New Jersey Legislature to Take On Non-Competes

Our Fox colleagues at the New Jersey Human Resources blog have reported that there is a bill currently pending before the legislature that would drastically change the enforcement of non-competition agreements.  We think this may be of interest to our regular readers as well, so we encourage you to check out Ian Meklinsky's April 12th blog post.

 

In short, the bill if passed as drafted, would make it nearly impossible to enforce a non-compete or non-solicitation agreement.  If passed, former employees would be permitted to take all of their former employers' business secrets and client relationships and use them to benefit the new employer.

 

Failure to Document Performance Issues Dooms Employer's Defense to Age Discrimination Claim

Every time I provide managers with training on how to best discipline and evaluate employees I sound like a broken record, repeating the following mantra: "Be fair, but honest. Do not sugarcoat or fail to address performance problems."

 

A recent Michigan case demonstrates the dangers of not following the above advice.  In Chlystek v. Donovan, the Court denied the employer's motion for summary judgment even though the employer claimed that the reason a younger employee got a promotion was because there were performance problems with the older employee. 

 

The reason for the denial of the motion?  As the Court succinctly stated "For sixteen years, he received glowing performance reviews."  Those reviews called into question the claims that he was a bad employee. For all we know, this employee had performance issues, but when the written reviews say the exact opposite, it's tough to argue with the Court's decision.

 

Although managers who ignore deficiencies in reviews are problematic, so are the managers who are unduly harsh in reviews.  Even reviews that bring up major performance issues should be done in as constructive a manner as possible. After all, you don't want your employees to feel like this going into their reviews:

Fired HMV Workers Hack into Company's Twitter Account

Some rogue, very recently fired (as in still in the building), employees took the news that they were included in a mass lay-off rather poorly. The Australian is reporting that recently laid off employees have crashed HMV's Twitter account. 

 

The employees sent voluminous tweets from HMV's own Twitter account.  One of the tweets claimed to be drafted by a former Human Resources office professional and said:  "We're tweeting live from HR where we're all being fired! Exciting!!''

 

Just a friendly reminder that when you are terminating employees with access to sensitive information and accounts, you will want to have a plan in place to cut off access before you fire that employee.  I have, unfortunately, seen employees who are being terminated because of a company's harassment or workplace violence policies be extremely belligerent in their termination meetings and spiteful after they leave. 

Employers May Have to Allow Guns at Work

Most employers believe that they have the right to ban certain dangerous items, including guns, on their property.  In almost 20 states, those employers would be wrong.

In the wake of the devastating Newtown shooting, many employers may be looking at tightening up or developing workplace violence policies to address guns and the safety of their employees.   The gun control debate has waged furiously since the December massacre, but so far only New York has passed tougher gun control laws. 

 

In 19 other states, there are laws on the books that permit persons to carry concealed weapons in their vehicles.  These "parking lot" laws specifically state that an employer either may not ban employees from having loaded weapons in their cars or, in the case of Georgia, may impose a ban but may not search for guns in vehicles.  This is true even though the cars where the guns are located are parked on employers' property.

 

Less than one month prior to the Newtown tragedy, the Wall Street Journal wrote an informative article on the tension these laws present between gun rights activists and businesses.  (See WSJ 11/30/12 "Gun Showdown at Work").  It will be interesting to see if any of these laws get amended or repealed in the coming months.  In the meantime, we certainly encourage employers to adopt workplace violence policies, but they need to check with counsel to determine if those policies will pass muster under state laws.

Massachusetts to become 16th State to provide protections for transgendered individuals

On Wednesday, the Massachusetts passed and sent to Governor Deval Patrick, a bill--H.3810, which outlaws employment discrimination on the basis of “gender identity.”  It is expected that Governor Patrick will sign the bill which will take effect on July 1, 2012.  

The proposed legislation would insert the phrase “gender identity’’ to chapters of state law governing discrimination in employment, housing, insurance, mortgage loans, and credit. However, it does not include special considerations to transgendered individuals in public accommodations, such as bathrooms and locker rooms.

 

The bill defines gender identity as “a person’s gender-related identity, appearance or behavior, whether or not that gender-related identity, appearance or behavior is different from that traditionally associated with the person’s physiology or assigned sex at birth.” The legislation also provides some non-exhaustive examples of how a person can establish they are transgendered.

 

If this bill is signed into law, as anticipated, Massachusetts employers must ensure their decision makers are aware that taking adverse action against a transgendered person is unlawful.  Internal anti-discrimination trainings, manuals and employee handbooks should also be revised, where necessary, to reflect this change.

 

We will keep you posted. 

Have a great weekend.

NLRB Decision: Hell Hath No Fury Like a Board Scorned

The National Labor Relations Board (NLRB) recently issued a decision interpreting the United States Supreme Court (“SCOTUS”) decision in Hoffman Plastic Compounds, Inc. v. NLRB, 535 U.S. 137 (2002) as prohibiting the NLRB from awarding back pay to undocumented immigrants whose rights under the National Labor Relations Act (“NLRA”) were violated; even when their illegal status was known to the employer at the time of hiring. NLRB Chairwoman Wilma B. Liebman, and Members Mark Gaston Pearce and Brian Hayes issued the unanimous decision in Mezonos Maven Bakery, with Member Craig Becker having recused himself.


