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Risky Business: High-Risk Terminations and
Employee Use of Social Media
September 16, 2015
presented by Lauren Bernardi
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high-risk
terminations
Bernardi Human Resource Law LLP | hrlawyers.ca
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• identifying high risk terminations
• issues to consider
• strategies for responding
3
learning outcomes
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the older worker
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• not performing as well as they used to
• want “fresh blood”
• want to reduce payroll costs
5
the older worker
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• fully explore duty to accommodate
• must show not related to age in any way
• notice period to reflect challenges finding
a new job
6
strategies
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pregnant employee/on leave
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• keep proper documentation at all times
• communicate expectations regularly
• being pregnant or on leave is not a
guarantee of continued employment
• consider timing
8
strategies
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disabled employee
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• early return to work
• BUT do not act in haste: allow employee
sufficient time to provide medical
evidence
• be careful about claiming job abandoned
10
strategies
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• notice and severance
• years of service during disability leave
considered active service
• confirm LTD benefits can continue
• credit for disability benefits
11
strategies
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terminating a harassment complainant
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• ensure not protecting a “Ghomeshi”
• consider impact on the rest of the team
• use objective considerations
13
strategies
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members of a protected class
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• stereotyping = attributing same
characteristics to all members of a group
• example – certain ethnic groups:
• excel at math, music, sports
• are lazy, aggressive, misogynistic
• adverse impact discrimination
15
members of a protected class
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• violation if even one part of employer’s
decision discriminatory
• risk of increased damages
16
members of a protected class
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• train managers on diversity
• use objective criteria for performance
• discipline consistently based on infraction
• ask whether a proposed action can be
defended
• avoid assuming they will play the “card”
17
strategies
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• use employment agreements
• implement policies and have them signed
every year
• document, document, document
• provide a reasonable or even generous
severance package
• provide career transition services
18
strategies for all high risk terminations
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social media and
the workplace
Bernardi Human Resource Law LLP | hrlawyers.ca
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social media explained
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• cost-effective
• creative
• marketing tool
22
benefits to social media
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• loss of productivity
• vicarious liability for employee conduct
• risk of damage to employer’s reputation
• release of confidential information
• harassment and defamation
23
problems with social media use
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“A click of a button is all it takes to ruin
somebody’s life”
Ed Vasquez, legal counsel
to Audrie Pott’s family
24
problems with social media use
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hiring
Bernardi Human Resource Law LLP | hrlawyers.ca
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• 77% of employers conduct online
background checks
• Google searches
• Facebook (with or without passwords)
• Blog postings
26
background checks
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• potential human rights violations
• information not entitled to have
• e.g. sexual orientation, religious affiliations,
marital status
27
risk
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• OHRC
• employers can’t request passwords
• may result in information being disclosed
• similar to restrictions on application forms
and interviews
28
risk
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• Privacy Commissioners of Alberta, Québec,
and Canada (federal) discourage use of
social media as part of the background
check
• written consent of candidate is required
29
risk
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• adverse impact on certain groups
depending on criteria applied
• cultural differences in use of social media
• bias in how we view people’s social media
images
30
risk
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• develop procedures and apply
consistently
• decision maker should not conduct social
media search
• make offer conditional on background
check, including social media check
31
strategies
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• retain information found online for
accuracy
• validate any negative information found
before making a decision
• be careful about hiring only those who
have an online presence
32
strategies
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while employed
Bernardi Human Resource Law LLP | hrlawyers.ca
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• 89.6% check corporate email
• 91.7% check personal email
• 70% use corporate email address for
personal emails
• 68% check personal devices at work to
stay in touch with friends
34
during working hours
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• 25% of time spent on social media at work
is non-work related
• 60-80% of time on the Internet at work, has
nothing to do with work
35
during working hours
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• our attention span has gone from 12
seconds in 2000 to 8 seconds today
• people in high stress jobs tend to distract
themselves with social media more often
• we procrastinate with social media
36
during working hours
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legal test:
• pattern of not performing work
• incompatible with duties; and
• prejudicial to employer’s business
37
habitual neglect of duty
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• classifying threats
• online vs. in person
• expectation of privacy for Facebook
profile from employers
• “friending” managers may negate privacy
expectation
38
implications
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• legal test:
• conduct that causes employer to lose trust
in employee
39
revelation of character
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• legal test:
• detrimentally affects employer’s reputation
• causes employee to not fulfill obligations
• causes other employees to refuse to work
with individual
• adversely affects employer from managing
40
off-duty conduct
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• Amanda Todd posting
• Toronto firefighter tweets
41
off-duty conduct
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• vicarious liability for employees’
defamatory comments
• direct liability as publisher of the statement
42
liability for employee conduct
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• policy
• no expectation of privacy
• no personal use at work
• blocking access to certain sites
• audits
• training
43
strategies
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during and post
termination
Bernardi Human Resource Law LLP | hrlawyers.ca
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• organizations own
• their information and can protect it
• the rights to their work product
46
confidentiality
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• Facebook posts during and after mediation:
• “…is feeding them a bunch of bull shit. I
don’t care but I’m not leaving without my
money…lol”
• “…I didn’t get what I wanted but I still walked
away with some…”
• “…something is better than nothing…”
47
Tremblay and Lalonde
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• settled human rights complaint
• agreed to confidentiality
• Lalonde posted details of settlement on
• employer refused to pay settlement
48
Tremblay and Lalonde
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• Tribunal determined:
• employee breached confidentiality
agreement
• settlement amount reduced by $1,000
49
Tremblay and Lalonde
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• who owns them
• non-solicitation agreements
• announcement of new job
• maintaining contacts
• release of confidential information
50
LinkedIn pages
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• employment agreement and policies
• confirm ownership
• ask former employees to de-link contacts
• require notification to be turned off when
announcing new job
• require former employees to remove
employer information
51
strategies
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• post termination:
• check LinkedIn profile re: mitigation efforts
• Google search to determine if making
disparaging comments
52
strategies
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social media
policy
Bernardi Human Resource Law LLP | hrlawyers.ca
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• set out organizational standards
• clarify workplace conduct rules
• explain risks of social media
• supports discipline/termination
54
purpose
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• warning of risks
• confidentiality obligations
• information that organization’s computers
are always monitored
• no expectation of privacy
55
policy should include
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• explanation of protocols for work usage
• avenues to address concerns
• a caution that undetected behavior does
not mean condoned
• consequences of violating policy
56
policy should include
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• prohibit
• use of organization’s logos, slogans,
intellectual property
• violation of employer’s policies e.g., respect
and violence
57
policy should include
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• disparaging remarks towards organization
and co-workers prohibited
• may not discuss the workplace on social
media
• may not identify employer without
permission
58
policy should include
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• EDUCATE employees on social media
• apply specific non-solicitation and
confidentiality conditions on termination
• discuss LinkedIn profile changes at time of
termination
59
strategies
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questions