Just How Badly Do You Need to Fire that Employee? (Revisited)
Less than a month ago I wrote on the folly of terminating an employee at an inopportune time, even if your reasons are just and your motives are pure. Apparently the lawyers at Wal-Mart are not subscribers to the Business Law Alert because they did nothing to stop a very questionable termination.
Melissa Jackson is one of several plaintiffs suing Wal-Mart for sexual harassment. Jackson and the other women allege that Wal-Mart did nothing to stop reported sexual harassment by one of the employees. That suit was filed on January 22, and on February 16 Wal-Mart decided it was the perfect time to fire not only Jackson, but her husband as well. Both had been there for close to a decade, and during that time Wal-Mart had never seen a need to fire them, but less than a month after she files an action for sexual harassment, she and her husband had to go.
Do you see how bad that looks? Can you comprehend what the jury is going to think about that decision?
Let me switch perspectives for a moment and explain why Wal-Mart may have made that decision. As I wrote previously, unscrupulous employees will sometimes file employment lawsuits specifically because they know they are on their way out the door. If in defense of the sexual harassment claim by Jackson, Wal-Mart is going to claim that she was about to be terminated and only filed this suit in an effort to keep her job, then Wal-Mart should remain consistent and continue with the termination. Alternatively, it could be that Jackson and her husband have developed attitude problems about Wal-Mart, and are just too toxic to keep around. (I have no personal knowledge of the facts of this case, and offer this case only as a hypothetical fact pattern for discussion.)
But with all that said, was there no other way to handle this matter? I once spoke to the owner of a business that had come up with a very creative approach. He had an employee who was a perpetual problem, not doing his job and filing what the business owner perceived to be fraudulent worker's compensation and labor claims. He desperately wanted to fire the employee, but he knew any termination would be met with a wrongful termination action for retaliation. So, the business owner put the maintenance worker in charge of the flagpole. His duties were to raise and lower the flag, keep the pole and flag clean, and to make certain no one disturbed them. He was given an ergonomic chair to sit on near the flagpole so that he would not make any claims for back injuries, and there he sat, eight hours a day, five days a week, watching the flagpole. The employee could not stand the tedium, and within two weeks had quit.
Although the business owner's plan worked perfectly in that case, I don't suggest for a minute that this is a workable solution. Aside from the fact that many employees might be perfectly content to work as a flagpole watcher, from a legal standpoint the worker could still have made the claim that this newly created position was a form of retaliation. But I offer this tale as an example of an employer that thought outside the box. He looked at the bigger picture and successfully avoided a costly lawsuit.
Businesses tend to think in black and white terms. I often see cases where an employee loyally worked for a company for years, and after being rewarded with a promotion, the company terminates that employee because he is unable to perform the new job duties. Why is no thought given to returning the employee back to the position where he was a valued employee?
Lesson for all businesses: When you are considering terminating an employee and are asking yourself, "how is this going to look?", then take a moment to also ask yourself, "can I solve the problem with something other than a termination?"
Sometimes You Can Talk Your Way Out of Litigation
A call I received yesterday illustrated a common mistake made by business owners; one that I want to pass along so you can avoid making the same mistake.
First let me set the scene. When a client comes to an attorney to complain about something, it will always be the case that the attorney takes whatever first step he or she chooses to take based only on one side of the story. In this particular case, a client came to me complaining that someone had posted comments on a blog that defamed his company. I reviewed the blog and the comments certainly were defamatory, if they were false as my client assured me they were.
So, I sent a strongly worded cease and desist letter to the blogger, informing him that I had been instructed to bring an action for defamation, and suggesting that he take down the comments as a way to minimize his damages. But since I am aware that I have heard only one side of the story, I always end such letters with the following statement: "If I have in any way misstated the facts, or there are any other facts of which you think I should be aware, please call or write me immediately."
Within ten minutes of faxing the letter, the blogger called me. But instead of using the opportunity to explain why the statements did not amount to defamation or, if they did, to offer some way to undue the damage he had done, his first screamed statement was, "How could you send a letter like this when you have only heard one side of the story?"
Exactly, dear caller, and that is why the letter invited you to call me with your side. Instead, he immediately went to the usual posturing about how he was going to make sure I was disbarred, drawn and quartered for threatening such a frivolous action, but without ever telling me what made the action frivolous. I served him with the complaint the following day, and once again the action will ultimately end as I have explained here. (He did, however, take down the blog posting.)
