Employment Law Attorneys
Are We More Racially Tolerant? Racial Discrimination Cases in Employment Has Actually Decreased by 8% in 2019

Are We More Racially Tolerant? Racial Discrimination Cases in Employment Has Actually Decreased by 8% in 2019

Are we a more racially tolerant society today, in terms of how we treat one another at work?  The following statistics demonstrate that we in fact are.  As an employment attorney, I sit watch on the front lines of employment discrimination involving race. Honestly, I believe the number of race cases coming through our offices has decreased since 1997, the year I hung a shingle and began practicing employment law.  Sure, we have handled quite a number of race cases over the past twenty four years, but not as many as you think given todays social and political upheaval.

The U.S. Equal Employment Opportunity Commission (EEOC) has published statistics for race cases filed with the agency for the period 1997-2019, pursuant to Title VII of the 1964 Civil Rights Act.  Click Here for complete statistics. In 1997 the EEOC received 29,199 cases.  By 2019, that number actually decreased to 23,976, a decrease of 5223 or 8%.   The highest number of cases filed was 35,890 in 2010 during the “great recession”.   These numbers do not include the unreported cases that were never filed due to early successful settlement negotiations between the parties.  The numbers above also do not include employment litigation filed directly in federal court pursuant to 42 U.S.C. § 1981, which does not require an employee to administrative exhaust his/her claims before the EEOC.  The above statistics demonstrate an actual decrease in race discrimination cases filed with the EEOC, which is contrary to the current social and political environment we are living through.  To be clear, even one case of racial discrimination is far too many. For what it is worth (“$$”), the total value of reported settlements went from $41.8 million in 1997 to 79.8 million in 2019, an increase of $38 million. However, 2013 recorded the highest value of $112.7 million, evidencing an increase in racial discrimination claims filed during the “great recession” time period.  Whether or not the “great recession” statistics will duplicate themselves during the Covid-19 era will have to wait a few years, as the cases pour in.

On March 23, 2020, the U.S. Supreme Court issued a unanimous decision in Comcast Corp. National Association of African American-Owned Media which made it more difficult for employees claiming race discrimination in employment to demonstrate that their race was the “but for” reason for the adverse employment actions they received at the hands of the employer. This means that employees have to provide more detailed factual evidence, either direct statements by supervisors and managers or strong circumstantial evidence, to get to a jury in Section 1981 cases, but not Title VII cases.  In other words, your evidence better look like an 80% chance or better than you experienced race discrimination or your case will be dismissed.  This is how I have always interpreted the “but for” standard announced by the Court in the above case and in other Supreme Court discrimination cases such as age and retaliation.  By the way, I did conduct a search for statistics for Section 1981 cases on pacer, but could not locate the specifically identified Section 1981 cases filed during 2019.

On the front lines, employees at Facebook recently brought claims for race discrimination to the EEOC.  On July 2, 2020, NPR reported ‘We Have A Black People Problem’: Facebook Worker Claims Racial Discrimination.  According to the NPR story, “In a complaint filed Thursday with the Equal Employment Opportunity Commission,  Oscar Veneszee Jr. said the social network does not give Black workers equal  opportunities in their careers.  “We have a Black people problem,” Veneszee told NPR. Veneszee is a Navy veteran who recruits other veterans and people of color as part of diversity initiatives at Facebook’s infrastructure division. “We’ve set goals to increase diversity at the company, but we’ve  failed to create a culture at the company that finds, grows and keeps Black people at the company.”     Veneszee, who has worked for Facebook since 2017, filed the employment discrimination charge along with Howard Winns, Jr., and Jazsmin Smith — both of whom Veneszee recruited — who said they applied to work at Facebook but had not been hired, they alleged, because they are Black. The claim, they said, was filed on behalf of “all Black Facebook employees and applicants to Facebook.”

Now that we know the above EEOC data, let’s take a look at what type of facts are being alleged regarding race discrimination at work.  Fortunately for us, Facebook employees have provided internal examples.  On November 7, 2019, a dozen anonymous current and former employees posted a Memo on Medium recounting racial discrimination at Facebook.  I have reprinted the examples in their entirety below in order to provide you with the racial and ethnic experiences employees at Facebook are facing.  After twenty-four years of practicing employment litigation for employees, these examples are common across all companies, not just at Facebook.  It is one thing to conclude about the effects of racial discrimination and make pronouncements, but it is ever more impactful to read the day in the life examples emanating from within a company like Facebook.  The more you see the mechanisms of racial discrimination in the workplace, the sooner you can protect yourself and your colleagues from the abusive and invidious biased behavior of management staff and coworkers. We should all make it a personal goal to learn about the factual patterns of race discrimination in order to attack it internally and stop it from ruining more careers and lives.  So, here are the examples to guide you in your own employment situation:

“The experiences highlighted here invoke how we, the twelve Facebook employees   present and past who are sharing our stories here anonymously, have been made to feel as employees by Facebook managers, HR business partners, and their immediate white colleagues. To avoid positively identifying the individuals involved, we will not name the people or business units involved. However, all of the below incidents are factual, with witnesses corroborating the behaviors, and have been thoroughly documented.

