July 2009

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images1One of the interesting things about the law is the way in which something which is ostensibly drafted for one purpose can be often construed for another. 

For example, our Human Rights legislation prohibits discrimination in employment on the basis of “disability” – which includes “psychological disability” or “physical disability or impairment”. 

We all know what that means in the context of a worker who may be confined to a wheelchair – but what about if a disability is more subtle? 

A Court in the United States recently had to consider whether a man who had “shy bladder syndrome” (an inability to urinate in front of others) could be considered to be under a “disability”.  Because he could not adequately participate in a workplace drug test, he was unable to get a promotion.  He said that the process required of him discriminated against him on the basis of his disability. 

Frustratingly, the Court did not reach a concluded decision on the issue – but instead accepted that it should go to a full hearing.  In other words, the employee’s argument has not been dismissed. 

Could it happen here?  There is no reason why not.  Our law is, in substance, identical.

images2It is, of course, relatively commonplace to have an employment agreement which allows an employer to suspend an employee on full pay while an investigation into an allegation of serious misconduct is proceeding. 

And, equally, we have all heard horror stories of investigations which spin out of control, taking many months more than anticipated – meaning that an employee is away from the workplace on full pay while being investigated for some form of inappropriate conduct. 

But a recent article about the public school system in New York on the HRCapitalist takes things to an entirely new level. 

Teachers who are accused of misconduct in New York are required to leave their workplace and report instead to a “temporary reassignment centre” – affectionately known as the “rubber room”.  Here they can wait for months, passing the time playing scrabble, surfing the internet or doing almost anything else – while they wait for their investigation to be concluded. 

The practice is estimated to cost tax payers $65 million a year – and the employer (perhaps predictably) blames union rules for the predicament. 

Surely this is beyond even the worst case scenario that we might contemplate in New Zealand.  Surely?

 

cau5ehc1caog0zujcacpuzumcaxd0mabcajkpvaecann2abecagttnu3caqgxd82ca4f22v1ca1bpprfcavzh13bca7tw0zecakhsmraca74w208ca0i6mmocaiuvktpcaus6e0uca26wl08ca5h9wzsAn interesting article last week on Gruntled Employees about the way in which an employer should approach a termination meeting. 

Using the adage “tell the truth, the whole truth and nothing but the truth” the author suggests that an employer should adopt some, but not all, of the Court room standard.  

This suggestion is that employers should tell the truth to employees who are being dismissed, and that no lies will be added to “sugar coat” the experience. 

At the same time, employers should not go beyond what is required – so as to present the employee with a complete picture of everything that they might dislike about him or her – and the employer should leave out the “frankly I don’t like you” part as well. 

Under New Zealand law, section 120 of the Employment Relations Act requires (if an employee requests) an employer to provide reasons for a person’s dismissal.  Surely these reasons would be confined to those suggested by the authors of Gruntled Employees – namely, a statement of truth, rather than a comprehensive accumulation of everything giving rise to the demise of the employment relationship?  And the advice about not lying to “sugar coat” a dismissal is surely correct, isn’t it?

 

imagesSince the 1970s New Zealand has had legislation prohibiting gender discrimination in the workplace.  But in the vast majority of cases since that time, women have been the claimants.  It is, in fact, unusual for a male to succeed in a claim that he has been discriminated against on the basis of his gender. 

My Independent article this week examines a case in America where a male did succeed in such a claim.  The case is a little bit odd – but I’m not sure that its circumstances are necessarily unusual. 
Perhaps it is something that could conceivably occur in a New Zealand workplace.
 

caojuc35cafi90dtcaw262zscaf1ynijcaaoxbrjca2fdtb8camnupaucaa172xecazbmy5rca9elgsuca3znnptcal2v60icap27e8qcabwidtbcap00bf2caw4fxoscalwxfpsca466o2cca6o34prAs the spread of swine flu increases (apparently over 1000 New Zealanders have now been confirmed with the disease) pressure on government health authorities is mounting.
The New Zealand swine flu hotline was established some weeks back, and has been bombarded with calls from people seeking information. 
Meanwhile, in the United Kingdom thousands of public sector staff may shortly be seconded to the National Pandemic Flu Service to help cope with the work associated with the spread of the pandemic - particularly including the call centre responsible for answering public queries. 
And if you’d like some general updates about the pandemic, have a look here (there’s an interactive map with up to date data about New Zealand - amongst several other interesting bits and pieces).

images9Here’s a suggestion for a good interview question : get a candidate to define “irony”.
I’ll let you consult your own dictionary for the official answer - but for now consider whether you think that this unfortunate case might be an example.
The Equality and Human Rights Commission is the United Kingdom’s workplace equality watchdog.  Amongst other things it seeks to assist employees in resolving discrimination issues in the workplace.
So I guess it welcomes - and tries to help - claimants.
But what if that claimant is an employee of the Equality and Human Rights Commission?  Surely some embarrassment must result.
That is, however, exactly what has happened - with a worker claiming that she was not told of a promotion opportunity because of she was on maternity leave.  The matter is going to the UK Employment Tribunal this week.
Have a read and see what you think - and indeed where your sympathies might lie.  Perhaps the message is that an employer in this situation (unless highly confident of complete vindication) would be well advised to consider settlement.

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