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TRANSCRIPT
Employee Performance Rating Systems:
Avoiding and Defending Against
Discrimination Claims, WARN Act Violations Implementing Objective Processes, Record-Keeping Systems, and
Communication Protocols to Mitigate Disparate Impact and Treatment Claims
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TUESDAY, OCTOBER 4, 2016
Presenting a live 90-minute webinar with interactive Q&A
Hanna B. Raanan, Esq., Ogletree Deakins Nash Smoak & Stewart, Costa Mesa, Calif.
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Employee Performance Rating Systems:
Avoiding and Defending Against
Discrimination Claims and WARN Act
Violations
.
ogletreedeakins.com
Presented by Hanna B. Raanan
© 2016, Ogletree, Deakins, Nash, Smoak & Stewart, P.C.
Road Map
Legal Developments
Designing and Implementing
Performance Ratings System
Using Performance Ratings in
Employment Decisions
Defending Against Discrimination,
Retaliation and WARN Act
violation claims
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Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
5
Cases To Know About
Anderson v. Yahoo, Inc., 16-cv-00527 (Filed Feb. 1,
2016, in the Northern Dist. Of California)
Former Yahoo Inc. editor sued company alleging that its
performance review system was discriminatory.
Claims that Yahoo’s QPR (quarterly performance review)
process was manipulated to allow managers to unlawfully
terminate hundreds of employees without proper cause.
Alleges that the QPR process essentially operates on a
curve, requiring managers to assign some employees low
ratings, resulting in their termination.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
6
Cases To Keep in Mind
Donaldson v. Microsoft Corp., 205 F.R.D. 558 (2001)
Plaintiffs’ in a class action claimed that the evaluation system
was excessively subjective and that the structure of
Microsoft’s then-existing hiring, classification, promotion and
compensation system had a disparate impact on female and
minority employees.
At issue was Microsoft’s “stack ranking” system, similar to
Yahoo’s ranking system, requiring all employees to be
reviewed twice per year. At each review, every employee was
assigned a score of 1.0 to 5.0. Microsoft utilized a strict
“curve” in rating employees.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
7
Cases To Keep in Mind
Malewski v. NationsBank of Florida NA 978 F. Supp.
1095 (S.D. Fla. 1997)
Plaintiff claimed that NationsBank’s stacked ranking system
was subjective and allowed the company to discriminate
against her for perceived disability (cancer).
NationsBank, luckily, kept well-documented performance
reviews evidencing plaintiff’s poor performance and
consistent failures to adapt to the changing responsibilities of
her position both before and after her diagnosis. As a result,
the Court granted Summary Judgment in favor of
NationsBank.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Cases To Keep in Mind
Kelley v. Sun Microsystems Inc. 520 F. Supp. 2d 388
(D. Conn. 2007)
Kelley, a woman over the age of 50 when hired, alleged that
despite being ranked equally with a younger male associate
during Sun’s general performance ratings, she was selected
for termination as a result of the manager’s bias toward
women of her age group.
The Court found that, in light of comments made by her
supervisor and other male employees, coupled with the fact
that she was terminated despite being equally ranked with a
younger male associate, the inference of discrimination was
present and Sun’s Motion for Summary Judgment was
denied. Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Designing and Implementing
Performance Ratings Systems Documentation
Job Description
Necessary Performance Criteria
Notification
Performance Reviews
Discipline
Documenting Discipline
Performance Improvement Plans (PIPs)
Termination
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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How Do Your Employees Feel About
Performance Reviews?
49% of American workers find managers take
performance reviews seriously.
44% say they receive constructive feedback.
47% say they would feel better if the review process
were a two-way street.
24% believe reviews are not given on a regular basis.
18% feel long-term career goals are not discussed.