1.Over the half, I have received dozens of anonymous, highly positive peer reviews in the internal performance management tool about my work, my partnership, my collaboration, and my leadership. This feedback was received from people across all levels, from those more junior in their careers, to VPs reporting into senior leadership of the company. My manager chose to ignore this feedback and focused on a single piece of anonymous negative feedback that had no context. The feedback from this person was that I was arrogant, aggressive, and self-serving. When asked about the situation this occurred, she said “this is what someone perceives of you, so you need to change your behavior if you want to stay at Facebook.”

2. While eating breakfast, two white employees asked me to clean up after their mess. I am a program manager. I told my manager about the incident. She told me I need to dress more professionally.

3. My manager approaches other leaders and managers with manipulative comments in an effort to sway opinion against me. Statements such as “wouldn’t you agree that she is only focused on herself” and “many people have said that she is not smart” have been shared with me by those whom my manager has been in contact with. When those statements that were intended to negatively influence did not work, my manager used those statements without attribution in my performance review.

4. My manager has directly asked at least two colleagues to provide me negative feedback on my performance review in order to influence my performance rating, which would negatively impact my total compensation. My colleagues refused and instead referred the incident to HR. HR took no action.

5. I spoke at a regular team meeting and gave my opinion about a topic I am a subject matter expert on. I was told after the meeting by the manager that I was disrespectful for speaking at this meeting, that my opinion was not wanted, that I was being arrogant in sharing that opinion, and not to speak at any future meetings unless called upon.

6.On Blind, the app that allows for Facebook employees to post anonymous experiences, we see our colleagues treating us with an aggression unshackled from the constraints of Workplace.

7. I was accused of being a liar and stealing others’ ideas. I asked for specifics about what I allegedly lied about and what I allegedly stole. The response was the person(s) who accused me of this behavior wished to remain anonymous because they did not feel comfortable around me, and that I should assume good intent of them. I asked why good intent was not assumed of me and how I could possibly respond to anything that has absolutely no substance; my manager’s response was that their intent was pure. When asked why others do not need to assume good intent of me, I was told I need to be quiet, more reserved, and highly respectful towards others. When asked how I should respond to the accusation of theft, she said “only I will give you credit for your work, so don’t self-promote on Workplace.”

8. I asked about career growth. I was told to just do my core job. “There is no growth for your role.” The only way for a promotion was to “do what I say”, to “not speak to others outside the team unless given permission”, to “not post on Workplace unless it is a project update”, and to be subservient to her whims.

9. My manager has stated she does not need to attend manager development trainings beyond Facebook Manager Essentials because she only receives positive feedback from her peers. My manager has also stated she is very inclusive and does not need to attend the Managing Bias or Managing Inclusion classes. To further highlight the lack of personal accountability represented here, a majority of Facebook’s development programs are not mandatory, and no follow up is done from the programs, that allows bad actors to continue their behaviors without question.

10.  Our org, which is incredibly diverse in representation, had very low Pulse results in the last half. Rather than be transparent about the changes we need to make, our leader said it was our fault for low Pulse scores and we need to do self-reflection on how to improve our performance.

11. Much of my manager’s behavior occurs verbally. When asked to reiterate comments via text, either in Quip, on Workplace, or via email, she misstates her comments, carefully avoids confirming everything that was said, and uses statements such as “as we discussed” or “as you confirmed” in an effort to hide her intentions and protect her from potential HR or legal action.

12. I was told by my HRBP, after approaching her about the discrimination on my team, “there is no bias at Facebook.””

If you would like more information about this topic please contact our employment attorneys at Carey & Associates, P.C. at 203-255-4150 or email to info@capclaw.com.

The Covid-19 Catch-All: Why Your Recent Termination Might Have Been Unlawful

The Covid-19 Catch-All: Why Your Recent Termination Might Have Been Unlawful

A record 22 million people were laid off in one month since the coronavirus pandemic shut down large portions of the U.S. economy as of the week ending April 16, according to the Wall Street Journal. The estimated current employment rate is 13.5%.  But were all those layoffs really due to the corona virus or did employers use the pandemic as cover to get rid of employees for other reasons, maybe unlawful reasons.  This is the big question many unemployed Americans are now asking.  Please review the following frequently asked questions and see which applies to you.

FAQ:    Were you recently furloughed, laid off, demoted or terminated due to COVID, but your co-workers remain employed?

FAQ:    Is your Employer still operating and profitable, yet you were laid off or had your compensation reduced due to a business decision to reduce costs or eliminate your job position?

FAQ:    Were other younger employees retained, while you were furloughed, laid off, demoted or terminated?

FAQ:    Were you laid off or terminated and not offered any severance or insufficient severance?

FAQ:    Were your unemployment benefits interfered with?

FAQ:    If you were unable to continue to work because you were sick, because a family member was sick or because you have young children at home, were you permitted to take FMLA leave or were you instantly laid off or terminated?

FAQ:    Were you the only one furloughed, laid off, demoted or terminated or due to COVID, even though your Employer is calling it a “reduction in force”?

FAQ:    Do you think your Employer was looking for an excuse to get rid of you?

If you answered yes to any of the above, your seemingly straightforward COVID-based termination may be unlawful. Unfortunately, the majority of Employees in the U.S. are “at-will”. This means that employees are at the absolute and arbitrary whim of their employers and they may be demoted, terminated or otherwise treated adversely for any reason or no reason at all. The exception to the anything goes rule of an at-will employment arrangement is that employees may NOT be treated unlawfully.

