october 24, 2013 conducting a workplace investigation a presentation for pasco
TRANSCRIPT
• Once an employer receives a complaint of harassment (or any unlawful employment practice), the employer has a duty to investigate and, if necessary, correct the behavior.
The Duty to Conduct an Investigation
Duty to Whom?
Complainant – investigation is a “reasonable step” to prevent discrimination, harassment, etc. Affirmative Defense if employee fails to
take advantage Accused – employer must have “good
cause” to terminate an individual for alleged misconduct Courts recognize negligent investigation as
separate cause of action
Do I Need to Investigate This Claim?
Complaint Amounts to Unlawful Conduct
Additional Facts, Documents, or
Opinions/Experts Needed
Perform Investigation!
Employee Relations Issue.
Not Unlawful Conduct
Do Not Need Additional
Information
No Investigation Needed
Types of Claims Commonly Requiring Investigation
Harassment Discrimination Retaliation Workplace Violence Employee Theft
Most Important Characteristics
Conduct an investigation to arrive at good faith conclusion based on reasonable grounds supported by substantial evidence.
Cotran v. Rollins Huding Hall Int’l Inc. ; Silva v. Lucky Stores, Inc.
Begin promptly after receiving complaint Have a policy regarding investigations Provide both sides opportunity to present
position and contradict relevant statements
Allows for progressive discipline Designate well-trained individual to
investigate Base ultimate findings on objective
evidence Proper investigation differs by
circumstance
Who Should Investigate?
Experience/Background Neutrality and Impartiality Approved by Both Parties
In writing Typically HR Personnel Inform Need to Know Persons
Documents/Evidence Needed
Personnel File Performance Appraisals Email Communications Prior Investigations Performed Voicemail/ Cell Phone Communications
Applicable Policies
Personnel Polices Handbook Memos Benefits Books
Collective Bargaining Agreements
Law
Interim Actions
Duty to take interim steps to stop alleged harassment, protect employees, organization property, or integrity of an organization during an investigation.
Bradley v. Dept. of Corrections & Rehab (2008); Swenson v. Potter (9th Cir. 2001)
Typically Involves Removing Accused Temporary Transfer Administrative Leave
Paid/Unpaid Contact Person/Return Process Notice NOT disciplinary
Proceed Carefully with Complainant
Witnesses
List of Witnesses Complainant Accused Suggested Witnesses
Is there a preferred order? Location of Interviews Written Statements Prior to
Interviews
Conducting the Investigation
Initial Meeting With ComplainantAsk Questions
5 W’sRepeated or IsolatedWitnesses or Persons ToldWritten Materials
Concl
ude Meeting
Thank ComplainantAnti-RetaliationConfidentialityProcessNo promises
Document
Writing from ComplainantIssue Confirmation Memo• Id
entify issues, investigator, and accused
• Outline Process
Meeting With Accused
Before meeting put together outline with facts
Put accused at ease Explain no decisions made yet Outline of process
If says complainant is lying ask for motivation
Ask for supporting documents and witnesses
Interviewing Witnesses
Keep in Mind Possible Motivations Explain the Process Stress Confidentiality
Inform Only to Extent Necessary Ask for Additional Information/Witnesses
Helpful Tips for All Interviews
Have a Checklist Prepare Opening
Statement Have Helpful
Documents Document Relevant
Facts Observe and Record
Demeanor/behavior
Open Ended Broad to Narrow Listen and Follow-Up Flexible Q’s Ask Hard Q’s Get Chronology No Leading Q’s
Prepare Effective Questioning
Assessing Credibility
To Do Immediately After Interviewee Leaves
Compare Demeanor to Typical Behavior Body Language Reactions to Allegations Did Witness Inspire Confidence Forthcoming?
Logical Consistency Chronology Common Sense
Preparing an Investigation Report
Contents of Report
Allegations Made and Relevant Facts Date Investigation Began and Completed Name of Investigator and Neutrality Name and Dates of Interviewees Key Factual Finding and Analysis Application of Guidelines (policies) Final Decision and Conclusion
Disciplinary Actions
Options Available: Oral, Written, or Final
Warnings Separation or Transfer Demotion or
Reduction in Pay No Raise or Bonus Additional Training or
Monitoring Suspension (with or
without pay) Termination
Considerations: Notice Consistency Confidence in
Investigation Employee
History/Mitigation
Consider Who Should Be Involved In Making Decision
Must be Objective and Unbiased Staub v. Proctor Hospital, 131 S.Ct. 1186
(2011) – Employer can be held liable for actions taken by unbiased decision-maker if non-decision maker influenced the adverse action with his own discriminatory animus.
Corrective Measure – Reasonably Calculated to End Harassment
If first measure is not effective, more severe measures must be taken.
If employer’s actions do not stop unlawful conduct, they may not establish the affirmative defense.
Question is if behavior stopped Intlekofer v. Turnage, 973 F.2d 773 (9th Cir. 1992) did
not meet obligation where only held counseling sessions for harasser
Star v. West, 237 F.3d 1036 (9th Cir. 2001) did meet obligation where held counseling and changed shifts
Should be consistent with past measures
Meet With Complainant and Accused (Separately)
Complainant and Accused Explain Issues, Steps Taken, and Conclusions
Drawn Discuss Actions Being Taken Explain Appeals Process and Ability to Bring
New Info Notify in Writing Stress Confidentiality
Complainant Rights if any retaliation
Accused Anticipate Questions and Have Answers
Litigation Issues
Create Investigation File
Keep All Information for Investigation Separate
Create Final Investigation File Include
Written Communications from Complainant Issue Confirmation Memo Admin Leave Notice Investigation Summary Results and Notifications Supportive Notes and Documentation Written/Electronic Communications
Destroy all Drafts Mark Confidential
Protecting Attorney/Client Privilege
Telling your attorney facts does NOT make them undiscoverable
Address written communication to attorney
Write “Privileged and Confidential” Copy only people who need to know Do not share or discuss with others
Responding to Outside Agencies
Employee may file charge with DFEH, EEOC, Labor Commissioner, OSHA
Work with counsel Choose single person for all
communication with the agency Draft letter summarizing investigation
Privacy
Protect privacy of individuals as much as possible
Make all documents “Need to Know”
Create policies stating that there is no expectation of privacy at work