Remind upper-level managers: When a supervisor or mid-level manager makes comments that could be construed as racist or religiously motivated, it pays to act fast.
In fact, firing the responsible manager sometimes can be the best way to go. That way, if the employee he disparaged later gets turned down for a promotion or a raise, it will be much harder for an attorney to show a connection between the supervisor’s biased views and the denied opportunity.
Recent case: Jose Gomez sought out and was denied a promotion in 2004. That’s when he apparently remembered that a former supervisor made blatantly ethnic, religious and age-related comments in the workplace.
But he made those comments back in 2001, and the company had since fired the supervisor. The court said that too much time had passed to connect the denied promotion to the comments. Plus, the supervisor no longer had a say in Gomez’s employment because he had been terminated long ago. That further cut any possible connection and liability. (Gomez v. LSI Integrated, No. 06-20796, 5th Cir.)
There are certain practices and behaviors that practically BEG for a savvy plaintiff’s counsel to pounce on you. From terminations to discipline … harassment to retaliation … record-keeping to evaluations … chances are, you’re doing things RIGHT NOW that have your employee’s (or your ex-employee’s) lawyer salivating.
If you knew what these practices and behaviors were, you’d change them. But how can you find out? With an insightful new CD called Confessions of a Plaintiff’s Attorney: Your Employee’s Lawyer’s Secrets Revealed. Learn more...
Final tip: Practice prevention and cure. Train all managers and supervisors on what is appropriate in the workplace and what is not. Don’t assume they know.
Then, tie compliance with performance reviews. In some cases, prevention is your only option. For example, if a supervisor sexually harasses an employee and fires or otherwise punishes the employee, the company will be strictly liable.
Plus, take prompt remedial action when you learn about possible biased comments. Moving fast to stop the offender may be your best chance at cutting liability if the employee suffers an adverse employment action.
Plaintiff’s counsel Whitney Warner presents her standing-room-only speech from June’s SHRM conference for you … as you learn in the comfort of your office. Warner will share the things employers do that slap a bull’s-eye on their backs, including:
- Who in the company is the bad actor
- What corrective actions are taken (or NOT taken)
- The reason given for termination
- The terminated employee’s performance evaluation
- How the internal investigation is handled
- Documentation (or lack thereof) of each step
- Communications with the plaintiff and the entire organization
- Answers in testimony and depositions
- And more!
- How to Fire an Employee the Legal Way: 6 Termination Guidelines
- 10 Secrets to an Effective Performance Review
- Try these 10 creative alternatives to handing out pink slips
- OK to terminate employee who is psychologically unfit to perform stressful job
- Telling manager about special ed may trigger FEHA accommodations process
- Your legacy: a montage of people