If you have recently suffered an adverse change in the terms and conditions of your employment amidst the COVID-19 crisis, you may still have viable claims against your employer for unlawful or wrongful treatment. COVID-19 is not and should not be a catch-all excuse or defense for employers’ bad behavior and even a crisis of this magnitude does not relieve employers of their obligation to treat employees lawfully at all times. If something does not feel right to you about the circumstances of your change in employment, it is prudent to speak to an employment attorney and review the fact pattern surrounding your work situation. It is in your best interest to discern whether your employer may be using COVID-19 as a sham or cover for otherwise unlawful behavior.

Unlawful or wrongful acts that may entitle an employee to monetary damages for claims against their employer will usually fit in one of three scenarios. Employers actions can be shown to be unlawful if they:

              1) violate or fail to comply with any legislative mandate, act or

              statute;

              2) breach a valid contract or agreement; or

              3) discriminate, harass or retaliate based on a protected class trait.

COVID-19 does not give employers a green light to violate laws, ignore contracts or discriminate against employees, and a termination under any one of those scenarios might be a wrongful one.     

Scenario 1 – Statutory Violations:

Employers must abide by all existing laws and statutes, especially as they apply to the COVID-19 pandemic. It is the employers’ obligation to stay abreast of and comply with all new mandates imposed and legislation enacted in response to COVID-19, including, but not limited to enhanced FMLA, the CARES Act and the expansion to the Unemployment Compensation Act. This is in addition the existing laws that have long protected employees from discrimination and retaliation such as Pregnancy, Sex Harassment, Sexual Stereotype, Disability, Age, Whistle Blowing and Family Medical Leave, to name just a few. Thus, any analysis of whether your termination was lawful and proper should begin with a review of the facts relative to the controlling law and any revisions and updates to those laws. If you identify any facts in the events leading up to your termination that just do not seem right, you may have uncovered the hidden basis for your termination.  For example, you got a good review last fall and received a bonus in January, but in March you were terminated without explanation.  The small window between the January bonus and March termination should be closely examined for any facts supporting bogus performance issues, favorable treatment given to other employees and not you and replacement by coworker who is substantially younger and lesser qualified.  The examples are endless, but you get the gist. See further discussion below.

Scenario 2 – Breach of Contract:

Even an at-will employment arrangement must be considered in light of any existing employment contracts or agreements between the employer and employee. In addition to or in the absence of a formal written employment contract, Courts may look to such documents as offer letters, on-boarding communications, employee handbooks, published severance plans and emails in order to demonstrate the existence of any enforceable covenants between the parties that may speak to such topics as causes for termination, compensation, bonus, healthcare, long term incentive compensation and severance. Thus, where a valid contract can be established as to any of your employment terms, your employer is bound by those terms and any deviation may be an unlawful breach for which you might be able to seek and recover damages. So, if you have been terminated or otherwise caused to separate from your employer, even if you are at-will and even amidst the COVID-19 crisis, it is imperative that you review all of your documents in order to discern that you are being treated lawfully according to the terms that were agreed upon and promised to you.

Scenario 3 (THIS IS THE BIGGIE) – Discrimination Claims:

Even if you are an at-will employee who was let go as a result of COVID-19, you may still have a claim for wrongful termination against your employer if their decision to let you go was at all based on discriminatory motives. Discrimination is unlawful and where an adverse act is taken against you because of such protected traits as your age, gender, pregnancy, race or national origin, disability, perceived disability, associational disability or sexual orientation, you may have legal claims against your Employer.

In the absence of direct evidence of discrimination or the smoking gun as we call it, discrimination can be shown if you are a member of the protected class and you were treated adversely (demoted, furloughed, laid off or terminated) under circumstances which give rise to an inference of discrimination, i.e. circumstances that show discrimination was the substantial motivating reason for the adverse act taken against you. The way an employer can defend itself against such a claim and rebut that inference is to show that there was a “legitimate” lawful reason for the termination, such as performance issues and other cause such as a business decision or reduction in force.

Certainly, you can all see where this is heading. COVID-19 and the related financial fallout provides your employer with the legitimate business reason it needs to “lawfully” terminate you.  However, this cannot be accepted at face value. In fact, if you are able to show that the supposed legitimate reason relied on by employer was a sham or cover for discriminatory motives, you may prevail on your claims against them in a severance negotiation. There are surely many situations where an employer, especially during these challenging economic times, needs to make a tough business decision to lay off employees or institute a reduction of force, and where their decision to do so is legitimate and truthful.

Employer May Have Used Covid-19 As An Excuse to Fire You

However, there are also many instances where certain employees are selected within the context of a business decisions, based on discriminatory motives. For example, the company makes the “business decision” to lay off only the older employees, or only the female employees or only the pregnant employees. In addition, there might not even be any explicit or formal business decision to reduce costs or a effectuate a reduction in force, but your employer may still feel safe engaging in discriminatory behavior knowing or hoping that any terminations taking place now will be viewed as a necessary and legitimate, due to the Covid-19 business climate. Again, we cannot allow employers to use this catch-all defense to what maybe culpable and unacceptable discriminatory behavior.  If you see something, say something to an employment attorney.

