HOW TO PROTECT YOURSELF AGAINST THE UNPRODUCTIVE EMPLOYEE

silkin management group

Part 2

As mentioned in yesterday’s Silkin Management Group blog which you can link to here: http://blog.silkinmanagementgroup.com/?p=238, dealing with problem employees is a major area of uncertainty and lack of training with many business owners and many of Silkin Management Group clients before they start working with us. Lack of knowledge in this area is very dangerous and can lead to incorrect actions taken with employees resulting in unnecessary liabilities which eat up time and money and can cause a great deal of stress.

We’ve presented and will continue to present relevant articles that we find concerning the various legal issues on dealing with employees. We have primarily used articles from The Law Offices of Timothy Bowles, P.C., a firm that we and many of our clients have used over the years for Human Resource issues. Today we present a follow up article from this firm on a method of protecting yourself when dismissing a “bad apple”.

Larry Silver
President, Silkin Management Group

For more information about Silkin Management Group, visit our website at www.silkinmanagementgroup.com. You can also contact Silkin Management Group at info@silkinmanagementgroup.com.


How to Fire a Troublesome Worker without Getting Burned

Susan is the supervisor for “Tony the Trouble-Maker.” Although Tony used to be the top producer in the division, lately he has been rude to Susan, fights with his coworkers, and refuses to take responsibility when something goes wrong under his watch. Susan is struggling to keep her unit in the black and this guy is weighing down the whole area. She is now ready to terminate Tony’s employment. However, Susan seems to recall Tony once boasted about how he successfully sued his former employer for “tons of dough.” Susan is concerned if she terminates Tony, he will file a lawsuit for wrongful termination, and Susan doesn’t exactly relish the unnecessary cost or distraction. How can Susan reduce the likelihood of post-employment litigation?

Susan should offer Tony an additional severance pay amount in exchange for a signed release and waiver. In theory, this is a simple transaction. Tony will receive additional money beyond his final wages so long as he signs a document in which he agrees not to sue the company for claims including wrongful termination, discrimination, harassment, retaliation, or breach of contract.

However, there are several pitfalls to this arrangement of which Susan must be aware in order to ensure the applicable state agency (such as the California Department of Fair Employment and Housing) or federal agency (Equal Employment Opportunity Commission) will honor such a waiver. For example, if Susan’s company has at least twenty employees and Tony is age 40 or over, Susan must notify Tony that (1) he has up to 21 days to consider and sign the waiver after which time the company will withdraw the severance pay offer; and (2) he has another seven days to change his mind and rescind the agreement.

Handled correctly, we have found the great majority of departing workers will agree to such a severance package. Indeed, most don’t bother waiting for any part of the 21 day offer period to expire, instead signing and taking the severance check upon receiving and promptly reviewing the papers.

Our severance pay forms package includes a five-page overview of exact steps to take, two separate types of severance agreements and two corresponding checklists for the departing employee to initial and sign. By ensuring all these forms are properly understood and implemented, a company can take effective steps to prevent frivolous wrongful termination suits where the company judges it best to promote a worker’s smooth transition to other employment.

If you have any questions, please contact me or any of our other employment law attorneys.

Cindy Bamforth
Law Offices of Timothy Bowles, P.C.
One South Fair Oaks Ave., Suite 301
Pasadena, CA 91105
626-583-6600
email: information@bowleslaw.com



WHAT IF AN EMPLOYEE WORE A KNIFE TO WORK?

silkin management group

One of the most frequent areas of concern for new Silkin Management Group clients is dealing with employees. Who to hire, how to train them, what should written office policies and job descriptions look like, who do you fire and how, how do you deal with discrimination and harassment, etc. are the common areas of concern.

As Silkin Management Group deals with business management, we have to be familiar with the various legalities surrounding these various issues. At the same time, we aren’t attorneys. Therefore we keep ourselves informed and educated through research as well as interaction with attorneys we know and trust.

We have presented articles on past Silkin Management Group blogs from an attorney, Timothy Bowles, whom we have worked with for many years and whose expertise is in employment law. Below you will find a very interesting article by him that will answer the question posed in the title above. If you are a business person who has employees to deal with, you should find this interesting.

Larry Silver
President, Silkin Management Group

For information about Silkin Management Group, visit our website at: www.silkinmanagementgroup.com. You may also contact Silkin Management Group at: info@silkinmanagementgroup.com.

Religion in the Workplace, Have Faith in the Law

Bill, a hospital supervisor, learned that one of his subordinates, Harvinder, has been wearing a miniature sword strapped to and hidden underneath her clothing. Harvinder is a baptized Sikh who wears the 4-inch dull and sheathed sword (called a kirpan) as a symbol of her religious commitment to defend truth and moral values. Bill instructed Harvinder not to wear the kirpan at work because it violated hospital policy against bringing weapons in the workplace. Harvinder explained to Bill that her faith requires her to wear a kirpan in order to comply with the Sikh Code of Conduct, and gave him literature explaining the kirpan is not a weapon. Harvinder also allowed Bill to examine the kirpan so he could see it was no sharper than a butter knife.

It may be surprising to learn that if Bill were then to inform Harvinder she would be terminated if she continued to wear the kirpan at work, the U.S. Equal Employment Opportunity Commission (EEOC) would consider the hospital liable for religious discrimination in the workplace. In the face of a potential conflict between a religious practice such as Harvinder’s and an employer’s policy, in this case the company’s obligation to maintain a safe and secure workplace, that employer must almost always take the initiative to see if a reasonable accommodation for that religious practice can be reached. Only where an employer can show that any accommodation for religious practice would impose an undue economic hardship is that company excused from permitting that practice to continue. Employment laws establish that resolution of religion in the workplace issues is a case-by-case proposition. An undue hardship is found where the proposed accommodation imposed more than a de minimus (trifling or minimal) cost to the employer. Examples where courts have found accommodations imposed undue hardship include “additional costs in the form of lost efficiency or higher wages.” Balint v. Carson City, Nevada (Ninth Circuit Court of Appeals [9th Cir] 1998) 180 Federal Reporter, Third Series (F.3rd) 1047, 1051, note 4.

