he said / she said · 9. fidgeting, drumming fingers or rearranging themselves. 10. the suspect...
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Speaker:
Kim Parker, President & CEO
California Employers Association
He Said / She Said Assessing credibility throughout the
employment life cycle
g www.employers.org 800.399.5331
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100% of Half the Story
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What We’ll Cover
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The importance of credibility in the
employment life cycle
Assessing credibility when hiring
Conducting an effective investigation
Assessing credibility in workplace
investigations
He said/She said situations
Reaching a determination
Avoiding liability in termination decisions
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Credibility: the quality of being believed or accepted as true, real or
honest
The Importance of Credibility
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Assessing Credibility When Hiring
Resume (not alone)
Job Application
Interview Questions
Phone references
Background checks
DMV records
Drug Tests
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Tools to Assess Credibility Interview Do’s and Don’ts
Do: Hire Slowly Do: Ask about past work
performance, experience.
Do: Ask open ended behavioral based questions.
Don’t ask about age, religious beliefs, marital status, economic background, disabilities, sexual orientation, etc..
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Red Flags on Job Applications
Lack of information regarding past employer for reference checks
Reason for leaving past job left blank
Prior salary information left blank
Excessive cross-outs and changes
Applicant cannot recall the name of a former supervisor
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Red Flags 1-5 Red Flags 6 - 10
Signature is missing
Applicant does not sign consent for background screening
Applicant leaves criminal questions blank (ban the box exemption)
Applicant self-reports a criminal violation
Gaps in employment history
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Post Offer/Pre Employment Testing
Company must pay for exams, all employees must be subject to same exam for same job
Drug/Alcohol Testing – pre-employment
Psychological Tests (no religious belief or sexual orientation questions, caution on these tests)
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Employers have an obligation to investigate whenever they
learn about a claim of wrong doing. EEOC
Assessing Credibility In Investigations
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Claims of Wrong Doing
Formal complaints
Informal complaints
Anonymous tips
Rumors
Third party information
Information obtained during exit
interviews
Graffiti
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“Investigations commenced within a few days of the complaint
and completed within two weeks have been upheld by courts as
timely.” David I. Weissman, Ford & Harrison LLP.
Conducting an Effective Investigation
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Investigation Basics
The best
investigator
is one who
is neutral,
experienced
and
objective.
-EEOC
1. Interview Prep – gather the facts, prepare
questions
2. Introductions with complainants, subjects
and witnesses, maintaining confidentiality
3. Interview the complainant first – use
templates
4. Interview the subject (the accused) second
5. Interview any witnesses last
6. Assess the credibility of each interviewee
7. Interview wrap up with each person
8. Reaching a determination (conclusion)
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Background Questions Set Tone
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Gauge the willingness to answer questions, the
reliability of his or her responses, and create a
relaxed environment.
How long have you worked for the company?
What are some of the responsibilities of your role
in the company?
How would you describe the company’s culture?
Establishing rapport causes people to relax and trust
you and gives you a baseline for future questions.
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EEOC Questions for Complainant
Take care
to avoid
expressing
pre
determined
conclusions
Who committed the alleged harassment? What exactly occurred? When did it occur and is it still ongoing? Where did it occur? How often did it occur?
How did you react?
How did the harassment affect you? Has your job been affected in any way?
Are there any persons who have relevant information? Was anyone present when the alleged harassment occurred? Did you tell anyone about it?
Did the person who harassed you harass anyone else? Do you know whether anyone complained about harassment by that person?
Are there any notes, physical evidence, or other documentation regarding the incident(s)?
How would you like to see the situation resolved?
Do you know of any other relevant information?
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EEOC Questions for the Subject
(Accused)
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Take care not to give the impression that he/she is presumed guilty.
Watch for tone and body language.
Make this a conversation not an interrogation.
What is your response to each allegation?
If the subject claims that the allegations are false, ask why the complainant might lie.
Are there any persons who have relevant information?
Are there any notes, physical evidence, or other documentation regarding the incident(s)?
Do you know of any other relevant information?
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EEOC Questions for Third Parties
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The investigator should refrain from offering his or her opinion.
Deeper questions must be tailored case by case…
Witnesses can help you determine the accuracy of the complaint.
What did you see or hear? When did this occur? Describe the alleged harasser’s (persons) behavior toward the complainant and toward others in the workplace.
What did the complainant tell you? When did s/he tell you this?