There is no doubt that both employers and employees are presently finding themselves in the most difficult and tenuous circumstances. However, employers, in response to COVID-19, seemingly have absolute power and new founded legitimacy to make discriminatorily targeted employment decisions against their at-will employees, under the guise of a business decision. And this is very concerning and unlawful. If you are in a protected class because you are over the age of 40 or fall into any of the other class of protected traits discussed herein, and have seen a change to your employment that you do not believe was made as the result of a good faith business decision, cost reduction, reduction in force in response to COVID-19, or other legitimate basis, we encourage you to speak to an employment attorney immediately. You may be entitled to reinstatement, severance or increased severance or settlement dollars relative to your discrimination claims for wrongful termination or other possible improper acts by your employer.

Carey & Associates, P.C. is currently providing complimentary consultations for potential new clients who are experiencing any employment related issues or believe they might have possible employment claims, as a result of the COVID -19 pandemic. Feel free to contact our office if you need help with that or any of your employment matters.

Protecting Your Job During Coronavirus: Two Things Employees Should Look Out For

Protecting Your Job During Coronavirus: Two Things Employees Should Look Out For

By Liz Swedock

COVID-19 is interrupting everyone’s lives these days, worldwide, and for many of us it is negatively impacting our jobs.  Even while we are trying to achieve the work-from-home revolution, an unprecedented number of workers are experiencing frightening job stressors, including drastically reduced workload, changes in job responsibilities, dropped job responsibilities, and job loss.  While not every negative impact can be fixed, there are a few legal protections that all workers should be aware of.

  1. Is your job being impacted in a way that is unethical, or possibly illegal?

The sad reality is that the global recession is going to quickly motivate employers to start firing people.  Businesses are panicked right now about their financial bottom line, and those salaries for all the people who aren’t in the office are looking daunting.  While it may be legal for employers to lay people off due to purely financial concerns, all employees should be their own watchdog for any layoffs, terminations, demotions, or changes in responsibilities that appear to be unfairly – or unequally – happening.

What is unfair or unequal?  Often the answer is discrimination.  These days most people are aware of the protected classes of employees.  They include older individuals (over 40), disabled individuals (physical or mental), gender, race, national origin, religion, and others.  It is illegal for employers to single out any of these classes of individuals for negative treatment.

It’s often not obvious if an employee is being illegally discriminated against, which is why workers should arm themselves with what to look for.  Sometimes illegal mistreatment is blatant, such as bullying and inappropriate remarks.  But it can also be done through much more subtle means, like removal of responsibilities, being taken off projects or sidelined, exclusion from important meetings, or old-fashioned favoritism.

We all know what’s coming.  As the economy is disrupted, companies are going to be forced to start eliminating employees.  So, keep your eyes and ears open and watch out for anything that seems wrong.  Did an entire project get cancelled or an entire team laid off?  That kind of activity might be perfectly legal.  However, does it seem like only the older employees or those with medical conditions are suffering the consequences?  Has your multi-gendered and multi-national team suddenly become, well, a lot less diverse? These types of selective actions could be crossing a line into illegal territory.

  1. Are you being denied rights that you are entitled to, particularly medical leave or accommodations?

The headlines are warning us that a huge percentage of the population should expect to catch COVID-19, a/k/a Coronavirus.  This means that an even larger number of people can expect to be impacted by the virus, including if family members get sick.

If you or an immediate family member gets sick, you may be entitled to take medical leave while your job is protected – meaning, you cannot be demoted or fired.  Federally, the Family and Medical Leave Act (FMLA) guarantees employees up to 12 weeks of leave per year if you’ve been an employee for at least one year and worked a minimum of 1,250 hours over the prior year.  FMLA leave is unpaid, which means your employer is not required to pay you while you are on leave, but is required to hold your job for you until you return.  Any negative impact on your job, such as by giving your work away or demoting you because you took leave, is illegal.

In Connecticut, this protection is expanded to 16 weeks of leave for any employee who works 1,000 hours during the prior year.  In New York, since 2018, employees may be entitled to up to 10 weeks of paid family leave, up to 60% of their average weekly pay.  This is one of the strongest protections in the country.

Can you take FMLA leave any time you or a family member gets sick?  For a simple illness, such as a cold or the flu, the answer is usually no.  However, you are entitled to leave for any “serious health condition,” which is defined as “an illness, injury, impairment, or physical or mental condition” which involves  “inpatient care” or “continuing treatment by a health care provider.”  Sound confusing?  It is.  Put quite simply, it’s not a black-and-white rule about when legal protections kick in for any individual medical situation.  The bottom line is that if you, or a family member, has a medical problem that requires repeated, or ongoing, medical treatment, you probably qualify for protected leave.

It’s also important to know that individuals can take this medical leave in pieces, or “chunks.”  This is called “intermittent leave.”  What this means is that if you qualify for leave, but you can work sometimes, you can still be eligible for the protections provided under these laws, most importantly that you cannot be fired or demoted while utilizing your leave.  This is extremely important for people who have ongoing medical conditions that require short periods of treatment.