Thus, faced with Harvinder’s request to continue wearing her kirpan in the workplace, Bill would have to explore whether the company could accommodate the request without a disruption in operations that would amount to more than a minimal or trivial distraction. If Harvinder’s request was to carry a loaded gun based on her religion’s principles, Bill would obviously have a much easier decision since such a weapon creates a hostile work environment to say the least, nearly certain to significantly divert fellow hospital workers from full attention to their duties. However, a ceremonial object no sharper than a butter knife – and kept out of sight of other workers in any event — can probably be accommodated since it would be difficult at best to distinguish between that object and the eating utensils brought by other workers and utilized daily on the premises.

If you have any questions, please contact me or any of our other employment law attorneys.

Timothy Bowles
Law Offices of Timothy Bowles, P.C.
One South Fair Oaks Ave., Suite 301
Pasadena, CA 91105

Phone: 626-583-6600
Fax: 626-583-6605
Email: information@bowleslaw.com



SOME IDEAS ON WHAT TO DO WITH A PROBLEMATIC STAFF MEMBER (Part 2)

silkin management group

In our December 11th blog, which you can access here, Some Ideas on What to do with a Problematic Staff Member Part 1 I presented the first part of my response to a doctor that had written to us through our “Ask A Consultant” feature of Silkin Management Group’s website. This doctor was asking for help with a problem staff member. The first part of my response had to do with having proper and adequate job descriptions and office policies in place. This is something we at Silkin work very diligently on with our clients. In fact we have a 400 plus page Office Policy and Job Description manual that we provide our clients with that can easily be adapted to their office.

Below is the second part of my response which had to do with hiring and training the right employees. I hope you find it informative and useful.

“The other underlying issue I see here is having the right people in the first place and having them properly trained. There are three key steps in this process.

  1. How to attract the right kind of employees
  2. How to determine who to hire
  3. How to train them to do their job properly after you’ve hired them

When you are looking to fill a new position, the wording of your ad/listing is key. Where to advertise is also key. Utilizing employment agencies that pre-screen applicants to YOUR qualifications can greatly increase the quality of candidates you see, weeding out the lower quality people ahead of time.

Determining who to hire is often a “shot in the dark” for most doctors. A doctor might just read a resume, conduct an interview and then take a shot on that person as they have no other means to evaluate the applicant. No one ever writes on their resume that they are chronically late, don’t take direction and can’t get along well with others. What you see on a resume is only what the applicant wants you to see. Similarly, all you hear in an interview is what they want you to hear. They say the right things or at the very least what they think YOU want to hear in order to get the job.

After a person is hired they usually stay on their best behavior until they get comfortable and then they become themselves. Only then do you know who you’ve hired.

We believe you need a more objective way to screen and hire people so that you have a better idea of who they are, what kind of personality they have, their responsibility level, their aptitude and their work ethic. Corporations have been hiring people this way for years. Small businesses suffer through much higher turnover rates due to their lack of successful hiring techniques.

We teach doctors to test applicants. Personality tests, IQ tests, Aptitude tests are all implemented to get a feel for who a person is and how they will fit in to your practice and interact with the staff and more importantly your patients. Doing all of this as part of your “weeding out” process during hiring greatly increases the odds of you bringing on a good staff member.

Once you have hired the right person, you then need to make sure you train them properly. This is where detailed and up to date job descriptions and office policies come into play. It is vital that you equip your new employee with the proper tools to do their job rather than throw them to the wolves and hope they pick up the proper way to do things as they go.”

As mentioned above, Silkin Management Group provides its clients, as part of our overall management training and consulting program, an Office Policy and Job Description Manual with detailed job descriptions for nearly every position in an office, including the often overlooked job description for the owner of the practice.

If you would like any help with any aspect of your practice, call us at 800-695-0257 or email us at info@silkinmanagementgroup.com. You can also visit our website at silkinmanagementgroup.com/offers/ask.html and ask questions via our “Ask a Consultant” feature on the website.

Ken DeRouchie
Silkin Management Group’s “Ask A Consultant”

Please see our other blog at: practicemanagementblog



Types of Employees

silkin management group

In my job as a consultant at Silkin Management Group I often get asked by my clients about the advantages and disadvantages of different classifications of employees. And, during these tough economic times where some businesses are letting people go and some are just hiring part time, knowing these different classifications is important to anyone who is looking at hiring someone new.

Hiring the right people is a key activity that we help our Silkin clients with. We have many proven successful actions on recruiting, screening and hiring. Knowing how to do this properly is a very important management tool to have as it cuts down on employee turnover and increases efficiency in any office.

I ran across the following article Ready to hire? You have many employee options which I thought was a great summation and clarification of the three key types of personnel you can have: regular full time staff, part time staff and independent contractors. Each has its own rules and regulations, advantages and disadvantages. This article provides valuable information to anyone interested (whether you are a Silkin Management Group client or not) in the relevant differences between these personnel classifications I hope you find it helpful and useful.

If you’d like help with any employee situation, especially how to hire the right people, feel free to contact us!

Gary Crawshaw
Consultant
Silkin Management Group

Email:
Website:
www.silkinmanagementgroup.com

Visit our other blogsite at:
practicemanagementblog.com