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Harassment

“Severe or Pervasive” Standard Still the Law of the Land for MHRA Sexual Harassment Claims

In the June 3, 2020 decision of Kenneh v. Homeward Bound, Inc., the Minnesota Supreme Court declined to abandon the severe or pervasive standard for sexual harassment claims arising under the Minnesota Human Rights Act (“MHRA”).  By U.S. Supreme Court caselaw under Title VII, a hostile work environment sexual harassment claim requires a plaintiff to prove that a “harasser’s” conduct is sufficiently “severe or pervasive” such that a reasonable person would find the conduct to be objectively hostile or abusive to create a hostile or abusive working environment.  Minnesota courts have relied on this standard when deciding cases of hostile environment sexual harassment under the MHRA. In the Kenneh case, however, the plaintiff and a large number of advocacy organizations filed “friend of the court” briefs arguing that the Minnesota Supreme Court should abandon the “severe or pervasive” standard for sexual harassment claims.  They argued that the Minnesota Supreme Court has read the severe or pervasive language into the MHRA based on the U.S. Supreme Court rulings in federal cases; the Minnesota statute does not include that standard.  In its ruling, the Minnesota Supreme Court declined to abandon the standard, since the Court is bound by precedent and the task of extending or eliminating existing law falls to the legislature.  In fact, the Minnesota Legislature has previously attempted to either clarify or eliminate the standard in at least the last two legislative sessions. For the “severe or pervasive” standard to remain useful in Minnesota, the KennehCourt found the standard must “evolve” to reflect changes in societal attitudes towards what is acceptable behavior in the workplace.  In particular, the Court held that to decide whether conduct is severe or pervasive, courts and juries – the fact finders – must consider the totality of the circumstances, including the frequency of the discriminatory conduct; its severity; whether it was physically threatening or humiliating or a mere offensive utterance; and whether it unreasonably interfered with an employee’s work performance.  It further found that if a reasonable person could find the alleged behavior objectively abusive or offensive, a claim was sufficiently severe or pervasive to survive summary judgment. The Minnesota Legislature and the Definition of Sexual Harassment In the 2019 session, the House overwhelmingly passed a bill which would explicitly remove the “severe or pervasive” requirement read into the law by the Minnesota Supreme Court.  The Senate, however, then introduced a completely opposite bill which would codify and preserve the standard.  To prove a sexual harassment claim, among other things, the conduct or communication must be shown to be sufficiently severe or pervasive so as to alter the terms or conditions of an individual’s employment.  The Senate bill would have provided clarity and the codification would have been consistent with existing law under both Title VII and the MHRA.  During the 2020 session, it is likely the legislature did not have time to address the issue because it had to deal with a myriad of other problems in connection with the COVID-19 crisis. What to Expect The 2020 November election may bring some surprises in the 2021 legislative session.  It was noteworthy that 14 separate law firms filed “friend of the court” briefs in Kenneh, arguing for one side or the other about the “severe or pervasive” standard, so there is strong interest abounding and we will all have to stay tuned for that.

Best Practices

It’s Party Time!

The time has come for companies to begin planning their 2019 holiday parties.  While these events are a great way to show appreciation for employees and build morale, they can present certain risks for employers.  Being mindful of the following issues can help employers avoid complaints, or worse, lawsuits, associated with holiday parties. Alcohol While alcohol is common, and often expected, at holiday parties, employers can and should be mindful of potential problems which could follow, including employees driving after drinking at the party.  If an employee drives drunk and injures another person while driving home from the party, a lawsuit could follow in which the employer could potentially be exposed to liability.  The best way to avoid alcohol-related problems at a holiday party is to consider some or all of the following suggestions: •   Use drink tickets rather than an open bar to limit consumption; •   Offer taxi or Uber credits to employees; •   Instruct bartenders not to overserve and to monitor employees’ alcohol consumption; •   Close the bar well before the party comes to an end; and/or •   Before the party, remind employees in writing that, although alcohol will be served, employees are still expected to behave professionally and that anyone who plans to drink must secure a ride home. In addition, employers should consider designating one or more managers to be on the lookout for anyone who appears to be impaired so that any problems can be addressed early on. Sexual Harassment Harassment claims often go hand in hand with alcohol consumption.  While employers certainly do not need to hand out copies of their harassment policies at the entrance, they should be conducting harassment trainings with their employees and reminding employees of harassment policies on an annual basis, if not more often.  Doing so will place the issue in employees’ minds and potentially help support a legal defense to any harassment claim down the road if an incident does occur. Discrimination In general, employers should avoid making holiday parties about one particular holiday or another.  Instead, the celebration should be inclusive of all employees’ beliefs and cultures.  A holiday party with overt religious references may cause an employee who believes that he or she has been the subject of religious discrimination with one more reason to voice a complaint or assert a claim.  The same applies to other forms of holiday celebration (e.g. “secret Santa” gift exchanges which can make non-Christians feel excluded).  While an employer’s reference to Christmas, Hanukkah or any other seasonal religious holiday is unlikely to be the reason an employer has legal exposure, it certainly won’t help when defending against a claim based upon religious discrimination or harassment. Mandatory Attendance and Wage and Hour Issues Every company wants its holiday party to be well attended.  Some go so far as to make attendance mandatory.  However, if an employer tells nonexempt employees that attendance at the party is required, the employer may be opening itself up to a host of Fair Labor Standards Act (FLSA) and state law claims.  If attendance at a holiday party truly is mandatory, it is likely employees will have to be paid for the time they spend there.  Additional relevant factors include whether the party takes place during working hours and on or off the company’s premises.  If an employer does not plan to pay non-exempt employees for attendance at its holiday party, the employer should make clear, in writing, that attendance is optional (and ideally, that the party will take place outside of working hours and away from the employer’s office). Conclusion These are just a few of the commonsense tips employers should have in mind when preparing for and hosting holiday parties.  Although not all employers (and certainly not all employees) will necessarily embrace these tips, they can help holiday parties serve as a fun-filled event rather than a source of liability and legal headaches.

