Healthcare Bootcamp Discipline and Termination

EMPLOYEE DISCIPLINE AND
TERMINATION
Presented by: Pam S. Howland
EMPLOYEE DISCIPLINE AND

TERMINATION
 Presented by: Pam S. Howland
Important Information
This presentation is similar to any other seminar designed to

provide general information on pertinent legal topics. The
statements made and any materials distributed as part of this
presentation are provided for educational purposes only. They do
not constitute legal advice nor do they necessarily reflect the
views of Holland & Hart LLP or any of its attorneys other than the
speakers. This presentation is not intended to create an attorney-
client relationship between you and Holland & Hart LLP. If you
have specific questions as to the application of the law to your
activities, you should seek the advice of your legal counsel.
All Presentations and Other Materials © Holland & Hart LLP 2015
2
1. At-will employment and exceptions.
2. How to show good faith and how to create
a defense through documentation.
3. Training.
4. Where things can go wrong (and key
cases).
5. Check lists!
3
Discipline and Termination
At-Will Basics
4
Employee Relationship
 At-Will Employment:
– In absence of a contract,
employment can be terminated at
any time with or without cause and
with or without notice.
5
At-Will Basics
Jenkins v. Boise Cascade

141 Idaho 233 (2005)
6
At-Will Basics
Which of the following things can jeopardize an

employer’s at-will relationship with its employee?
a. A written contract.
b. An oral representation.
c. An implied contract.
d. Additional consideration.
e. All of the above.
7
How to Protect At-Will Relationship
 Contracts.
 Oral representations.
 Implied Contracts.
 Additional Consideration.
8
Exceptions to At-Will Employment in Idaho
 Wrongful Discharge in Violation of

Public Policy:
– Refusing to engage in illegal or
unsafe conduct.
– Reporting illegal conduct to the
proper authorities.
– Exercising statutory rights like filing
for worker’s compensation benefits.
9
Venable
v.
Internet Auto Rent & Sales
156 Idaho 574 (2014)
10
Venable
 Claimed she observed violations of

Idaho Consumer Protection Act.
 Reported them to sales manager
and management.
 Told to “mind her own business”
and “this is how we do business.”
11
Venable
What falls into public policy exception?

1. Participation in union activities.
2. Reporting electrical building code violations.
3. Protecting compliance with a subpoena.
4. Serving on jury duty.
5. Filing a worker’s compensation claim.
6. Refusing to date a supervisor.
12
Venable
 2-part analysis:
1. Whether there is a public policy at stake sufficient
to trigger exception.
2. Whether employee acted in furtherance of that
policy.
 Employee must present:
1. Evidence of employer’s misconduct.
2. Evidence of employee’s conduct in furtherance of
public policy.
13
Venable Take-aways
 Vague allegations are not

enough.
 Need details of violation.
 Employers can recover attorney
fees.
14
At-Will Basics
Whistleblower Act
I.C.§ 6-2104
15
At-Will Basics
Idaho Public Policy Cases
16
At-Will Basics
Mallonee v. State
139 Idaho 615 (2004)
17
At-Will Basics
Van v. Portneuf Medical Center

147 Idaho 552 (2009)
18
At-Will
What about . . .
Idaho is a right to work state?
19
Four Rules to Employment Law Defense
1.Be fair and show good faith.

2.Consistently apply good
policies.
3.Document, document,
document.
4.Train.
20
Employee Evaluations
21
Why Do Evaluations?
22
Evaluations
Why not?
23
Evaluations
 What type of language should you include in your
employee’s evaluations?
a. Specific times and dates of problematic conduct – the
more detail the better.
b. Information about the employee’s protected class.
c. Be vague – don’t box yourself in.
d. Positive language highlighting what the employee is
doing right.
24
Protect Your Work Place!
25
Evaluations
 What type of language to include.

– Detail specifics.
– Do not include language about
protected class.
26
Evaluations
 Request employee signature at bottom of review.

 Who should perform? Supervisor. It is hard, but
essential, to be honest.
 Appeal process.
 Should not be the first time the employee hears of
a problem.
27
Evaluations
Hatheway v. Board of Regents of

University of Idaho
2013 WL 4768311 (2013).
28
Evaluations
29
Hatheway
 Co-worker paid more.