Results from Adecco Staffing North America 2006 Performance
Reviews Survey
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Basic Principles Regarding Documentation
Be clear- avoid ambiguity
Use objective statements
Be consistent and fair
Avoid discriminatory/stereotypical comments
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Pre-Employment Documents
General Considerations
Always keep and retain pre-employment records,
including:
• Vacancies
• Applications
• Job description and objectives
• Notes taken on reference calls
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Pre-Employment Documents
General Considerations
Posting notices, advertisements and
announcements relayed to employees
Interview schedules
Hiring plans and recruiting documentation
Interview questions and any notes taken
Offer letters and rejection letters
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Pre-Employment Documents
General Considerations
Your notes on any records are preserved for use in
subsequent lawsuits
Written comments, if any, should be job-related and
unrelated to protected characteristics
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Documentation and Notification
Unsuccessful Candidates:
Notify these candidates promptly
Retain all applications, resumes, notes and any other pre-
employment documentation
If sought, provide only job and skill-related reasons for that
candidate’s rejection
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Key Components of
Documentation Job descriptions
Performance appraisals
Disciplinary action
Company Policies and Procedures
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Job Description - Purposes
Inform applicants/employees
Make hiring decisions
Appraisal process
Support disciplinary action
Work conditions
Required training, education, skills
ADA/FMLA/FLSA issues
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Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Job Description - Contents
Demonstrates essential job functions
Detailed description of physical and mental
requirements
Required education, certifications, experience
“Catch-All” Provision: All other tasks assigned by
management
Review and update periodically (with HR involvement)
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Job Description - Examples
Ok : Frequent lifting required
Better : Must be able to lift objects up to 50 pounds on
average 1-2 hours per day
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Job Description - Examples
Ok : Load and unload trucks
Better : Loads and unloads trucks, either manually or
using equipment such as forklifts and pallet jacks
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Job Description - Examples
Ok : Operates a forklift
Better : Forklift certified
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Job Description - Examples
Ok : Works in different climate conditions
Better : Works in different climate conditions, including
non-air-conditioned warehouse and refrigerated trailers
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Discipline
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Disciplinary Actions -
General Rules
Investigate each complaint thoroughly
Check for consistency
Act promptly
Document and add specifics
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Disciplinary Actions-
Making the Disciplinary Decision
How have other employees been disciplined for
similar offenses?
Work history
Prior performance appraisals and evaluations
Prior disciplinary history
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Disciplinary Actions-
Making the Disciplinary Decision
Documentation regarding disciplinary actions can be used to:
show consistent treatment; and
establish a non-discriminatory business justification
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Disciplinary Actions-
Making the Disciplinary Decision
Immediate documentation ensures
Accuracy
-and-
Credibility
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Issuing the Disciplinary Action
Give copy to employee
Allow employee to comment in writing
Get employee signature to acknowledge
receipt
If employee won’t sign, supervisor should
notate such and date
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Performance Improvement Plans
Address unsatisfactory job performance Not for misconduct or policy violation (use corrective action)
Often issued when employee receives a “Below Standards” performance rating
But not necessary to wait until performance review occurs
Employees normally should not be given an opportunity to go on a PIP a second time
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Performance Improvement Plan
Elements
Detailed description of performance deficiencies
Specific performance improvement objectives
Length of the PIP period – 30/45/90 days
Continuous feedback/meetings to monitor progress
Documented progress from employee
Require continuous improvement
No guarantee of employment through PIP period
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Performance Appraisals
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
32
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
33
Type of Issues Requiring Evaluation or
Discipline
Attendance
Rule Violation
Performance
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
34
Why are Performance
Evaluations Important to
Employees?
35
Why are Performance Evaluations
Important to Employees?
They provide employees with fair notice of
performance issues.
They provide employees with direction for ways to
improve.
They inform employees of what managers expect
from them.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Why are Performance
Evaluations Important to
Managers?
37
Why are Performance Evaluations
Important to Managers?
They allow managers to measure actual
performance against expectations. AP=EP?
They allow managers to set future goals and
expectations by which to judge future
performance.
They allow managers to compare performance of
all employees under their supervision.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Why are Performance
Evaluations Important to
Employers?
39
Why are Performance Evaluations
Important to Employers?
They help employers keep and promote better people.
They help employers determine eligibility for bonuses or
raises.
They ensure fairness and consistency.
They provide support of disciplinary action.
They provide a shield/achilles heel in a lawsuit.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Performance is the Most
Common Reason for
Discharge
41
The Annual Performance Appraisal
Process: Key Issues
Determine frequency of evaluation.
Determine necessity for multiple
documents/forms.
Train supervisors regarding the document.
Educate employees and new hires about what
to expect from the performance appraisal.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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The Annual Performance Appraisal
Process: Key Issues (Cont’d)
Have the form reviewed by HR.
Conduct the performance review meeting.
Ensure retention of the document/form.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Contents of a Good Evaluation
Focus on objective job-related criteria.
Identify criteria independently.
Formulate company-wide expectations of
performance.
Be detailed and specific.
Be honest and accurate.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Contents of a Good Evaluation
Give the employee the opportunity to comment and sign the form.
Honest evaluations identify problem areas and provide the employee the opportunity to improve.
Inaccurate evaluations are unfair to the employee and may limit the company’s legitimate need to discipline or discharge the employee in the future.