Lastly, every employee with a medical issue should understand how the law defines “disability” and what an “accommodation” is.  Legally speaking, disabilities can be temporary! You can be legally disabled if you have a medical condition that “substantially limits one or more major life activities,” and “major life activities” includes working.  Of course, this means that many people who qualify for FMLA medical leave will also qualify under the law as disabled.

So, what protections do you have if you are legally disabled?  A complete answer here would require far more space and time than I’m tackling in this article.  However, the short answer is that your employer is required to cooperate with you so that you can do your job.  In legal terms, this is called an “accommodation.”  If you can do your job with a reasonable accommodation, then it is illegal for your employer to fire you, demote you, or do anything else to hurt your employment.

Just like with medical leave, it’s different for each person.  However, an example how these legal systems work might be something like this – Person A contracts Coronavirus.  Unfortunately, person A has the aggressive symptoms of the virus and needs to be hospitalized for a week, and then required to quarantine at home for a few more weeks.  While they are hospitalized, Person A would be entitled to FMLA (and state) leave while they are in the hospital, and, most likely, while they have to self-quarantine at home.  At the same time, Person A would most likely also qualified as disabled.  This means Person A would have the following protections: the employer has to hold Person A’s job while person A is out, and, while Person A is recovering, the employer is required to offer Person A accommodations so that Person A can do Person A’s job.  In other words, Person A cannot be fired, and must be given options to enable Person A to perform the job.

The takeaway here is to know your rights and stand up for yourself! Don’t expect your HR department to know the law or give you good advice.  Even the most well intentioned employers or human resources people often don’t know how this process works, or what they are legally required to provide to you.  You need to speak to an employment attorney to get the right advice, especially now during this Coronavirus pandemic.

If you have questions or concerns about this article, please contact one of our employment attorneys at Carey & Associates, P.C. at 203-255-4150 or by email at info@capclaw.com.

Several Great Reasons to Get Rid of the Employment At-Will Rule

Several Great Reasons to Get Rid of the Employment At-Will Rule

By Mark Carey

What do you mean I can be fired for any reason or no reason at all? Who made up this rule? Why do I have to follow the employment at-will doctrine?  Well, you don’t and there are several reasons companies and employees should shift to a modified approach that satisfies the expectations of both the employer and the employee.

I can honestly say that over the past twenty-three years handling employment law cases for both executives and employees, my clients are really confused and bewildered by the employment at-will rule and the significant financial impact it creates when employers decide to let them go.  Many clients always state they understand the basic rule that they can be fired at any time and they can leave at any time.  But beyond that they know absolutely nothing about why the rule came into being or more importantly how they can negotiate around it.  When a termination occurs the adverse impact is clear, the uncertainty of the break in career trajectory and financial resources.

At the executive level, I routinely negotiate employment contracts that provide for termination “for cause” and “termination for good reason” by the executive.  This is standard in the industry at the executive level. However, I do confront the hybrid cases, where the employer “shoves” in the provision identified as “termination for any reason”. Well, that sounds like the employment at-will rule doesn’t it, because it is.  Enter the LeBron James Rule. (I made up this rule).  When negotiating employment contracts, employees needs to identify their leverage factor; it is what makes the employer throw money or equity in order to induce the hire.  LeBron James can write his own ticket to work wherever he finds the highest bidder, and he can demand the termination for cause and good reason provision with a severance payout.  Find your leverage and do not be shy about asserting it.

Well you might say not everyone is as fortunate as LeBron. I disagree and this is what has bugged me for many years.  We all too often knee jerk react and accept this stupid and ill-conceived rule that your employment is as good as the last minute or hour you just worked. Some say, just be grateful you have your job etc.  Give me a break!  There is a new way to handle this.

I propose getting rid of the employment at-will rule and replacing it with the modified form we see in executive employment contracts. Specifically, employees can be fired for cause or terminated by the employee for good reason. If the good reason event occurs, then the employer pays a severance amount to take care of some of the financial issues related to your transition to new employment.  If you land a job, your severance stops, as this is fair in an economic theory way of thinking.  “Termination for cause” means you violated the law and company policies.  “Termination for good reason” means the employer materially changed your title, salary, reporting structure, location of your office etc.

Now here are several positive effects of eliminating the employment at-will rule based on my research into this issue.

  1. Management vs. Everybody: Eliminating the employment at-will rule will get rid of the large divide between management and employees. Literally, this is the trust divide.  If you scare employees into believing they can be fired any time, management is not creating a loyal and trusting environment that spurs innovation and creativity which will push the company forward in profound economic ways.  Employers want employees to be focused on their work, but this rule is utterly distracting and frankly non-motivating. The rule erodes any semblance of entrepreneurial creativity among the team.  Employers need to seriously rethink this one.
  2. HR vs. Everybody: Honestly, did you really believe the Human Resources Department was there to help you. I make it my mission to point this out to every client I have. They (HR) have a duty of loyalty to the employer and have absolutely no interest in doing what’s right for you. By eliminating the employment at-will rule, employees will closer align themselves with HR and HR will do a better job of “caring” for the very employees that make up the company; without employees you have no company. Where did all those employers go astray?
  3. Eliminating Fiefdoms: Does your boss have their favorites? Do they hire from the last place of employment? Are there any “brown-nosers” in the team who believe the only way to the top is to “work it” what ever that means to you. It’s childish and it’s irritating to say the least.  You know what I am referring to.  Why do other employees do this and why do supervisors encourage it?  Eliminating the employment at-will rule will breed meritocracy, but not the type Bridgewater Associates thinks they are creating.  Employees will begin to feel compassion for their coworkers and work more closely as a team or family, instead of putting a knife in their back at work. Employees will work with management for the company common good; all will prosper together not just the few.
  4. Reducing Discrimination: If you create trust, honesty, transparency and vulnerability, then you create lasting relationships where employees want to stay and work.  Employment discrimination bias arises from many reasons, but my theory is that if you get rid of the employment at-will rule you will gut the walls that employees build in their work environments with the sole goal of getting ahead.  Think about it. If you say something or do something negative about another person to make yourself look better in the eyes of your employer, you will do it to get ahead.  That negative comment or idea could be motivated based on gender, age, race, religion or manipulation like seeking sexual favors in exchange for career advancement.  We need a sea change to course correct our current direction.  The status quo just doesn’t work anymore; although it may work for employment attorneys like myself as we are very busy policing this garbage.  If you see something, say something. Have the courage to speak out, you will be protected.

