meals to customers, thus drivers were not

merely a regular or even essential part of the employer’s operations, but at the very

core of its business).

75 See also United Insurance, 390 U.S. at 259 (the insurance agents did not operate

their own independent businesses but performed functions that were an essential

part of the company’s normal operations); Lancaster Symphony Orchestra, 357 NLRB

at 1765 (the success and failure of the orchestra was dependent on the services

rendered by the musicians and the orchestra could not conduct its business without

them).

76 Cf. O’Connor v. Uber, 82 F. Supp. 3d at 1138, 1141-45 (rejecting Uber’s claim that it

is a technology company and not a transportation company in part because Uber is

deeply involved in marketing its transportation services, qualifying and selecting

drivers, regulating and monitoring their performance, disciplining or terminating

those who fail to meet its standards, and setting prices).

77 See id. at 1141 (“Uber is no more a ‘technology company’ than Yellow Cab is a

‘technology company’ because it uses CB radios to dispatch taxi cabs, John Deere is a

‘technology company’ because it uses computers and robots to manufacture lawn

mowers, or Domino Sugar is a ‘technology company’ because it uses modern irrigation

techniques to grow its sugar cane. Indeed, very few [if any] firms are not technology

companies if one focuses solely on how they create or distribute their products.”)

because it uses CB radios to dispatch taxi cabs, John Deere is a

‘technology company’ because it uses computers and robots to manufacture lawn

mowers, or Domino Sugar is a ‘technology company’ because it uses modern irrigation

techniques to grow its sugar cane. Indeed, very few [if any] firms are not technology

companies if one focuses solely on how they create or distribute their products.”). But

Cases 01-CA-158125, 158144

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business of creating or maintaining the technology behind its website and app is

severely undermined by the various functions that the Employer performs as part of

its operation.

For the above reasons, this factor favors a finding of employee status.

9. Whether or not the Parties Believe They Are Creating an Independent-

Contractor Relationship is Inconclusive.

Although cleaners are required to agree that they are independent contractors

before starting work for the Employer, the Board has held that the existence of such

an agreement is not determinative in assessing the parties’ understanding of their

relationship. For example, in FedEx Home Delivery, the Board found this factor to be

inconclusive where drivers were required to sign independent-contractor agreements

without any “opportunity to negotiate” over the relevant terms, and where there was

conflicting evidence indicating that the drivers considered themselves to be

employees.78 Here, the Employer simply requires cleaners to agree that they are

independent contractors as a condition of employment and without any negotiation.

Nevertheless, multiple cleaners believed they were being treated as employees and

have taken legal action on that basis.79 Thus, this factor is inconclusive.

see Crew One Productions v

Here, the Employer simply requires cleaners to agree that they are

independent contractors as a condition of employment and without any negotiation.

Nevertheless, multiple cleaners believed they were being treated as employees and

have taken legal action on that basis.79 Thus, this factor is inconclusive.

see Crew One Productions v. NLRB, 811 F.3d at 1314 (concluding that a company was

in the business of referring stagehand workers to event producers but did not perform

stagehand work itself and thus this factor supported independent contractor status).

The Region should be prepared to argue that this aspect of the Eleventh Circuit’s

decision in Crew One Productions is in conflict with Board law and long-established

court precedent. See notes 74-75, supra, and note 82, infra.

78 361 NLRB No. 55, slip op. at 14; see also Porter Drywall, Inc., 362 NLRB No. 6, slip

op. at 5 (“Because the crew leaders do not have the opportunity to bargain over the

terms of the Independent Contractor Agreement, the agreement provides

‘inconclusive evidence’ . . . for finding that the crew leaders are independent

contractors.” (citation omitted)).

79 Compare FedEx Home Delivery, 361 NLRB No. 55, slip op. at 14 (where majority of

unit members voted to be represented as employees in collective bargaining with the

employer, that conduct offset the employer’s belief that it was establishing an

independent contractor relationship) and Lancaster Symphony, 357 NLRB at 1766

(intent factor inconclusive where contract characterized musicians as independent

contractors, musician playing with employer for thirty-two years considered himself

an employee, and at least 30% of musicians signed cards reflecting interest in union

representation), with Sisters’ Camelot, 363 NLRB No. 13, slip op. at 4 (favoring

independent contractor status where some canvassers testified that they understood

they would be working as independent contractors).

ndependent

contractors, musician playing with employer for thirty-two years considered himself

an employee, and at least 30% of musicians signed cards reflecting interest in union

representation), with Sisters’ Camelot, 363 NLRB No. 13, slip op. at 4 (favoring

independent contractor status where some canvassers testified that they understood

they would be working as independent contractors).