 President’s speech:
“We have a responsibility to retire when
we’re not as productive . . . . It’s time to get
out of the way.”
 Negative evaluation.
 No raise.
30
Hatheway
“[T]his year there have been repeated instances of

Lillian acting unprofessionally toward another staff
member, and in venting about that person and the
department chair in front of others in the unit.
Against her co-worker, often when I have been
away from the office, she has repeatedly launched
tirades, it appears without provocation. These
confrontations have not reflected civility or respect;
they have sometimes merely been hurtful.”
31
Hatheway
 Clarifies requirements of prima facie case of

age discrimination.
 Poor evaluation that results in no raise can
be an adverse action.
 Mere ostracism in workplace not adverse
action – not enough to be “kept out of the
loop.”
 Mere inconveniences or alterations of job
responsibilities are not adverse actions.
32
Hatheway
 Hatheway failed to show pretext.

 Performance evaluation is very
specific as to how she failed to
meet expectations.
33
Take-aways
 Regular and honest evaluations

detailing performance issues can
protect you from discrimination
claims.
 Keep HR files updated.
 Document progressive discipline.
34
Progressive Discipline
35
Peterson v. Exide Technologies
36
Peterson v. Exide Technologies
2012 WL 1184001 (10th Cir. 2012)
“[E]mployees should clearly understand

that the extent to which progressive
discipline is imposed is in the sole and
exclusive discretion of management.
Nothing in this policy shall be deemed to
limit the right of the company to
terminate an employee at any time for
any reason.”
37
Verbal Warning
38
 Written reprimand.
39
Performance Improvement Plan (PIP)
40
 “GTE took no action to send a message that such graffiti was
intolerable, or to recognize that it differed in kind from other graffiti
prevalent in the bathrooms. . . . GTE could have heavily emphasized
to all employees that serious punishment would result if the
perpetrators of this or future incidents were caught, underlining the fact
that such behavior was neither tolerated or condoned. . . . At a
minimum, GTE could have informed the offended employees that it
would make efforts to prevent the reappearance of such graffiti, and
had a manager check the areas in question on a regular basis to
ensure that this problem did not recur. . . . On the record before us,
GTE did none of these things.”
 McGinest v. GTE Service Corp., 360 F.3d 1103 (9th Cir. 2004).
41
Garcia v. Health & Welfare
2014 WL 5810516 (D. Idaho, November 7, 2014)
42
Oralia Garcia
 56-year-old Hispanic woman.

 32 years of service.
 Real estate agent.
 Single complaint.
 Email audit.
43
Oralia Garcia
 Progressive Discipline: None.
 Evaluations: All good.
44
Get HR Involved Or Train
45
Training
1. Why supervisors need to know the

law.
2. Why documentation is important
and how to do it.
3. Discrimination update.
4. ADA update.
46
Idaho Discrimination Statistics
 442 claims filed with the Idaho Human

Rights Commission in 2014
– Age – 78
– Religion – 19
– Sex – 156
– Disability – 185
– Race – 22
– National Origin – 47
– Retaliation - 126
47
VANCE
48
Vance v. Ball State University
133 S. Ct. 2434 (2013)
49
Vance v. Ball State
 Vance (banquet worker) claimed

Davis (co-worker) was a supervisor
who discriminated against her.
 Claimed Davis glared, blocked her
exit on elevator, slammed pots and
pans.
50
Vance v. Ball State
 Davis did not hire and fire.

 Was she a supervisor?
 Why does it matter?
51
Vance v. Ball State
 Higher burden of proof for

employees who sue employers for
alleged discrimination of co-worker.
 Easier for an employee to win a
case if a supervisor discriminates.
52
Standards
 If supervisor discriminates, employer is

strictly liable if harassment resulted in a
tangible employment action.
 If co-worker discriminates, employer is
liable only if they knew or should have
known of harassment and if they were
negligent in addressing conduct.
53
Vance v. Ball State
Court – narrowed definition of

supervisor to only those who hire
and fire. It’s a supervisor if they
are “empowered to take tangible
employment actions.”
54
ADA Issues
55
Pregnancy
56
Pregnancy
Young v. UPS
2015 WL 1600406 (4th Cir. 2015)
57
Examples of Reasonable Accommodations
for Pregnancy
1. Redistributing marginal functions.