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
45
What to Avoid in Evaluation
Untimely evaluations
Generalities
Sarcasm and humor
Use of word “probation”
Stressing positives to balance evaluation or make employee feel better
Comparing employee to co-workers
Discussing promotions
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
46
Some Practical Examples for
Written Evaluations
Avoid generalizations. A supervisor should
clearly state standards and expectations,
identify areas where the employee has met
and exceeded expectations, and identify the
employee’s problem areas. For example:
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
47
Wrong: “Your work is too sloppy and must improve.”
Correct: “You must meet the production quota of 12 units per hour, with no more than 10% scrap.”
Some Practical Examples for Written
Evaluations
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
48
Wrong: “You must improve your attendance and punctuality.”
Correct: “In any six-month period, you may not experience more than one unexcused absence and you may not have more than two unexcused instances of tardiness.”
Some Practical Examples for Written
Evaluations
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
49
Wrong: “We expect you to be more of a team player.”
Correct: “When dealing with co-employees and supervisors, provide a short, written response to all co-worker requests within one day, specifying how the request will be met. You should follow through with all commitments made in the written response.”
Some Practical Examples for Written
Evaluations
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
50
Wrong: “You have a poor attitude.”
Correct: “On March 21, I saw you yell at your
supervisor in front of customers.
This is not appropriate conduct.”
Some Practical Examples for Written
Evaluations
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
51
Wrong: “Your performance is substandard.”
Correct: “Your production level in the third
week of June was only at 50% of
average.”
Some Practical Examples for Written
Evaluations
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
52
Wrong: “Your performance is improving; keep up the good work.”
Correct: “Last review, you were asked to reduce errors by 10%. You have exceeded this standard and have reduced errors by 15%. You need to maintain this error rate. Please let me know what I can do or what tools we can provide to allow you to perform even better.”
Some Practical Examples for Written
Evaluations
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
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Performance Appraisals -
The Meeting
Schedule and complete on
time
Focus on behavior and
performance
Be objective
Warn of consequences
Don’t compare to others
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
54
Performance Appraisals -
The Meeting (cont.)
Listen for concerns of discrimination
Look for positive solutions
Document discussion immediately
Allow employee to comment (in writing)
Obtain employee signature of
acknowledgement
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
55
The “Termination”
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
56
Example:
John Smith is a long-term employee with 1) "average" to "exceeds expectations" performance evaluation ratings and 2) no substantial disciplinary write-ups other than minor attendance violations. His supervisor, Ben Bright, has been with the Company for six months and has aspirations of rising to the top. John suffers an on-the-job back injury on January 10th. He files a workers' compensation claim on February 5th. In March, Ben comes into your office, stating that John is a poor employee and that he plans to fire John immediately.
Should you have a concern?
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
57
Example:
Employees at your company normally receive verbal counseling and written warnings prior to being terminated. Don Johnson, the plant supervisor, enters your office and informs you that he would like to terminate Ben Williams, an African-American, for gross negligence in the performance of his job duties. Don indicates that he just wanted to let you know what he was planning to do but that he already has a meeting set up with Ben for 1 p.m. in which he plans to terminate this employee.
What should your response be?
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
58
Four Truths to Recall When
Terminating an Employee 1. Juries care about fairness, not legality
2. Juries favor employees
3. Juries always give employees the benefit
of the doubt
4. The government is not neutral
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
59
The “Termination”
Be discreet and confidential
Plan
Who will attend
Who will conduct
What will be communicated
How communicated
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
60
Termination Tips
Have a witness present and have witness document discussion
Keep meeting short and professional
Refer to prior counseling sessions
Carefully phrase the reason
Document entire discussion
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
61
Termination Mistakes That Lead to
Large Jury Verdicts Prior acceptable, satisfactory evaluations
immediately before termination;
Terminating for cumulative problems, even
though no discipline imposed for prior
conduct/performance;
Failure to conduct a full investigation and
give accurate reason(s) for action;
Atlanta / Austin / Berlin / Birmingham / Boston / Charleston / Charlotte / Chicago / Cleveland / Columbia / Dallas / Denver / Detroit (Metro) / Greenville
Houston / Indianapolis / Jackson / Kansas City / Las Vegas / London / Los Angeles / Memphis / Mexico City / Miami / Milwaukee / Minneapolis
Morristown / Nashville / New Orleans / New York City / Orange County / Philadelphia / Phoenix / Pittsburgh / Portland / Raleigh / Richmond
San Antonio / San Diego / San Francisco / Seattle / St. Louis / St. Thomas / Stamford / Tampa / Toronto / Torrance / Tucson / Washington, D.C. www.ogletreedeakins.com
62
Thank You
.
ogletreedeakins.com
Hanna B. Raanan
714-800-7988
© 2016, Ogletree, Deakins, Nash, Smoak & Stewart, P.C.