Finally, here is my shout out to older employees. If you are an older employee “we honor your wisdom and experience, you are worth every penny we pay you”.  Employees who are in their fifties and even sixties are well paid because they have many years of experience to offer, more than someone twenty years their younger.  I say we should keep them on board and ignore the bottom-line cost issues and focus on their economic impact these older wiser employees can create for the company.  Management must stop terminating the baby boomers because the economic argument that fosters this decision making is not financially sound and never was to begin with.  It’s like a bad drug addiction.  Remember, wisdom still is a virtue for a reason.

When will this change occur? When management realizes they can make greater revenue multiples by providing better job security.  They will have to stop listening to management side defense employment counsel who banter incessantly to maintain the employment at-will rule for every client. The world isn’t flat, or at least until someone very smart said it wasn’t.  Same goes here, management should adopt this new rule and maybe just maybe they will convince themselves that #employees matter.

If you want more information about employment law issues, please feel free to contact Mark Carey, Carey & Associates, P.C., at info@capclaw.com or call the office at 203-984-5536.

What’s Your Job Strategy In The Face of the New Recession?

What’s Your Job Strategy In The Face of the New Recession?

The next recession is now here, depending on the of source of information or this source.  The Federal Reserve is reversing interest rate hikes to soften the economic expansion and the unemployment rate is at a 50 year low.  We are well past the cyclical ten year timeframe as recessions go.  What is your strategy to preserve your job in the face of this new recession? What is your strategy if and when you are laid off?

You are probably thinking, “what strategy?” You get up, go to work and hope you can continue to remain an at-will employees until the end of the new pay period, under the presumption you have no control over your job. Better yet, you planned on retiring from your company in the distant future.  On the other end of the spectrum, there are employees who think their longevity with their employers will insulate them from any headcount reductions during recessions.  Both viewpoints are wrong and employees can control their employment outcomes during a recession.

5 Strategies To Save Your Job During a Recession

The following strategies are followed by our clients when they see the “writing on the wall” by their managers. Although some clients never see the messaging from their employer, we do.  Depending on how soon you pick up all the clues determines which strategy to pursue.  Hint, the sooner you speak with an employment attorney the better.  If we are engaged earlier in the process, we can evaluate and develop an aggressive strategy that will force the employer to maintain your employment and/or pay a larger severance package with more favorable terms.

  1. Plan Ahead and Gather Intelligence From Managers and Coworkers

Are you proactive about your employment or do you follow the wait and see approach?  Becoming proactive with your employer means obtaining objective feedback from your managers and coworkers.  No, I am not referring to the annual performance review or 360 reviews.  A proactive employee will develop an initial assessment of his or her own performance by quietly engaging in one on one discussions with managers and coworkers about their working relationship and performance. You will need to keep detailed notes of these conversations in order to track the information over time and over various contexts.   Forget about the formalities of the annual review or the vague performance metrics employers follows.  I am talking about all the intel you can gather by having a straight up ever day conversation with your manager and coworkers.  Examine the body cues such as facial expressions, tone of voice and the context of conversations in relation to those cues.  Observe more instead of being reactionary or defensive.  The better you are at this task, the more intelligence you will pick up, as your manager or coworker will not know you are gathering information. Once you collected this information, you will need to strategize how to position yourself as a thought leader, influencer, leader and over-all get the job done kind of employee.  Lead by example and always remain the consummate professional during all interactions with your employer and coworkers.

Ironically, your employer is collecting similar information about you and your coworkers. In a recent article from SHRM, “A good way to begin is by collecting information about the organization’s workforce that can be used for long-range planning. ‘[HR] should be looking at the data, knowing who is where in their careers, who is where in their teams’… ‘Are people ready to move into the next position? Are they happy where they are?’ Review job descriptions and tasks and determine whether responsibility for those tasks can be more evenly distributed throughout the team. By understanding the big picture, HR leaders can advise business leaders on how to ready the workforce for future changes without resorting to morale-damaging layoffs.”

  1. File Internal Complaints of Discrimination to Maintain Your Job

Once we determine you are may be the victim of employment discrimination or have other employment claims, we will advise you about bringing these claims to your employers attention without escalating to an external governmental agency.  The main idea here is to engage in a protective activity to force your employer to “back the heck off” and cause them to reevaluate your potential termination.  Our longest standing record to keep an employee employed using this method is two years (my opposing counsel in that case was not happy, but I was not there to please him).