Cases 01-CA-158125, 158144

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10. Whether the Principal is or is not in the Business Weighs in Favor of

Employee Status.

The Employer’s business is providing cleaning services to customers. Because

the Employer’s business is indistinguishable from the services performed by its

cleaners, this factor weighs in favor of employee status.80 Further, the Board has

specifically held that even where an employer does not have undisputed statutory

employees performing the same work as the disputed individuals, this is not

controlling.81

As noted above, the Employer’s argument that it is not in the business of

providing cleaning services but instead of simply providing technology is undermined

by its actual operation and the way it projects its business to the public. The

Employer presents itself to the public as a place to book a cleaning with a trusted

professional, whose service it guarantees. It brands its website and app with a logo

and provides this logo for use by cleaners. Additionally, virtually any company can

characterize itself as in the business of providing individuals who provide a service,

rather than in the business of providing that service. This characterization, however,

is overly broad and universally applicable, and arguments like it have long been

rejected by courts.82 The argument is also inconsistent with the common-law test,

80 See FedEx Home Delivery, 361 NLRB No. 55, slip op

dividuals who provide a service,

rather than in the business of providing that service. This characterization, however,

is overly broad and universally applicable, and arguments like it have long been

rejected by courts.82 The argument is also inconsistent with the common-law test,

80 See FedEx Home Delivery, 361 NLRB No. 55, slip op. at 14 (because the employer,

by the terms of the agreement “is engaged in providing a small package information,

transportation, and delivery service throughout the United States” and its drivers are

engaged in the same business, this factor weighed in favor of employee status); Prime

Time Shuttle International, 314 NLRB 838, 840 (1994) (the employer’s business is

providing shared rides to the public and its vans and drivers perform that function,

thus “[d]riving is not merely an essential part of [the employer’s] business it is [the

employer’s] business.”)

81 Sisters’ Camelot, 363 NLRB No. 13, slip op. at 4 (finding the fact that the employer

did not have undisputed statutory employees who performed the same work as

canvassers outweighed by the fact that the employer had established and directed its

own fundraising operation, which relied heavily on the financial support collected by

the canvassers).

82 See, e.g., Lehigh Valley Coal Co. v. Yensavage, 218 F. 547, 552-53 (2d Cir. 1914)

(rejecting mining company’s argument that it was not in the business of coal mining

because it let out contracts to independent contractors to perform the mining, as the

miners carried on the company’s only business). See also Anna Deknatel, Lauren

Hoff-Downing, ABC on the Books and in the Courts: An Analysis of Recent

Independent Contractor and Misclassification Statutes, 18 U. Pa. J.L. & Soc. Change

53, 100 (2015) (explaining that “despite some employers’ attempts to re-characterize

s to independent contractors to perform the mining, as the

miners carried on the company’s only business). See also Anna Deknatel, Lauren

Hoff-Downing, ABC on the Books and in the Courts: An Analysis of Recent

Independent Contractor and Misclassification Statutes, 18 U. Pa. J.L. & Soc. Change

53, 100 (2015) (explaining that “despite some employers’ attempts to re-characterize

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which focuses on the perspective of third parties.83 Here, customers understand the

Employer to be providing cleaning services, and thus the Employer is in the business

of doing so.84 This factor therefore weighs in favor of employee status.

11. Whether the Evidence Tends to Show That the Individual is, in Fact,

Rendering Services as an Independent Business Weighs in Favor of

Employee Status.

In FedEx Home Delivery, the Board stated that the “independent-business factor

supplements – without supplanting or overriding – the traditional common-law

factors.”85 Moreover, the Board clarified that the question of actual entrepreneurial

opportunity for gain or loss is merely one of the subfactors that must be assessed in

determining whether the individual is rendering services as part of an independent

business. The weight of these subfactors support finding that the cleaners are

employees.

(a)

Actual entrepreneurial opportunity for gain or loss

The Employer’s business model provides cleaners very little entrepreneurial

opportunity for gain or loss. Cleaners can slightly increase their compensation

through tips, by having customers request them and getting a $5 bonus (at certain

times), by performing a high quantity of jobs, and/or by receiving high customer

ratings.

Cleaners also have the option to ask a customer to extend a job

Employer’s business model provides cleaners very little entrepreneurial

opportunity for gain or loss. Cleaners can slightly increase their compensation

through tips, by having customers request them and getting a $5 bonus (at certain

times), by performing a high quantity of jobs, and/or by receiving high customer

ratings.

Cleaners also have the option to ask a customer to extend a job. However, in

practice, the Employer heavily mediates and controls this process through its

the nature of their businesses, courts have been unwilling to draw such stringent

lines in defining a business’s purpose and have rejected an employer’s attempt to limit

and distinguish its business from the services that many of its workers perform.”)

