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Tracking Variable Hour Employees: Understanding Measurement and Administrative Periods

Employers with variable hour employees face unique challenges when it comes to tracking hours and determining health insurance eligibility. Under the Affordable Care Act (ACA), businesses must use specific methods to measure employee hours and ensure compliance with health coverage requirements. Understanding the look-back measurement period, administrative periods, and stability period is crucial for staying compliant and avoiding penalties.  

Please note, only employers with 50 or more full-time equivalent (FTE) employees are required to offer health insurance.

The Look-Back Measurement Period

The look-back measurement period is used to determine whether a variable hour employee qualifies as a full-time employee (30 or more hours per week) under the ACA. Employers can select a measurement period between 3 and 12 months to track an employee's hours worked. If the employee averages at least 30 hours per week over this period, they are considered full-time and must be offered health insurance coverage. 

The Administrative Period

The administrative period allows employers time to review hours, determine eligibility, and complete the necessary steps to offer coverage. This period cannot exceed 90 days and typically follows the look-back measurement period. it is important to note that the administrative period should not create a gap in coverage if an employee is determined to be eligible. 

The Stability Period

Once an employee is deemed full-time, they must be offered health insurance for a stability period, which must be at least as long as the measurement period but no shorter than six months. Even if the employee's hours drop below full-time during the stability period, they remain eligible for coverage until the end of this period. 

Who is Eligible for Health Insurance?

An employee is eligible for employer-sponsored health insurance if they work an average of 30 or more hours per week during the look-back measurement period. Full-time employees (those with a consistent schedule of 30+ hours per week) are generally eligible immediately, while variable hour employees must first complete a measurement period. 

How Long Are Employees Eligible?

Once an employee qualifies for health insurance, they remain eligible throughout the stability period, regardless of any fluctuations in their work hours. If they continue to meet full-time criteria in subsequent measurement periods, their eligibility continues. If their average hours fall below 30 during a measurement period, they may lose eligibility once the stability period ends. 

Key Takeaways for Employers

1. Chose a Measurement Period: Employers must select a look-back measurement period (3-12 months) to assess variable hour employees' eligibility 

2. Account for Administrative Processing: The administrative period allows time to determine eligibility and offer coverage but cannot delay or shorten an eligible employee's access to benefits. 

3. Maintain Stability Period Compliance: Employees determined to be full-time must receive coverage for the entre stability period, even if their hours decrease. 

4. Avoid Penalties: Failure to properly track and offer coverage to eligible employees can result in significant ACA penalties. 

Properly tracking variable hour employees and adhering to ACA guidelines ensures compliance and provides employees with the benefits they are required to be offered. Employers should review their policies regularly and leverage technology to streamline the tracking process. Have additional questions? Contact your Rose Street Advisors team today! If you are not a current client of Rose Street Advisors, please feel free to contact us at 260-552-3200 or contact@rosestreetadvisors.com to speak to someone. 

Justine Dickens

EMPLOYEE BENEFITS ADVISOR

Justine is a devoted and meticulous team member with a passion to educate and support business partners and their employees. Since 2013, Justine’s commitment to her clients has allowed her to instill confidence and stability in the benefits packages offered to their employees. Her strengths allow her to communicate efficiently, focus on customization and understand the complexities of an ever changing industry. She is a Dale Carnegie Graduate and has her NAHU Self-Funded Certification.

When she is not working, Justine is busy running her son and daughter to their practices and games and volunteering in the community. She enjoys playing golf, hiking and spending time with her family and friends.

Securities and Investment Advisory Services Offered Through M Holdings Securities, Inc., a Registered Broker/Dealer and Investment Adviser, Member FINRA/SIPC. Rose Street Advisors is independently owned and operated. #4515345

When HR Goes Wrong

I recently facilitated an HR session for Humanergy’s High Impact Leadership Training (HILT) program. During it, a leader described a situation that was occurring at their organization. While I’m usually careful never to say this, there was no way of denying what it was - bad HR.  As soon as I said it, people started to chime in with times when they had experienced bad HR. Frankly, I was shocked and embarrassed by the examples they shared. 

That led me to ask some of my other networks what their HR experiences have been like. The responses have been humbling. As an HR professional, I think people are hesitant to vent to me about my profession, but when I asked, the flood gates opened.  

Some of the more noteworthy examples: 

•  An employee who suffered hearing loss due to an injury asked HR about accommodations under the ADA. HR suggested that the employee learn sign language even though none of her co-workers knew how to sign. 

•  A company told their existing employees that they were paying new hires more money than them so they could recruit people. 

•  An employee told HR they felt misled about the position HR had described when they started. HR said they wouldn’t conduct an exit interview when they left because they didn’t want the feedback. 

•  An HR professional who made offensive comments about an employee who was perceived to be gay. 