If necessary, you may need to file your discrimination claims with governmental agencies in order to preserve your legal rights.  The same antiretaliation laws apply and employers will back off for a limited period of time in order to avoid you asserting an easy to prove retaliation claim.

  1. Dealing With Performance Improvement Plans (PIPS)

Combatting those inaccurate, one-sided and self-serving performance improvement plans. We wrote about this issue in Are Performance Improvement Plans (PIPS) Illegal?  A PIP is a clear indicator you will be terminated and you will need to engage an employment attorney ASAP!

  1. Severance Negotiation Based Years of Service

This strategy is relatively straight forward.  If you are slated for termination in a layoff, your employer may have a severance plan governed by ERISA, a federal statute that governs these plans.  Essentially, an ERISA severance plan spells out the amount you will be paid a salary continuation based on the number of years you worked for the company.  There is one catch, you will need to sign a waiver and release of all your legal claims against the employer in order to receive the payout.  You will also need an employment attorney to review the settlement agreement to insert favorable terms or get rid of unfriendly terms like noncompetition agreements.  Make sure when speaking with an employment attorney that he or she is an ERISA attorney, as there is a difference.  Our ERISA attorneys know how the statute works and will even point out in certain cases that you can create an ERISA plan based on one employee, “you”, even though the employer never created an ERISA plan.  Engage us to learn more.

  1. Getting Rid of That Noncompete Agreement on the Way Out

Great, you will be getting terminated but your employer stuck you with a noncompete, either at the start of your job or as part of the severance agreement. What do you do?  The noncompete does not benefit you at all, only your employer.  Now you have to navigate away from jobs you would normally apply for given your years in the same industry.  Is this fair? No.  Someone has to pay the utilities, mortgage and household expenses, but do not count on your employer to do you a favor. I have long taken a stand against these selfish one sided agreements and forced employers to rescind them or obtain an order from the court to void them.  We can help you remove your noncompete agreement with your employer and make you a free agent in the job market.  We will challenge the validity of the agreement with the employer directly and if the employer does not back down, we will take them to court through what is called a declaratory judgment action. Essentially, we ask courts to void the agreement due to lack of intention by the employee to enter into the agreement, aka a lack of consideration.

If you need more help planning for your future employment issues, please contact an employment attorney in our office. Employment law is all we do.

A Few Very Good Reasons Why You Can’t Trust Your Employer

A Few Very Good Reasons Why You Can’t Trust Your Employer

We all build relationships based on trust.  Some relationships require more trust than others. For example, marriage, medical professionals and hiring lawyers.  We all take the time to explore whether these relationships are the right fit for us.  We even memorialize these important, sometimes life-changing, relationships with contractual agreements.  But when it comes to the relationship with your employer, you might as well start hand feeding piranhas.

Meet Your Antagonist: Your Employer

An antagonist is someone who actively opposes or is hostile to another; an adversary.  Does this describe your current or former employer? In my role as the employment attorney, I do not hear very many people say they trust their employers. In fact, the opposite is true.  According to a Harvard Business Review article, “In both your personal life and your work life, you’re bound to encounter people who take advantage of you, and these painful experiences can make you cynical.”
You have several reasons to be cynical about your employment relationship.  Your employer is not interested in whether you are happy at work, fulfilled in your career aspirations, concerned about your personal responsibilities at work or anything remotely realistic to a nurturing relationship.  In fact many employees have a low level of trust in their employers.  The 2016 Trust Barometer report from Edelman revealed that a third of employees do not trust their employers. Employees reported a lack of engagement, short term profit seeking, lack of belief in the company mission, poor product quality, unethical behavior, bad corporate reputation, invisible CEOs and lack of corporate communication to employees.

At-will Employment is Bad for You

When you are employed at-will, as most of you are, you might as well be on a first date for the next several years.  You would think that after knowing your employer for three or more years, you’d just settle down and get engaged to be married. However this is not so.  Unless you have a coveted and rare employment contract with a “for cause” termination provision, your employer can bounce you with little or no notice.  Many of you have felt this scorned feeling from prior jobs.  So where is the trust in the at-will workplace if you can never predict your future with a reasonable certainty on a day-to-day basis? There is none.  Ouch!
Somehow, we have just grown accustomed to this dysfunctional at-will relationship and let employers manipulate us with unenforced corporate codes of conduct, lofty corporate double speak and fear.

Management by Fear Does Not Create Trust

The most common corporate management practice today is to maintain a consistent level of passive-aggressive practices which propagate employee fear and insecurity. From my vantage point, I see a persistent pattern by employers accusing employees of subjective performance issues while their objective performance criteria are “meets” or “exceeds expectation”.  Employers use performance management techniques such as performance improvement plans and coaching to force out undesirable employees.  No one ever remains long after being managed this way. I also see cases of overt ruthless conduct, where a supervisor discriminates against pregnant employees as having “baby brain.” Saying things like, “I don’t want another woman working on the desk” or “If you’re being honest with yourself, do you really think you could do this job?”  And the comments get even worse. “I don’t want to hear any complaining from you, you and [spouse] did this to yourselves.” Only a supervisor with intentions to rid themselves of pregnant employees will make discriminatory statements like this to push the employee to quit out of fear of reprisal.