83 See Robert Sprague, Worker (Mis)classification in the Sharing Economy: Trying to

Fit Square Pegs into Round Holes, 31 ABA J. Lab. & Emp. L. 53, 59 (2015) (the

common law of agency focuses on the “principal’s” potential vicarious liability to third

parties arising from the acts of its “servants.”).

84 See Arise Virtual Solutions, Inc., Case 12-CA-144223, JD-76-16 (NLRB Div. of

Judges Aug. 16, 2016) (finding that the answer to whether a company is a mere

technology company or provides services is answered by the perspective of the

employer’s clients, which was that they paid the employer to obtain call center

services from the employees, not to access and use the company’s platform).

85 361 NLRB No. 55, slip op. at 12.

nc., Case 12-CA-144223, JD-76-16 (NLRB Div. of

Judges Aug. 16, 2016) (finding that the answer to whether a company is a mere

technology company or provides services is answered by the perspective of the

employer’s clients, which was that they paid the employer to obtain call center

services from the employees, not to access and use the company’s platform).

85 361 NLRB No. 55, slip op. at 12.

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communications with cleaners about extensions, by confining any negotiation to the

issue of length of time for the extension, and by requiring direct customer contact

with it to make any extensions. Specifically, the Employer discourages the practice of

seeking extensions during its onboarding process, telling cleaners that extensions are

rare. The Employer also limits the scope of the negotiation between the cleaner and

customer to adding additional time through the Handy app. Cleaners and customers

cannot negotiate about compensation for additional time, as compensation is set by

the Employer. There are also a number of tasks that the Employer says are not

provided, such as exterior window cleaning, deep stain removal, infestation, mold

removal, and insect removal. Additionally, the procedure of extending a job requires

the Employer’s authorization. Cleaners cannot independently report to the Employer

that they have reached an agreement with the customer to extend the job. Handy

requires either a customer request or a customer confirmation before extending the

length of the job. Thus, two cleaners stated that they have been unsuccessful in

negotiating these extensions and instead have simply worked additional time without

additional compensation. And while the Employer presented evidence of fifty

examples of extensions in a one month period, this is actually quite small considering

it employs approximately 10,000 cleaners.

The Employer maintains a number of other rules and policies that limit cleaners’

opportunity for gain or loss

g these extensions and instead have simply worked additional time without

additional compensation. And while the Employer presented evidence of fifty

examples of extensions in a one month period, this is actually quite small considering

it employs approximately 10,000 cleaners.

The Employer maintains a number of other rules and policies that limit cleaners’

opportunity for gain or loss. For example, the Employer has limited the possibility of

gain by requiring that cleaners remain at a job and wait even when a customer is not

present rather than move on to another job. It also has limited cleaners’ ability to

accomplish a job more quickly by labeling jobs by the hour, instructing cleaners not to

leave if they finish early, and most recently by fining them for doing so. The

Employer has also limited the possibility of loss by compensating cleaners when

customers cancel within a certain period of time. And most recently it has added a

small payment to cleaners when they are unable to complete a job but the reason

cannot be attributed to either party.

Thus, the primary way that cleaners can increase their compensation is by

claiming more jobs. The mere ability to perform additional work for an employer does

not indicate independent-contractor status. As the Board noted in Lancaster

Symphony Orchestra, “The choice to work more hours or faster does not turn an

employee into an independent contractor. To find otherwise would suggest that

employees who volunteer for overtime . . . would be independent contractors.”86

Moreover, as in FedEx Home Delivery, because the cleaners’ earnings “do not depend

largely on their ability to exercise good business judgment, to follow sound

86 357 NLRB at 1765.

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management practices, and to be able to take financial risks in order to increase their

profits,” they are not “genuinely independent businessm[e]n.”87

because the cleaners’ earnings “do not depend

largely on their ability to exercise good business judgment, to follow sound

86 357 NLRB at 1765.

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management practices, and to be able to take financial risks in order to increase their

profits,” they are not “genuinely independent businessm[e]n.”87

(b)

A realistic ability to work for other companies

While the Employer’s cleaners are permitted to work for other companies, this

ability is not without constraint. Specifically, the Employer’s cleaners are not

permitted to do business with its customers outside of the app. The Employer’s

cleaners are also penalized if they do not work a sufficient number of jobs.88

Moreover, although nothing prohibits the cleaners from working for other companies

or clients when they are not working for the Employer, the mere ability to work

multiple jobs does not establish independent-contractor status. The Board has

recognized that: “Part-time and casual employees covered by the Act often work for

more than one employer. . . . The fact that [the employees] hold other jobs simply

reflects the part-time nature of [the employer’s] schedule.”89 Further, it is important

to note that in practice, four of the cleaners who gave affidavits in this case indicated

that they did not work for any other company while they were working for Handy and

only one stated that he performed work for a client outside of Handy during the time

he worked for Handy. The Employer also indicated that it has not issued any 1099s

to corporate entities rather than individual cleaners.

to note that in practice, four of the cleaners who gave affidavits in this case indicated

that they did not work for any other company while they were working for Handy and

only one stated that he performed work for a client outside of Handy during the time

he worked for Handy. The Employer also indicated that it has not issued any 1099s

to corporate entities rather than individual cleaners.