•  An HR professional who refused to act on a sexual harassment complaint because “that’s just what he does…” 

•  An HR professional who would openly talk about the personal and medical situations of her employees without any regard for confidentiality. 

What do we do to reduce the incidents of bad HR?

•  If you are working as an HR person, invest the time to learn the basic employment regulations. SHRM has good information, and many firms provide courses, webinars, or podcasts. Attend them. 

•  Get certified. Hit the books and take the exam. You’ll be glad you did. 

•  Consider your employees when making a decision. Ask “How would I feel if I were in their shoes?”  

•  Keep a balance. Yes, the company signs your paycheck, but if you can’t be objective when looking at an issue, you’re doing everyone a disservice. 

•  Ask for professional help when you are working on a sticky issue. 

There will always be times when HR folks will have to make difficult and unpopular decisions, but if we’re up to date on the regulations, treat people with respect, and are cognizant of the impacts our decisions make, hopefully we can limit adding any more fuel to the “bad HR” fire. 

Got a bad HR story you’d like to share? Let us know.  

Dealing with a situation that has the potential of ending up as a bad HR story on Reddit? Call us. We can help. 

Kevin Brozovich

SPHR | CHIEF PEOPLE ADVISOR

Meet Kevin Brozovich, energetic entrepreneur, people-focused team-builder and HR practitioner-turned consultant. For almost 10 years, Kevin was Founder and Chief People Officer of HRM Innovations, a Kalamazoo-based Human Resources consulting firm many would consider the top in the region. After pulling his hair out making daily decisions about running the business (does it matter where the coffee comes from?), Kevin joined forces with the Rose Street Advisors team so he could solely focus on what he loves most: working with clients.

Interested in more?

Let's Talk Proactive HR

How Not to Terminate an Employee

Hate having to terminate employees? When you work in HR, or leadership, it comes with the territory. That doesn’t make it easy. Still, it can be necessary. Let’s start with what not to do. Recently a friend found out that his hybrid job was eliminated when he could not login to his computer from home. When he called the IT department, he was redirected to HR. Don’t be that employer. What should you do? Being a good human is a nice start. From there, you should: Include HR. If you are a leader doing this, engage your HR resource early. HR is your friend in this situation. They’ve done this before and know how to do it safely and legally. Do terminations face to face. Remote employees are the only ones you should meet online. Terminations via text, email, or worse, social media, are never acceptable. Do explain the reason. Employees deserve to know why they are being fired. It’s much easier for them to process if they understand why. Leaving them to fill in the gaps opens the door for them to speculate about reasons that are not only inaccurate, but potentially unlawful. Treat them with respect. Losing your job is hard. Kicking the person when they are down is only going to exacerbate the situation and open the door to workplace violence. Be kind, be compassionate. Provide Assistance. Especially if you recognize an employee is in a vulnerable place, make certain to connect them with a support option. Connect them to your EAP or an outplacement service.  Have a plan. No one should be fired without a well-coordinated plan to collect their things, continue their benefits, and collect their last check. Keep it calm.  Terminations in the heat of the moment are never a good idea. If things are hot, suspend the employee until cooler heads can prevail. Have a difficult situation that you need to address? Give us a call, we’re happy to help.

Kevin Brozovich

SPHR | CHIEF PEOPLE ADVISOR

Meet Kevin Brozovich, energetic entrepreneur, people-focused team-builder and HR practitioner-turned consultant. For almost 10 years, Kevin was Founder and Chief People Officer of HRM Innovations, a Kalamazoo-based Human Resources consulting firm many would consider the top in the region. After pulling his hair out making daily decisions about running the business (does it matter where the coffee comes from?), Kevin joined forces with the Rose Street Advisors team so he could solely focus on what he loves most: working with clients.

Interested in more?

Let's Talk Proactive HR
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Securities and Investment Advisory Services Offered Through M Holdings Securities, Inc. A Registered Broker/Dealer and Investment Advisor, Member FINRA/SIPC. Rose Street Advisors is independently owned and operated. Please go to www.mfin.com/DisclosureStatement for further details regarding this relationship. Check the background of this Firm and/or investment professional on FINRA's BrokerCheck. For important information related to M Securities, refer to the M Securities' Client Relationship Summary (Form CRS) by navigating to mfin.com/m-securities. Registered Representatives are registered to conduct securities business and licensed to conduct insurance business in limited states. Response to, or contact with, residents of other states will only be made upon compliance with applicable licensing and registration requirements. The information in this website is for U.S. residents only and does not constitute an offer to sell, or a solicitation of an offer to purchase brokerage services to persons outside of the United States. This site is for information purposes and should not be construed as legal or tax advice and is not intended to replace the advice of a qualified attorney, financial or tax advisor or plan provider. CA Insurance License. File #5757992.1

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