Discrimination Does Not Create Trust

The absence of trust becomes more noticeable when employees experience discrimination in the workplace or need to take time off due to health issues affecting themselves or a family member.  For these employees, their career with their particular employer has taken an abrupt turn for the worse.
For example, you become pregnant while employed and take a maternity/paternity leave under company policy and FMLA.  When you return, your job duties have changed and so has the person you reported to.  Pregnancy discrimination is one of the most perverse examples of a lack of trust an employee can encounter.  The employer has a maternity leave policy and you take a leave under said policy with no resistance.  However, upon returning to work you face pregnancy discrimination when your employment is terminated.  The employer will jump at an opportunity to replace you rather than reinstate you.  We would all agree, this is not an ideal trust building experience at any company, yet pregnancy discrimination continues to persist.
If you complain to your employer about issues of discrimination or whistle blowing, you will immediately cause your employer not to trust you.  You have a legal and moral right to complain about these issues, but do not expect reciprocation from your employer.  You just threw yourself off or under the company bus.  This equals your spouse cheating on you and then pointing the finger at you as the cause for why they had the affair.  Your employer’s Human Resources Department will not help you when you are down and have complaints about coworkers or your supervisor.  I am sure the folks in HR are nice people, but their “job” is to protect the employer, not you! Don’t make the mistake in confiding with human resource personnel, unless absolutely necessary to build a case for retaliation.

Arbitration and Noncompete Agreements Don’t Create Trust

Arbitration and non-competition agreements and employer trust are like oil and water with a sprinkling of gasoline for added flare.  The U.S. Supreme Court’s further endorsement of employer arbitration agreements cemented in stone the future of employee litigation and the permanent role of arbitration in your career. Listen, don’t be fooled, arbitration agreements are bad for you, your rights, your claims, the economy and are only good for employers.  Noncompetition agreements are even a better example of a lack of employer trust.  When your employer is finished with you and terminates your employment, they sink a big fishing hook in you and reel you back in at their whim each time you land a new position.  The employer cries foul, complaining you are single handedly destroying the company via working for the competitor.  These two forms of employment agreements represent the worst in every company that mandates them.  An arbitration agreement is a tool to conceal bad corporate acts from employment attorneys like myself and non-competition agreements are used to threaten competitive employers in the market place.

Rise Up and Demand More Trust

It is time to call an end to bad corporate practices- the deceit, the greed, the lies and the double speak.  Employees should demand more from their employers.  Rise up and unite together and tell your employer you would trust them only if they demonstrated trust to you first.  Trust begets trust.
Have questions or think you’ve been discriminated against at work? Let our employment law attorney’s help you get justice.  Get in touch today!

You Got Fired By an Artificially Intelligent (AI) Computer!

You Got Fired By an Artificially Intelligent (AI) Computer!

Ugh, you got fired by a computer! Artificial Intelligence has arrived in the workplace at breakneck speed.  Decisions about your performance and termination are being made by artificially intelligent machine learning computers.  I enjoy sci-fi but the news of computers making decisions about performance and terminations has serious legal implications you should be concerned about.

Artificial Intelligence in Use Today

Companies such as Google and Bridgewater Associates have built powerful computers that render decisions about performance and termination. Currently, AI computers operated by Google and Facebook have been found to discriminate based on race or gender. See NYTimes Article July 9, 2015. Companies in the recruitment field have begun using AI in recruiting. For example, the new start up company Pymetrics built an AI machine to remove bias in the recruiting process.

A Very Disturbing Future For Employees in Employment Discrimination Cases

Today, employment discrimination cases are determined by direct or circumstantial proof of intentional discrimination against a variety of protected classifications of employees, i.e. sex, age, disability, race, sexual orientation etc. Employment Attorneys, courts and juries routinely examine the human interactions underlying factual evidence to determine if an employee was terminated or adversely treated because of an unlawful bias or intent to discriminate held by a supervisor, a.k.a. a decision maker.  What happens when you replace the “human” decision maker with an Artificially Intelligent computer?  Answer, chaos!
I predict that employers will shift the decision making to a computer and eliminate the decision making from their managers and human resource personnel.  This AI HR Bot will conduct internal investigations, interview employees and witnesses and render a decision to terminate.  All these functions will comply with current state and federal laws required of all employers.  Most importantly, the AI HR Bot will make the “final” decision to terminate the employee, leaving employees and their attorneys, helpless to prove some human being held a discriminatory bias against them.  You could expect this future to arrive in one to three years.
What can you do to prepare for the future when computers terminate you?   Computers function on data, so employees should create lots of positive favorable data inputs for the AI computer to examine. For example, you should use company email to document abuse and make complaints to your manager.  You should also use emails to write rebuttals to factually baseless performance reviews that are done on-line by your manager. Save all of your supporting data on your own home computer. Finally, you should hire an employment attorney to guide you through the process to develop a case to support your lawsuit or severance package.
If you have employment law questions or need help with specific workplace issues, contact Carey & Associates, P.C.  Our employment lawyers can consult with you regarding your issue and offer guidance on the next steps.

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