This document outlines best practices for employee discipline and termination to avoid legal problems. It discusses the at-will employment doctrine and its exceptions under federal and Utah law. Effective communication and documentation are emphasized at all stages, from hiring to potential termination. Supervisors should provide regular feedback, conduct annual reviews addressing conduct, attendance and performance, and escalate any issues through warnings, improvement plans, and ultimately discharge if necessary, with documentation of all discussions and attempts to remedy problems. Proper documentation helps employers defend termination decisions if challenged.
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The seminar will also provide tips for designing and implementing employee agreements to protect your company’s IP and confidential information.
Slides presented November 1st, 2012 at the Idea Greenhouse in Durham NH. See www.ideagreenhouse.biz for more information.
Go to: http://www.clrm.com/
HR Compliance is critical for small business owners. It is predicted that 90% of all small businesses are out of compliance. This presentation delivered which has been delivered by Gary Wheeler to several groups illustrates key compliance areas to correct.
Cook Little's Jen Moeckel Presents: Hey Startups: Hire Right!Tom Elliott
Led by employment lawyer Jen Moeckel of Cook Little Rosenblatt, & Manson PLLC, this session will provide an overview of the hiring process, independent contractor/employee/intern classifications, and wage & hour and other compliance issues.
The seminar will also provide tips for designing and implementing employee agreements to protect your company’s IP and confidential information.
Slides presented November 1st, 2012 at the Idea Greenhouse in Durham NH. See www.ideagreenhouse.biz for more information.
Go to: http://www.clrm.com/
HR Compliance is critical for small business owners. It is predicted that 90% of all small businesses are out of compliance. This presentation delivered which has been delivered by Gary Wheeler to several groups illustrates key compliance areas to correct.
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Take a deep breath! This free webinar will provide practical guidelines for getting HR activities under control, even without an HR specialist on staff. After the presentation, you’ll have solid information to help your business run more smoothly and, most importantly, protect you in the event of an employee lawsuit.
In this insightful webinar, you'll learn:
• Common mistakes to avoid when hiring
• How to create an organized recordkeeping system
• Employee policies every business needs
• The right way to document performance issues
• Why accurate labor law postings are critical
• Steps to prevent a costly harassment claim
• How to use technology to reduce HR overhead
Overall Comments Overall you made a nice start with your U02a1 .docxjacksnathalie
Overall Comments:
Overall you made a nice start with your U02a1 assignment. Please see my specific feedback below for each objective, and I can be reached at: [email protected] or 813-417-0860 if you have any questions about my comments.
COMPETENCY: Analyze the impact of legal and regulatory issues on staffing management.
CRITERION: Describe the important issues in the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify the important issues in the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the important issues of this case, and be sure to describe why this is a case of disparate impact.
”
CRITERION: Distinguish the theory of disparate (or adverse) impact from the theory of disparate treatment.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Partially distinguishes the theory of disparate (or adverse) impact from the theory of disparate treatment.
Faculty Comments:“
You made a nice start with this objective; however, I would like to see your content developed further to clearly distinguish the theory of disparate treatment from disparate or adverse impact, and this is only briefly addressed in your assignment.
”
CRITERION: Analyze the outcome of the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not state the outcome of the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the outcome of this case, and be sure to apply disparate impact theory.
”
CRITERION: Analyze the evidence of discriminatory effects.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not describe the evidence of discriminatory effects.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the evidence of discriminatory effects in this case, and provide specific examples of connections to the rule, policy or process.
”
CRITERION: Describe how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
Faculty Comments:“
Please develop your content further to address this in your work.
”
COMPETENCY: Communicate in a manner that is scholarly and professional.
CRITERION: Commun.
Overview of management best practices for the employment relationship from creation to termination (Presentation for the Workforce Planning Board of York Region)
Human Resource Management, Ethics, Organizational CultureSumbal Noureen
Ethics and Employee rights and discipline
Ethics and fair treatment
Individual and organizational factors
Culture
HR methods to promote Ethics
Managing dismissal
Termination interview
Internal Investigations Workshop for HR PractitionersPaul Falcone
Conducting effective internal investigations is a critical skill for both HR practitioners and line leaders alike. But how can you ensure that your employees who file formal complaints feel heard and satisfied that their needs have been accounted for? Further, what legal expectations do courts hold in terms of investigators’ roles and obligations in the fact-finding process? From EEOC credibility determinations to case evaluations and appropriate and prompt remedial action, this PowerPoint presentation will help your leadership team maximize positive employee relations, while insulating your company from employment-related liability inherent in the workplace investigation process.
