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Terminations

Pierogi–steamed at Pirates’ front office–loses job

08/10/2010

Andrew Kurtz, part of a crew of guys who dress as hearty snacks and race around the Pittsburgh Pirates’ stadium at every home game, was canned after criticizing team executives on Facebook. There’s a lesson in here somewhere—perhaps on social media, perhaps on the tricky decision about who to fire when things aren’t going well.

Checking up on alleged leave abuser? Document why you suspect particular employee

08/06/2010

Do you think some employees may be taking advantage of your paid leave plan? If so, it’s OK to set up a surveillance program to catch the worst offenders. Just make sure you document why a particular employee’s behavior is suspicious. Good reasons to check up include “coincidental” timing like absences clustered around weekends or holidays.

Conducting a RIF? Use diplomatic language

08/06/2010

In these difficult economic times, if you have to conduct a reduction in force, think carefully about how you select those who will be terminated, especially if you anticipate bringing some workers back when the financial picture improves. For example, don’t tell employees they were picked for layoffs because their work was substandard. Use a gentler approach.

Lockheed Martin cutting executives

08/06/2010
Defense contractor Lockheed Martin will offer early retirement to senior management and thin the ranks of its overall management corps in an effort to cut costs. Despite growing sales, the company posted earnings that were 18% lower than the previous year.

EEOC asks: Is Hernando County a hotbed of age discrimination?

08/06/2010
A former Hernando County public works director has filed an EEOC complaint alleging that his discharge in January was part of a county plan to get rid of older, highly paid employees. Charles Mixson, who is 61 years old, claims that the county wants to terminate all managers over age 55.

Tell bosses: Accommodation backlash can be retaliation

08/06/2010
One of the most common mistakes employers make is allowing bosses to subtly retaliate. Take, for example, an employee who asks for a religious accommodation. If the request is approved, it may cause scheduling difficulties. Some supervisors may be tempted to get back at the employee for the hassle the accommodations are causing. Don’t let them.

Not all action after complaint is retaliation

08/06/2010
Employees are protected from retaliation for complaining about alleged discrimination. That doesn’t mean, however, that everything negative that happens after a complaint is filed is grounds for a retaliation lawsuit.

Another reason to insist on following rules: Fired scofflaws can’t get unemployment

08/06/2010

Does your organization have strict honesty rules designed to prevent employee theft and fraud? If so, rest assured that you’ll have just cause for firing employees who break those rules. And that means they won’t be eligible for unemployment compensation.

Win discrimination cases by showing that your rules apply equally to everyone

08/06/2010

Rules are no good if you follow them only some of the time. Uneven enforcement can cause lawsuits. If you have rules, enforce them. Drop those you don’t want to enforce. Otherwise, a supervisor may find it convenient to punish someone for breaking a rule that others are allowed to ignore.

Appeals Court limits reach of N.Y. human rights laws

08/05/2010

In a victory for employers, the New York Court of Appeals has limited the reach of both the New York state and New York City human rights laws. The issue arose when Manhattan-based Parade magazine terminated Howard Hoffman, who claimed he was fired because of his age.