2. Alter how essential functions are performed.
3. Modification of workplace policies.
4. Purchasing or modifying equipment and
devices.
5. Granting leave.
6. Modified work schedules.
7. Temporary assignment to a light duty position.
58
Properly Navigating a Request for Accommodation
 Promptly respond to all requests

for accommodations.
 Keep accommodation requests
confidential.
 Get HR involved.
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 Where things can go wrong.
60
A perfect example:
Lisa Jackson v. Bubba’s
Seafood and Oyster House
61
Jackson v. Bubba’s
Which celebrity came under fire in 2013 for alleged
discrimination?
a. Brad Pitt.
b. Paula Deen.
c. Clint Eastwood.
d. Blake Shelton.
62
 Restaurant had no handbook or anti-discrimination
policies, no reporting procedure.
 Bubba surfed net for porn sites and was drunk at work.
 Discussed strip club adventures.
 Bubba made comments to suppliers to suggest he and
Jackson were having affair.
 Paid male managers more to do less.
 Jackson complained to co-owner and in-house counsel,
but complaints were ignored.
 Bubba made derogatory comments about females.
 No evaluation process, no progressive discipline.
63
 Deen sued along with

brother, Bubba Hiers.
 Deen is co-owner of
Bubba’s Seafood and
Oyster House.
 Sued by white woman,
Lisa Jackson, for sexual
harassment and racial
discrimination (brought
claim on behalf of co-
workers).
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 Deen was 4th highest earning celebrity cook.

 Annual revenues of $100 million.
1. Claims thrown out because Jackson lacked standing to
bring claim of racial discrimination.
2. Admission of racial slur many years ago was irrelevant.
3. Bad publicity still toppled empire even though claims were
invalid.
– Food Network didn’t renew contract.
– WalMart and Target discontinued products.
– Cookbook dropped by publisher.
65
Take-aways
1. Publicity can be more devastating than money

judgment.
2. Policies and practices can protect you; employers
without basics are walking time bombs. Handbook,
reporting procedure, training, evaluations, and anti-
discrimination policy are mandatory.
3. Immediately address allegations of discrimination
to reduce the chance of a lawsuit and liability.
4. No one is above the law. The more successful you
are, the bigger the target you become.
66
Take-aways (cont’d.)
5. Update job descriptions. If employees don’t hire or fire,

clarify that in their job description.
6. Make sure evaluations are done regularly and contain
the right info:
1. Detail problems – dates included.
2. No information about protected class.
3. Train managers on law or have HR review.
4. Request employee to sign at bottom.
5. Honesty is key.
7. Retain good counsel.
67
Use a Checklist
68
 Blog
 Breakfast Briefings
 LinkedIn
69
QUESTIONS?
THANK YOU
70

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EMPLOYEE DISCIPLINE AND

Presented by: Pam S. Howland

EMPLOYEE DISCIPLINE AND

This presentation is similar to any other seminar designed to

Jenkins v. Boise Cascade

Which of the following things can jeopardize an

 Wrongful Discharge in Violation of

 Claimed she observed violations of

What falls into public policy exception?

 Vague allegations are not

Idaho Public Policy Cases

Van v. Portneuf Medical Center

1.Be fair and show good faith.

 What type of language to include.

 Request employee signature at bottom of review.

Hatheway v. Board of Regents of

 Co-worker paid more.

“[T]his year there have been repeated instances of

 Clarifies requirements of prima facie case of

 Hatheway failed to show pretext.

 Regular and honest evaluations

“[E]mployees should clearly understand

 56-year-old Hispanic woman.

 Progressive Discipline: None.

 Evaluations: All good.

1. Why supervisors need to know the

 442 claims filed with the Idaho Human

 Vance (banquet worker) claimed

 Davis did not hire and fire.

 Higher burden of proof for

 If supervisor discriminates, employer is

Court – narrowed definition of

1. Redistributing marginal functions.

 Promptly respond to all requests

 Deen sued along with

 Deen was 4th highest earning celebrity cook.

1. Publicity can be more devastating than money

5. Update job descriptions. If employees don’t hire or fire,

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