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
CLE Presentation: Brian Kaveney, Litigation Partner at Armstrong Teasdale
The choice of a lawyer is an important decision and should not be based solely on this presentation. All rights are reserved and content may not be reproduced, disseminated or transferred, in any form or by means, except with the prior written consent of Armstrong Teasdale.
Hiring Hazards: How to Avoid the 7 Most Common Legal LandminesComplyRight, Inc.
Hiring talented, hard-working employees is a vital part of running a successful business. But it’s not always easy – nor is it risk-free. Make one wrong move, and a job seeker could sue your company for discriminatory or unfair hiring practices.
In this climate of heightened attention and regulatory enforcement, you can’t afford to cut corners when hiring. Strict compliance with employment laws comes into play at nearly every stage – from writing a job description and placing an ad to interviewing and screening applicants. This free webinar will examine the biggest legal landmines when hiring, with practical pointers on navigating a safe and compliant hiring path.
Watch now and learn:
- Why your job application may be illegal
- 5 questions you should NEVER ask candidates
- How to use pre-employment testing without getting into trouble
- The proper – and legal – way to construct a job offer
- Tips for completing new hire paperwork correctly
- The one thing you should provide to every new employee for your protection
No HR Staff? 7 Crucial Moves to Master Everyday Employee ManagementComplyRight, Inc.
There's a point when it becomes obvious that a business needs an HR professional on staff. Until then, managing the required recordkeeping tasks, handling questions from employees, and taking proper steps to protect your business from legal risk can seem like a never-ending burden that distracts from other critical business activities. And yet, you can’t afford to ignore these responsibilities.
Take a deep breath! This free webinar will provide practical guidelines for getting HR activities under control, even without an HR specialist on staff. After the presentation, you’ll have solid information to help your business run more smoothly and, most importantly, protect you in the event of an employee lawsuit.
In this insightful webinar, you'll learn:
• Common mistakes to avoid when hiring
• How to create an organized recordkeeping system
• Employee policies every business needs
• The right way to document performance issues
• Why accurate labor law postings are critical
• Steps to prevent a costly harassment claim
• How to use technology to reduce HR overhead
Overall Comments Overall you made a nice start with your U02a1 .docxjacksnathalie
Overall Comments:
Overall you made a nice start with your U02a1 assignment. Please see my specific feedback below for each objective, and I can be reached at: [email protected] or 813-417-0860 if you have any questions about my comments.
COMPETENCY: Analyze the impact of legal and regulatory issues on staffing management.
CRITERION: Describe the important issues in the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify the important issues in the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the important issues of this case, and be sure to describe why this is a case of disparate impact.
”
CRITERION: Distinguish the theory of disparate (or adverse) impact from the theory of disparate treatment.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Partially distinguishes the theory of disparate (or adverse) impact from the theory of disparate treatment.
Faculty Comments:“
You made a nice start with this objective; however, I would like to see your content developed further to clearly distinguish the theory of disparate treatment from disparate or adverse impact, and this is only briefly addressed in your assignment.
”
CRITERION: Analyze the outcome of the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not state the outcome of the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the outcome of this case, and be sure to apply disparate impact theory.
”
CRITERION: Analyze the evidence of discriminatory effects.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not describe the evidence of discriminatory effects.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the evidence of discriminatory effects in this case, and provide specific examples of connections to the rule, policy or process.
”
CRITERION: Describe how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
Faculty Comments:“
Please develop your content further to address this in your work.
”
COMPETENCY: Communicate in a manner that is scholarly and professional.
CRITERION: Commun.
