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Terminations

Conditions intolerable? Employee may quit and sue

02/07/2013
An employee who works in outrageous conditions can sometimes quit, claiming she had no choice, and then sue for her “discharge.” However, most of those suits don’t get very far.

When it comes to discrimination lawsuits, the clock starts ticking with firing date

02/07/2013
A federal trial court has reiterated that the important date for filing deadlines is not when an employee learns he was discriminated against, but when he was fired. Employees have to file their EEOC complaint within 300 days of discharge or they lose the right to sue.

How to create a valid severance agreement: Sweeten the pot above and beyond the usual

02/07/2013
To prevent lawsuits over layoffs, employers often offer a severance agreement that requires the employee to waive the right to sue. When those agreements involve older workers, they have to meet very specific legal requirements.

Remind bosses: No comments on FMLA use

02/07/2013

Some managers and supervisors just can’t seem to resist offering “helpful” career advice to subordinates. That’s especially true for workers they may see as less devoted to their work than old-school employees. But a remark concerning absences covered by the FMLA may well be viewed as interference with a protected right.

Employers get to choose cost-cutting moves

02/01/2013

In tight times, employers must explore every cost-saving option. After looking at several ways to balance the budget, you may decide you need to trim the workforce. Don’t be surprised if a laid-off em­­ployee sues.

Insubordinate employee? Track each incident

02/01/2013

Sometimes, it’s clear that un­­less an employee shapes up, she’ll have to be fired. Argu­­men­­ta­­tive, insubordinate employees who balk at even minor requests fall into that category. Carefully document in­­fractions so when termination time comes, you have specific examples.

When you need to trim workforce, focus RIF criteria on measurable factors

02/01/2013
The key to a successful, challenge-proof reduction in force is using objective, measurable factors to determine who stays and who goes. That greatly reduces the likelihood that a former employee who loses his job to a RIF will win a discrimination case.

Considering after-the-fact paper trail to justify firing?

02/01/2013

Move cautiously when dealing with an employee who complains about harassment and discrimination—especially if the complaint involves a supervisor who now wants to terminate him. Unless you have a pre-existing paper trail showing poor performance before the complaint, going back to create one is dangerous.

Good records win lawsuits: When disciplining, be as specific as possible

01/30/2013
If someone was terminated for breaking workplace rules, he may claim you treated others outside his protected classification more favorably. That is, you let their similar behavior slide while you punished the fired worker more severely. The best way to counter such charges is with very specific records showing why you believe each punishment fit the rule violation.

What should we do? Client asked us not to assign employee who is now out on workers’ comp

01/22/2013
Q. Our company provides services to nursing homes. One of our therapists recently went out on wor­k­­ers’ compensation leave. The facility where she worked has since asked us not to reassign the employee back to its facility. However, we don’t have other placement options for this worker. Do we have any options?