Harassment

What to do with #MeToo (A Primer for Businesses and Business Leaders)

About a year ago, 10 days after the Harvey Weinstein sexual harassment story broke, Alyssa Milano tweeted “– if this has happened to you tweet #MeToo.” In the first 24 hours after that tweet rocked the nation, Facebook had 12 million Facebook posts and a movement was born. The movement is creating new landscapes for employers as their obligations are shifting and cultural expectations are continuing to morph. New laws have been enacted or are under consideration. In the past year Delaware, California, and New York have enacted laws making harassment training mandatory for employers to provide for their employees. Here in Minnesota state lawmakers came very close to passing a bill that would have significantly altered the standard courts and agencies use to evaluate sexual harassment claims under the state human rights law by essentially eliminating the standard altogether. This would have made it much easier for employees to successfully assert sexual harassment claims and bring them to trial. Organized action by the business community raised concerns about the potential impact of the bill and stalled it on its way to passage in the last legislative session. In addition to changes in states’ laws, increased scrutiny and attention is being paid to company history. Harassment claims or other misconduct, particularly involving management and officers, can impact the sale or purchase of a business. Potential buyers are performing increased due diligence regarding companies’ sexual harassment policies, training, complaints, processes for investigation and resolution of complaints. Potential buyers of businesses are including representations and warranties in their agreements to buy. Sellers are increasingly considering representation and warranty insurance policies. So what are the best, most effective things that businesses can do in this climate and sea change?  Answer – TRAIN and INVESTIGATE. TRAINING First, if you haven’t trained your employees, including all managers, supervisory personnel and leadership, or if you have not done so in the past few years, consider doing so now. Conduct in-person, interactive, participatory training, not videos or webinars. Consider using qualified outside personnel.  Include and focus on promoting a respectful and safe workplace, not just avoiding liability. No amount of training will overcome a business environment that allows disrespectful and unprofessional conduct or ignores bad acts or complaints if it involves the good ole’ boys or rainmakers or top management. Beware of and be careful of the “power factor” where rank, reputation, revenue generation or long service, provide insulation or immunity from bad acts. Make the training mandatory and follow up, follow through and follow your own procedures. Get buy-in and demonstrate commitment from the top down. Follow through to prevent retaliation which can take many forms, even being left out of internal opportunities or being ostracized which show others what can happen to them if they complain. Incorporate training on bystander intervention techniques to give employees the tools to communicate with neutral responses when sensing other employees’ discomfort with a situation. Make and keep detailed records of your training to show what resources have been directed to training on sexual harassment issues and show the quality and experience of those who do the training. Do compliance training regularly. Include in the training a focus on workplace civility. Review and communicate policies and protocols for reporting harassment. INVESTIGATION When it comes to investigations train your HR staff to competently and quickly respond to claims.  Investigate seriously, promptly, thoroughly, quickly and record and communicate the results appropriately. Consider when to bring in outsiders to investigate which may help with confidentiality, competence, and impartiality. Be consistent in how claims are investigated and do not show favoritism or ignore complaints when made about leaders, business generators, long-term or higher ranking employees, or the good ole’ boys. The post-Weinstein era created a flood of high profile accusations of gender bias and sexual harassment in industry, media, government, and throughout the private sector causing a dramatic increase in claims, lawsuits, and money paid out. The #MeToo movement continues to dominate the media and garner attention. The simple tips in this blog will go a long way toward reducing or eliminating the chance that you and your business will end up a #MeToo statistic. Tags