The troublesome employee: how to quell the disturbance in the force Angela Fyans-Jimenez afjimenez@sorlinglaw.com Christine L. Self clself@sorlinglaw.com 1 North Old State Capitol Plaza, Suite 200 P.O. Box 5131 Springfield, IL 62705 217-544-1144 22 West Washington Street, Suite 1500 Chicago, IL 60602 312-854-8001

Where to start? Four Key Questions: Who? What? Where? Why?

Details, details, details Document EVERYTHING Notes during the interview Summary after the interview Final report with recommendations

Pre-investigation DO: DON’T: Contact legal counsel Create a plan Ignore complaint Delay investigation Delay objectivity

Investigation DO: DON’T: Allow sufficient time Pay attention Be thorough DON’T: Be aggressive

The investigative report Must haves: Facts, dates, parties Policies/actions of Employer Specific conclusions Unresolved issues, if any Name of final decision maker

Employee termination Remember Loudermill: Due process required before public employee can be dismissed from employment “Pre-termination” meeting Inform employee, present evidence, allow response Cleveland Board of Education v. Loudermill, 470 U.S. 532 (1985)

Union matters Grievances Arbitration

grievances Review your CBA Follow time frames Remember waiver of steps can be requested by Union and granted by Employer

Arbitration Unresolved/denied grievance? Move on to arbitration Look to the CBA for timeframes

Where to begin? Pull a panel (or two) How to choose an arbitrator? Research, research, research Internet, Lexis, Westlaw, and Elkouri Information tools Demands for information, FOIA requests, Subpoenas Preparation is key

Post-arbitration Review: Received an Adverse Order? Transcript Brief prior to submission Received an Adverse Order? 90 days to appeal to Circuit Court

Employee Coaching Four situations: New Hire Warning before discipline Re-training Creating employee goals

How do I . . . Specify behavior? Be specific Clarify expectations Ask for agreement

How do I . . . Clarify consequences? Probe for employee understanding Ask for agreement on the issue

Positive feedback can motivate Don’t forget . . . BE POSITIVE! Positive feedback can motivate

Employee evaluation Be sure to: Have a form Explain the process Be detailed Choose your words with care

Important timelines to know Human Rights/Discrimination Family Medical Leave Unemployment Workers’ compensation Disability

Questions? Angela Fyans-Jimenez afjimenez@sorlinglaw.com Christine L. Self clself@sorlinglaw.com Sorling Northrup 1 North Old State Capitol Plaza, Suite 200 Springfield, IL 62701 Phone: (217) 544-1144 Facsimile: (217) 522-3173

ANGELA FYANS-JIMENEZ

CHRISTINE L. SELF