Admittedly, a lot of attorneys won’t care what you have to say, and may not care if the action is without merit if they think they can make a buck off the representation. But don’t assume that going in, if you really do have facts to show that the attorney was misinformed.
In one case, for example, a client informed me that he was owed a large sum of money from a former employer for commissions on products sold prior to his termination. In response to my demand letter, the President of the company called to explain why the commissions were not owed, and then sent irrefutable documentation to support his claim. When I showed the documentation to the client, he acknowledged the facts and the terms of the agreement, but said he had hoped I would find someway around that reality as the action proceeded. I took the matter no further, and by spending a few minutes responding to me, the President saved his company a lot of unnecessary litigation.
You must proceed with caution when responding to a demand letter, because the attorney may later try to twist your words to claim you somehow admitted to the wrongdoing. For that reason, you might want to make your response through an attorney. We know the magic words that can keep the response from ever being used against you. But don’t immediately reject the thought of actually responding to an attorney’s letter, and if the facts are on your side, tell your attorney to provide a thoughtful, civil response so that the other attorney won’t feel compelled to prove who is boss.
Just How Badly Do You Need to Fire that Employee?
Can you say, "appearance of impropriety"?
On a regular basis, I get calls from companies that apparently found it essential to terminate an employee that had just announced she was pregnant, or one who had just requested a leave under the Family Medical Leave Act, or another who just filed a Workers Compensation claim, etc. In all cases, the employers swore to me that the termination had nothing to do with the pregnancy, FMLA request or Workers Comp claim, and I'm convinced that they were sincere.
You see, unscrupulous employees who know how to work the system will take actions to create the appearance of a wrongful termination when they know the ax is about to fall. Sometimes it is blatant to the point of being laughable. I was recently involved in a case where the employee, when summoned to her supervisor's office to discuss a major infraction, took a detour to Human Resources to claim sexual harassment. She didn't have much time to think up a story, so she reported that the sexual harassment she had suffered was seeing her supervisor hug another female employee -- a year earlier -- when that employee's mother had died. Silly yes, but that didn't keep her from claiming that her subsequent termination was retaliation for reporting this unforgivable "sexual harassment."
As an employer, you need to know that the deck is stacked against you if an employment claim goes to the jury. Most jurors do not know about at-will employment, and go into the trial with the preconceived notion that an employer must have good cause to fire an employee. Of course the judge will instruct the jury on the law of at-will employment, but if the jurors hear that you fired an employee for anything less than murder and/or mayhem, right after the employee, say, filed a workers compensation claim, you will be fighting an uphill battle.
The recent court decision of Crawford v. Metropolitan Government of Nashville and Davidson County provides a perfect example of, "what was the employer thinking?" There, the plaintiff employee was questioned about whether she had witnessed sexual harassment by a certain supervisor. She had never volunteered any information, but when specifically asked, she related two instances she had witnessed. Two other employees gave similar accounts.
All three employees were terminated after reporting what they had seen. Crawford sued for wrongful termination on a theory of retaliation, but the case was thrown out by the District Court on the grounds that she had not instigated any sort of investigation, but had merely answered questions. The Court of Appeals agreed, but the Supreme Court reversed the decision and sent the case back for trial. The Supreme Court correctly held (in my opinion) that reporting what she had seen was sufficient to bring her under the anti-retaliation provisions of Title VII. Back in the trial court, Crawford won $1.5 million in damages.
Clearly something was rotten in Nashville, and it certainly appears that justice prevailed. But the case illustrates the hubris of some employers. Don't engage in this type of behavior, of course, but also be aware of any facts that make it look like you are engaging in this type of behavior. Do you really need to terminate that employee who is out on a disability claim? Do you really need to terminate that employee that just broke off her affair with the boss? If his or her work performance is that bad, then document it along with any future infractions. If the employee is beyond redemption, their performance will justify the termination on a later, not so inopportune day. If not, then maybe the employee was not as bad as you thought, and you will have avoided trying to explain your way around some very bad circumstances. Some may view this as caving, but I view it as a pragmatic recognition that when it comes to a trial for wrongful termination, sometimes perception is reality.
For more information about the Crawford decision, read the excellent summary provided by attorney Ellen Simon here.