Overview of management best practices for the employment relationship from creation to termination (Presentation for the Workforce Planning Board of York Region)
Human Resource Management, Ethics, Organizational CultureSumbal Noureen
Ethics and Employee rights and discipline
Ethics and fair treatment
Individual and organizational factors
Culture
HR methods to promote Ethics
Managing dismissal
Termination interview
Internal Investigations Workshop for HR PractitionersPaul Falcone
Conducting effective internal investigations is a critical skill for both HR practitioners and line leaders alike. But how can you ensure that your employees who file formal complaints feel heard and satisfied that their needs have been accounted for? Further, what legal expectations do courts hold in terms of investigators’ roles and obligations in the fact-finding process? From EEOC credibility determinations to case evaluations and appropriate and prompt remedial action, this PowerPoint presentation will help your leadership team maximize positive employee relations, while insulating your company from employment-related liability inherent in the workplace investigation process.
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
CLE Presentation: Brian Kaveney, Litigation Partner at Armstrong Teasdale
The choice of a lawyer is an important decision and should not be based solely on this presentation. All rights are reserved and content may not be reproduced, disseminated or transferred, in any form or by means, except with the prior written consent of Armstrong Teasdale.
Hiring Hazards: How to Avoid the 7 Most Common Legal LandminesComplyRight, Inc.
Hiring talented, hard-working employees is a vital part of running a successful business. But it’s not always easy – nor is it risk-free. Make one wrong move, and a job seeker could sue your company for discriminatory or unfair hiring practices.
In this climate of heightened attention and regulatory enforcement, you can’t afford to cut corners when hiring. Strict compliance with employment laws comes into play at nearly every stage – from writing a job description and placing an ad to interviewing and screening applicants. This free webinar will examine the biggest legal landmines when hiring, with practical pointers on navigating a safe and compliant hiring path.
Watch now and learn:
- Why your job application may be illegal
- 5 questions you should NEVER ask candidates
- How to use pre-employment testing without getting into trouble
- The proper – and legal – way to construct a job offer
- Tips for completing new hire paperwork correctly
- The one thing you should provide to every new employee for your protection
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In 2020, the Ministry of Home Affairs established a committee led by Prof. (Dr.) Ranbir Singh, former Vice Chancellor of National Law University (NLU), Delhi. This committee was tasked with reviewing the three codes of criminal law. The primary objective of the committee was to propose comprehensive reforms to the country’s criminal laws in a manner that is both principled and effective.
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Subsequently, in February, the committee successfully submitted its recommendations regarding amendments to the criminal law. These recommendations are intended to serve as a foundation for enhancing the current legal framework, promoting safety and security, and upholding the constitutional principles of justice, dignity, and the inherent worth of every individual.
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Employee Discipline and Termination: Avoiding Problems with Effective Communication and Documentation
1. parsonsbehle.com
June 16, 2022 | Marriott City Center Hotel
Employee Discipline and Termination:
Avoiding Problems with Effective
Communication and Documentation
Susan Baird Motschiedler
801.536.6923
smotschiedler@parsonsbehle.com
2. 2
This presentation is based on available information as of June 16,
2022, but everyone must understand that the information provided is
not a substitute for legal advice. This presentation is not intended and
will not serve as a substitute for legal counsel on these issues.
Legal Disclaimer
3. 3
At Will Employment Doctrine
In Utah, the default for all employees is that they are employed “at-
will.” This means that either the employer or the at-will employee
may terminate the employment relationship at any time, with or
without advance notice, and for any reason or no reason at all.
Although the at-will employment doctrine is alive and well in Utah,
employers who rely on it do so at their peril.
There are many federal and state exceptions to at-will employment!
4. 4
Exceptions to At-Will Employment
State and federal laws prohibit employment discrimination on the
basis of certain protected characteristics, including:
race, color, religion, age (40 and over), pregnancy, sex, gender,
disability, national origin, ethnic background, sexual orientation,
gender identity, genetic information (including of a family member),
military service, and citizenship.
5. 5
Exceptions to At-Will Employment
Be mindful of timing issues to avoid a retaliation claim.
Courts will infer a retaliatory intent when an employer takes adverse
employment action soon after (e.g., within about 3 months) an
engages in protected activity (e.g., complaining about discrimination
or harassment).