The case involved seven employees at a bakery who were not asked for documentation when they were hired, worked for up to eight years, and were fired after complaining as a group about the treatment that they were receiving. After settling the subsequent unfair labor practice charges, the issue arose as to whether the employees could be awarded back wages and benefits post Hoffman.


Chairman Liebman and Member Pearce agreed that Hoffman precludes an award of back pay but they warned of the policy implications of Hoffman. In what is being heralded as an unprecedented criticism of a SCOTUS decision by the NLRB, Liebman and Pearce outlined the varying implications Hoffman has on the NLRB’s ability to enforce the NLRA. They contended that removing the Board’s ability to award back wages encourages unscrupulous employment practices and prevents the employee from “being made whole.” Specifically, Liebman and Pearce explained that, “in addition to the obvious failure to make employee-victims whole[,] the Act’s enforcement is undermined, employees [documented and undocumented] are chilled in the exercise of their Section 7 rights, the workforce is fragmented, and a vital check on workplace abuses is removed.”


Liebman and Pearce were especially concerned that their ruling, required by Hoffman, gives violating employers a leg up on law abiding competitors by providing “a cost-free discharge guarantee—even where, as here, the employer is a knowing IRCA violator—the demand-side pull [for cheap labor] will be all the greater, directly contrary to Congress’[] purpose in enacting IRCA.”

 

Although Liebman and Pearce acknowledged that a first time employer-violator would be issued a cease and desist order and thereby “set the stage for contempt penalties should the employer reoffend,” their concern, and one shared by many, is that the damage will already be done. Those who complain will have been terminated, and others may refrain from exercising their rights out of fear of retaliation.

 

Despite your views on this decision, one thing is clear: it does little to impact the way most businesses function. The U.S. workforce is one of the most well-educated in the world and employees will generally file a complaint (only) when necessary and appropriate (some may argue that they will complain even in the absence of necessity or appropriateness). Thus, employers should continue to verify an employee’s work authorization because failure to do so, in addition to incurring liability for penalties under IRCA, may incur the wrath of the NLRB, which can be very creative in its punishment of violators. Should you be unlucky enough to violate the NLRA a second time, remember the old saying, “[h]ell hath no fury like a Board scorned” —or something like that.
 

As the Board put it, going forward: “[w]e would be willing to consider in a future case any remedy within our statutory powers that would prevent an employer that discriminates against undocumented workers because of their protected activity from being unjustly enriched by its unlawful conduct.”

Clear and Specific Release Agreements Should Be Used by Employers When Offering Severance

The case of Johnson v. Lebanese American University should serve as a lesson to employers that sometimes there is such a thing as a release that is too short.  In this case, the University had decided to terminate the plaintiff's employment.  At the time of termination, the University offered the plaintiff severance on the condition that plaintiff execute a release.  The release, was only three paragraphs long and read as follows:

  

"I, the undersigned Robert Johnson do hereby declare that I have received from the Lebanese American University the sum of $4,651.94 as an ex-gratia payment in full settlement of any and all claims and entitlements related to my services of whatsoever nature with the above mentioned University up to June 10, 2008.


"I therefore hereby remise, release and completely discharge the Lebanese American University and all its responsible officers of and from all actions or rights that I may ever have against the University in respect of my above mentioned service.


"In witness whereof I have signed this full, final and irrevocable Release and Discharge this day of 6/30/08."

 

Some of you reading this may be applauding the fact that the release is short, seems direct and to the point.  In our practice, we often have clients complain that something seems too lawyerly and is too long, so short and sweet should be good, right?  Unfortunately, as the University discovered, brief is not always better.  On May 3, 2011, the New York State appeals court ruled that the release signed by the plaintiff did not bar him from pursuing claims of discrimination brought under the New York Human Rights Law.  In part, the court reached this decision because plaintiff testified that he believed the release only covered his claims for back pay due and owing at the time of termination.  The court also held that the small amount of severance paid by the employer could lend support for plaintiff's belief.  Thus, based on this decision, the University finds itself in the position of having paid plaintiff approximately $4,500 and still having to pay to defend a lawsuit.

 

So, what should employers do?  Obviously, it is a good idea to have legal counsel draft any releases, but employers should follow these guidelines when reviewing or revising a release:

  • Avoid fancy Latin terms (like ex gratia in the University's release).  The release should be written in plain English.
  • A reasonable period of time to review the release should be given to the employee.
  • Identify the claims being released.  Some statutes, like the Age Discrimination in Employment Act ("ADEA"), specifically require that the release state that claims under those statutes are being released.

 

In addition, to consulting legal counsel, employers can make use of the guidance provided by the Equal Employment Opportunities Commission on what should be contained in an enforceable release.