Do you know of any other relevant information?
Are there other persons who have relevant information?
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If there are conflicting versions of relevant events,
the employer will have to weigh each party’s
credibility.
Assessing Credibility in Investigations
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EEOC Credibility Determinations
1. Inherent plausibility
2. Demeanor
3. Motive to Falsify
4. Corroboration
5. Past Record
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1. Inherent Plausibility
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Inherent plausibility: Is the testimony believable on its face? Does it make sense?
Did the person’s chronology of any events he or she related differ greatly from the chronology of any other interviewees?
Did the person give you a plausible explanation of why an issue may have been raised?
Was the person forthcoming or did you have to “pull” information from him or her?
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2. Demeanor
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55% of our
messages are
communicated
through our
physical
behavior and
appearance.
38% from the
sound of our
voice.
-Prof Albert
Mehrabion
Demeanor: Did the person seem to be telling the truth or lying?
What was the demeanor/”body language” of the interviewee
How did he/she react to the allegations?
Does this person inspire confidence in the listener?
We need a baseline for comparison. How does the interviewee’s demeanor compare to the way he/she “normally” acts?
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Black Book of Lie Detection
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1. The suspect nods or shakes their head in a manner inconsistent with the answer they have given.
2. The suspect rubs their forehead or strokes the back of their neck with their hand.
3. Delayed nodding in support of an answer they have just given.
4. Perspiring, trembling and blushing.
5. Gulping or finding it difficult to swallow.
6. Touching their nose – The “Bill Clinton Effect”
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More from the Black Book
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7. Placing of the hand near or over their mouth.
8. Rubbing the eye. This trait appears more in men than women.
9. Fidgeting, drumming fingers or rearranging themselves.
10. The suspect uses less emphasis when speaking.
11. Increased shuffling or moving of feet.
12. Avoiding physical contact.
13. Placing objects between you and them when being questioned.
Source: I-sight, www.investigationsystem.com
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3. Motive to Falsify
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Motive to falsify: Did the person have a reason
to lie?
Will lying benefit them?
Are they protecting someone?
Fear of retaliation?
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4. Corroboration
Any witness testimony or physical evidence?
testimony by eye-witnesses (were they credible?)
people who saw the person soon after the alleged incidents or who discussed the incidents with them around the time that they occurred
Did the interviewee make any admissions during the interview?
Was the person’s version of the facts different from anyone else’s version?
Written Documentation?: Written statements, diaries, logs, time sheets, payroll logs, photos
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5. Past Record
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Past record: Did the alleged (harasser) have a
history of similar behavior in the past?
Is there any Circumstantial Evidence? Things
the accused has said or done in other situations
which make it more likely than not that the
fact(s) in dispute actually happened?
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Taking immediate and appropriate corrective action may result in
an apology, more training, discipline, suspension or discharge.
Reaching a Determination (conclusion)
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Ending an employment relationship properly will have a huge
impact on reducing your company’s liability. There is no need for
drama or disrespect.
Ending the Employment Relationship
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What To Say When Firing
Someone
1. Schedule a meeting in private location
We need to discuss some issues today at 4.
2. Be honest, polite and businesslike
I have some information I need to give you.
3. Stick to the facts
We’ve finished our investigation…
4. Be Brief and specific
Today is your last day of work.
5. Don’t delay the news - 10 minutes or less
Let’s review the final paperwork…
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How Important Is It to Fire
Someone the Right Way?
Not Treated With Respect
Considered suing
Sued employer
Did not sue
71%
19%
Treated With Respect
Considered suing
Sued employer
Did not sue
96%
1% 3% 10%
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CA Required Termination Paperwork
“Notice to Employee as to Change in Relationship” COBRA forms – if the employee receives health
insurance EDD “For Your Benefit” pamphlet (Form DE 2320 EDD) Final paycheck (at time of termination or within 72 hours)
with all accrued vacation/pto HIPP – Notice to Health Insurance Premium Payment
Best Practices
Have a witness present. Have the employee sign a voluntary resignation form if applicable. Conduct an exit interview or allow the employee to take it home . Use a termination checklist, signed off by both the employer and
employee, stating each party has received what it was owed.
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Catran v Rollins Hudig Hall International Inc., 69 Cal Rptr 2 900 (1997)
EEOC Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment by Supervisors
Make sure you have the WHOLE Story!
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Here to Support Employers!
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