For most problem employees, deteriorating behavior and performance is a gradual process. Smart employers track the downward trajectory along the way.
Recent case: Obstetrician Christine Leitgen delivered babies as a staff physician at a hospital. Payment for deliveries was pooled and distributed among all the obstetricians regardless of the number of deliveries. Leitgen complained tothat women delivered more babies then men.
Meanwhile, management had carefully documented problems with Leitgen’sand complaints from nurses and patients. The hospital eventually fired her, and she sued, alleging retaliation for complaining about compensation.
The court tossed out her case, concluding that records showed escalating problems before she complained. That proved the hospital had a legitimate reason to fire her. (Leitgen v. Franciscan Skemp Healthcare, No. 09-1496, 7th Cir., 2011)
- How to Fire an Employee the Legal Way: 6 Termination Guidelines
- 10 Secrets to an Effective Performance Review
- 14 Tips on Business Etiquette
- Retain e-mails after receiving EEOC complaint
- Are we allowed to fire a mentally ill employee who makes threats?
- 5 tax strategies to cash in ... before Bush tax cuts disappear
- Employees break world record by making 1,000 sandwiches