In such cases, the burden will shift to the employer to rebut the
retaliatory presumption with evidence of its legitimate, non-
retaliatory intent.
6. 6
Exceptions to At-Will Employment
Other federal laws limit employer rights
to terminate employees too, including:
Section 7 of the National Labor
Relations Act
A framework of whistleblower laws
(e.g., the Occupational Safety and
Health Act and the Sarbanes-Oxley
Act).
For a full list of federal whistleblower
laws, go to
www.whistleblowers.gov/statutes
7. 7
Exceptions to At-Will Employment
Utah has its own exception to the at-will employment doctrine:
“termination in violation of public policy” that occurs when an
employer terminates an employee in a way that violates an
important public policy (found in state statutes).
Common fact patterns:
o Employee alleges they were fired in retaliation for reporting a workplace
injury or filing a workers compensation claim.
o Employee alleges they were fired in retaliation for reporting a suspected
violation of law to their employer or to the authorities.
8. 8
Communication and Documentation
Two pillars of good employee performance management and risk
management
Communication = oral and written
o Conveys information regarding job duties, expectations, performance
feedback, corrective actions, etc.
o Frequent and early communication and intervention will help avoid
employment claims and protect an employer when claims are brought
Documentation can be a form of communication AND evidence of
communication
9. 9
How will documentation help limit risk?
In a case that goes to a jury trial, we never want to rely on
testimony alone because the jury gets to pick who to believe
Documents help to establish intent and show:
o Decisions were performance or business based
o Decisions were not motivated by discriminatory, retaliatory, or other unlawful
intent
10. 10
Who Else Cares About Documentation?
Documentation also really matters to the agencies that enforce anti-
discrimination and anti-retaliation employment laws:
o State Agencies (UALD)
o EEOC
o DOL
Service of a Charge or Complaint is always accompanied by a
Request for Information
12. 12
Documents Requested in Every UALD Charge
All documents relating to any disciplinary actions taken by
Respondent against Charging Party in the past five years.
* All documents related to the Charge.
* A copy of Charging Party's job description at the time he/she left
their employment or at the time you received this charge of
discrimination as well as any minimum requirements of the position.
* All documents that explain the reason(s) why Charging Party is no
longer employed by Respondent. (If Charging Party is still employed
by Respondent you do not need to answer this question.)
13. 13
Good Documentation Is Critical at 3 points:
Performance Evaluations and Appraisals
Discipline
Termination
14. 14
“Golden Rule” of Documentation
IF IT IS NOT IN WRITING,
IT DIDN’T HAPPEN!
15. 15
“Golden Rule” of Documentation
What happens when you
have not documented?
16. 16
AVOIDING LEGAL TROUBLE
Performance Evaluations, Reviews, and Appraisals
o Should address: C.A.P.
o CONDUCT
o ATTENDANCE
o PERFORMANCE
Be courageously Honest
But Not About Non C.A.P. Issues!
17. 17
Excerpts from Federal Employee Evaluations
“Since my last report, this employee has reached rock-bottom and has started to dig.”
“I would not allow this employee to breed.”
“Works well when under constant supervision and cornered like a rat in a trap.”
When she opens her mouth, it seems that it is only to change feet.”
“This young lady has delusions of adequacy.”
“He sets low personal standards and then consistently fails to achieve them.”
“This employee should go far, and the sooner he starts, the better.”
“He would argue with a signpost.”
“He brings a lot of joy whenever he leaves the room.”
If you give him a penny for his thoughts, you’d get change.”
18. 18
Be Smart About Documentation
Terms used in a female employee’s evaluation:
o “macho”
o “overcompensated for being a woman”
o “needs a course in charm school”
o “matured from a masculine manager to an appealing lady
partner candidate”
o “should walk, talk and dress more femininely, wear makeup, get
her hair styled and wear jewelry”
Price Waterhouse v. Hopkins, 490 U.S. 228 (1989) (gender stereotyping)
19. 19
Characteristics of Bad Evaluation Ratings
Central Tendency – supervisor avoids rating employees either
very high or very low. Reviews are clustered in the middle of the
rating scale for all employees.