(c)

Proprietary or ownership interest in the work

Cleaners do not possess any proprietary interest with respect to the app, the

geographic areas, or customers. Further, the Employer has maintained strict rules

that prohibit the cleaners from developing business relationships with customers, and

87 361 NLRB No. 55, slip op. at 14, quoting Roadway Package System, 326 NLRB 842,

852 (1998).

88 Sisters’ Camelot, 363 NLRB No. 13, slip op. at 5 (favoring employee status where

canvassers could not solicit donations for other organizations while they were actively

working for the employer, which limited their opportunity to develop other business

relationships with new clients or employers as they canvassed). Cf. St. Joseph News-

Press, 345 NLRB 474, 479 (2005) (employer’s lack of restriction on carriers’ ability to

deliver competing newspapers concurrently on their routes supported independent-

contractor status).

89 Lancaster Symphony Orchestra, 357 NLRB at 1765. See also Sisters’ Camelot, 363

NLRB No. 13, slip op. at 5 (“That the canvassers may and often do work for other

employers when they are not actively working for the [employer] is essentially

indicative of their part-time work schedule and has little bearing on whether

canvassers are employees or independent contractors.”).

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it has in place practices, such as disguising contact information and now the threat of

fines, that make such an arrangement difficult.90

other

employers when they are not actively working for the [employer] is essentially

indicative of their part-time work schedule and has little bearing on whether

canvassers are employees or independent contractors.”).

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it has in place practices, such as disguising contact information and now the threat of

fines, that make such an arrangement difficult.90

(d)

Control over important business decisions

While cleaners have some ability to determine their hours and neighborhood of

work, they do not have control or even input into the many important business

decisions that are involved in the Employer’s business. As in FedEx Home Delivery,

the Employer retains “total command over its business strategy, customer base and

recruitment, and the prices charged to customers.”91 Similarly, the Employer here

unilaterally determines the design of its website and software, and its marketing

strategy.92 The Employer also unilaterally drafts, promulgates, and changes the

terms of agreement with its cleaners, which weighs heavily in favor of employee

status.93 Additionally, the cleaners cannot realistically increase their opportunity for

profit by hiring assistants; six of the cleaners who gave affidavits in this case did not

believe they could hire helpers or assistants, and there is no evidence that this

occurs.94 Further, the Employer’s payment and fine structure make the use of

assistants extremely unprofitable because cleaners may not charge more for the use of

an assistant and can be penalized for leaving early.95

90 See, e.g., Prime Time Shuttle International, 314 NLRB at 840 (favoring employee

status where, “[e]ven for unscheduled business, the intent is that customers will

return for [the employer’s shared rides] services rather than that of the driver”).

91 361 NLRB No. 55, slip op. at 15.

92 See, e.g., Sisters’ Camelot, 363 NLRB No. 13, slip op

90 See, e.g., Prime Time Shuttle International, 314 NLRB at 840 (favoring employee

status where, “[e]ven for unscheduled business, the intent is that customers will

return for [the employer’s shared rides] services rather than that of the driver”).

91 361 NLRB No. 55, slip op. at 15.

92 See, e.g., Sisters’ Camelot, 363 NLRB No. 13, slip op. at 5 (favoring employee status

because canvassers had no discretion to implement a business strategy for developing

a customer base).

93 FedEx Home Delivery, 361 NLRB No. 55, slip op. at 15.

94 Cf. Porter Drywall, 362 NLRB No. 6, slip. op. at 5 (among other things, contractors

decided how many crew members to employ on a particular job and the terms and

conditions of employment for the crews they hire, set their own hours and the hours of

their crew, and were liable for damages arising out of the work of their crews).

95 At a meeting with the Division of Advice on May 23, 2017, Handy acknowledged

that this structure was not ideal for using subcontractors or helpers and stated that

cleaners may use subcontractors or helpers as substitutes, or where they are offered a

bonus to perform a job that they are not able to perform. However, Handy has not

been able to provide any evidence of cleaners’ actual use of subcontractors, assistants,

or helpers.