Leniency – supervisor gives high ratings to all employees.
Strictness – supervisor gives low ratings to all employees.
Similar-to-Me – supervisor gives high ratings only to employees
who share similar thinking, personality, background.
20. 20
Characteristics of Good Evaluation Ratings
Addresses C.A.P. (Conduct, Attendance, Performance)
Provides same or similar review/ratings to same or similar Conduct,
Attendance, Performance
Connected to Job Duties and Description
Looks at entire performance period; notes trends
Supports employment decisions
o Ask: Should this person be promoted? Should this person be on a PIP?
Avoids stereotypes and personal attacks
23. 23
Best Practices
Outline the lifecycle of an employee and identify all communication
possibilities:
o Hiring
o Training
o Day-to-day Feedback/Daily Meetings
o Biannual Reviews
o Write Ups/Performance Improvement Plans
Outline the ideal way to communicate performance expectations
and document C.A.P. along the way
24. 24
HIRE / EVENT
WHAT A SUPERVISOR
SHOULD BE DOING
HIRE DATE
Employee gets a written job
description giving fair notice
of his/her job duties and
performance expectations
and goals.
Event – Documentation Outline
25. 25
HIRE / EVENT
DOCUMENTATION/
COMMUNICATION
90 Days Later
Supervisor checks in with
employee after “orientation”
period to verify adequate
performance and good job
fit. Thereafter, supervisor
provides regular oversight,
coaching, etc.
Event – Documentation Outline
26. 26
HIRE / EVENT
DOCUMENTATION/
COMMUNICATION
First Sign of Serious
Problem
Apart from regular coaching, at this
point there should be a discussion
with the employee. Document the
discussion with a note to file or
email. Depending on seriousness,
escalate to HR and perhaps
discipline. Early HR involvement
can hasten a resolution and
minimize risks.
Event – Documentation Outline
27. 27
HIRE / EVENT
DOCUMENTATION/
COMMUNICATION
Additional Problems
Further discussions and
coaching, HR involvement and
perhaps discipline, maybe
written warnings—depending on
how serious the problem is.
Repeat clear objectives and
measurements of the same.
Event – Documentation Outline
28. 28
HIRE / EVENT
DOCUMENTATION/
COMMUNICATION
Annual Performance
Review
Conduct a truthful and accurate
review of employee’s
performance during full relevant
period (e.g., one year). Note if
problems exist and include
discussion of relevant job
actions (e.g., warnings or
discipline, successes, etc.).
Event – Documentation Outline
29. 29
HIRE / EVENT
DOCUMENTATION/
COMMUNICATION
Ongoing Discipline
Escalate discipline (last chance
notice). Document these FOUR
things:
1) nature of the problem;
2) how it can be fixed;
3) clear timetable for doing so; and
4) consequences of failure to do so
(such as discharge).
Event – Documentation Outline
30. 30
HIRE / EVENT
DOCUMENTATION/
COMMUNICATION
Trigger for Discharge
There should be some event that
moves the situation towards
termination.
Examples include:
1) Expiration of a last chance time
period without needed
improvement;
2) Additional major mistake or
misconduct.
Event – Documentation Outline
31. 31
HIRE / EVENT DOCUMENTATION/ COMMUNICATION
Discharge
Here is the main goal of the whole process:
anyone who might try to second guess you
should conclude there was clear explanation of
expectations, notice of problems and a
documented chance to improve before
discharge.
HR involvement should ensure company-wide
consistency and that the written record supports
the termination decision.
Event – Documentation Outline
32. 32
HIRE / EVENT
DOCUMENTATION/
COMMUNICATION
Discharge Letter or
Memo to File
Document what happened and
why, in clear terms but with as few
words as possible. List all reasons
for discharge, but don’t overstate
your case. Remember this will be
“Exhibit A” in any post-termination
dispute, so do it properly.
Event – Documentation Outline
33. Thank You
To download a PDF handbook of today’s seminar,
including presentations and materials, please visit
parsonsbehle.com/emp-seminar
34. 34
For more information, contact:
Susan Baird Motschiedler
801.536.6923
smotschiedler@parsonsbehle.com