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Fired for Unionizing? Your Rights Against Wrongful Termination

Unionizing & class action lawsuits allow the average employee to band together and get justice from large powerful corporations.

Fired for Organizing? Why Union Busting is Wrongful Termination

Losing a job is never easy, but losing a livelihood because you stood up for better working conditions is a profound violation of trust and law. When employees at Snohetta, a prominent architecture firm, attempted to unionize, they faced what many fear: sudden unemployment. A federal labor regulator accused the firm of laying off eight employees specifically in retaliation for their organizing efforts.

This scenario highlights a critical tension in the modern American workplace. While employees legally possess the right to organize, some employers respond with punitive measures that cross the line into illegality. If you have been dismissed for discussing wages, safety conditions, or unionization with your coworkers, you may be a victim of wrongful termination. Understanding where the legal lines are drawn is the first step toward reclaiming your career and holding corporations accountable.

Understanding Wrongful Termination

The term “wrongful termination” is often misunderstood. In the legal world, it does not simply mean a firing was unfair or harsh. Most employment is “at-will,” meaning an employer can fire you for almost any reason—or no reason at all. However, there is a massive exception: they cannot fire you for an illegal reason.

Wrongful discharge occurs when a termination violates specific statutes, employment contracts, or public policy. It goes beyond a personality clash; it is a contravention of the law. Common examples of illegal dismissals include:

  • Discrimination: Firing someone based on race, gender, age, religion, disability, or sexual orientation.
  • Whistleblowing: Retaliating against an employee who reports corporate wrongdoing, safety violations, or fraud.
  • Refusal to Commit Crimes: dismissing an employee because they refused to engage in illegal or unethical activities.
  • Protected Activities: Firing an employee for exercising their legal rights, such as taking medical leave, serving on a jury, or—crucially—organizing a union.

The Right to Unionize

Under the National Labor Relations Act (NLRA), you have the right to form, join, or assist a union. This federal law protects your ability to negotiate with your employer over wages, hours, and other terms of employment.

These protections are robust. You have the right to:

  • Distribute Union Literature: You can share information in non-work areas during non-work times, such as break rooms or parking lots.
  • Wear Union Insignia: In most cases, you can wear buttons, t-shirts, or stickers supporting your union.
  • Discuss Union Matters: You are free to discuss the pros and cons of unionizing with your coworkers.
  • Solicit Signatures: You can ask coworkers to sign authorization cards.

Importantly, supervisors cannot spy on you, coercively question you about your union stance, or threaten you with adverse consequences for your support. If an employer implies that the business will close or that layoffs will occur because of unionization, they are likely violating federal law.

Legal Protections for Union Activities

The core of the NLRA is the prohibition of retaliation. Employers cannot fire, discipline, demote, or penalize you for engaging in “concerted activity” for mutual aid or protection.

The allegations against Snohetta serve as a stark warning. The National Labor Relations Board (NLRB) stated that the layoffs were a direct response to the employees’ attempt to organize. This type of retaliation strikes at the heart of labor rights. When a company targets the organizers of a union drive, they are attempting to chill the speech and actions of the entire workforce.

If an investigation proves that an employer fired staff to crush a union drive, the consequences can be severe. Remedies often include reinstating the fired workers and providing back pay. The law recognizes that the power to organize is meaningless if exercising it costs you your job.

Employer Restrictions and Employee Rights

While your rights are broad, they are not without limits. “Working time is for work” is a general rule recognized by the NLRB. Employers can maintain non-discriminatory rules that limit solicitation during actual work hours.

However, the key word is non-discriminatory.

If your employer allows employees to chat about the weekend, sports, or local news while working, they generally cannot prohibit you from talking about a union. They cannot enforce a “no-talking” rule only when the topic shifts to wages or organization. Furthermore, they cannot prohibit you from soliciting support or distributing literature during your own time (lunch breaks or before/after shifts), even if you are on the company premises.

Key Federal and State Laws

Wrongful termination claims often intersect with various federal and state protections. While the NLRA covers union activity, other laws provide a bulwark against discriminatory firing.

Federal Protections

  • The Civil Rights Act of 1964 (Title VII): Prohibits discrimination based on race, color, religion, sex, and national origin.
  • The Americans with Disabilities Act (ADA): Protects qualified individuals with disabilities and mandates reasonable accommodations.
  • The Age Discrimination in Employment Act (ADEA): Protects workers aged 40 and older from age-based bias.
  • The Family and Medical Leave Act (FMLA): Ensures employees cannot be fired for taking protected leave for family or medical reasons.

California Protections

For employees in California, state laws offer even stronger shields:

  • California Fair Employment and Housing Act (FEHA): Provides broader protections than federal law, covering sexual orientation, gender identity, and marital status.
  • California Labor Code § 1102.5: This statute explicitly protects whistleblowers who report unlawful activities or refuse to participate in them.

What to Do If Wrongfully Terminated

If you believe you have been targeted for layoff because of your union activities or membership in a protected class, swift and deliberate action is necessary to protect your claim.

1. Document Everything

Memory fades, but documentation lasts. Create a detailed timeline of events leading up to your termination. Save emails, performance reviews, and any written communication regarding your dismissal. If you were questioned about your union views by a manager, write down the date, time, and specific comments made.

2. Do Not Use AI for Legal Research

It might be tempting to plug your situation into an AI chatbot to see if you have a case. Do not do this. Conversations with AI platforms are not privileged. They are discoverable by the opposing party in a lawsuit. If you provide an AI with inconsistent details or vent your frustrations, the defense could potentially use those logs to damage your credibility in court.

3. Do Not Sign Immediately

Employers often present severance packages that include a release of claims. Signing this may waive your right to sue for wrongful termination. Do not sign anything until you fully understand what rights you are giving up.

4. Seek Legal Counsel

Wrongful termination cases, especially those involving union retaliation, are legally complex. They require proving the employer’s intent was illegal. Consult with an experienced employment attorney who can evaluate the facts, guide you through the filing process with the NLRB or EEOC, and advocate for your justice.

Protecting Your Future

The decision to unionize or speak out against workplace injustice should not cost you your livelihood. Whether it is a high-profile architecture firm or a small local business, no employer is above the law.

If you suspect your rights have been violated, do not face the corporate legal machinery alone. By understanding the protections afforded to you by the NLRA and state laws, you can stand your ground. Contact a qualified wrongful termination attorney to discuss your case confidentially and take the first step toward holding your employer accountable.

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How Bias in Scheduling Influences Workplace Equity

Race harassment is illegal discrimination.

Understanding and addressing discriminatory work schedules

Work schedules are an integral part of the professional environment. Many employees dictate the balance between their professional and personal lives. However, when work schedules are structured unfairly or discriminately, they rob individuals of opportunities, marginalize certain groups, and create hostile working conditions. Discriminatory work schedules are an urgent issue that deserves attention from both employees and employers alike.

This post explores what constitutes a discriminatory work schedule, its consequences on affected employees, and the legal protections to address these injustices. Most importantly, it provides actionable insights into how to combat discrimination in this context, ensuring equitable treatment for employees in the workplace.

What Are Discriminatory Work Schedules?

A discriminatory work schedule is one that disproportionately burdens or excludes employees based on protected characteristics. These characteristics include, but are not limited to, gender, race, religion, sexual orientation, age, disability, and parental status.

For instance:

  • A supervisor consistently gives male employees challenging tasks or coveted shifts while relegating female employees to less desirable roles.
  • An employer imposes rigid schedules that fail to accommodate employees’ religious observances, despite knowing of their practice needs.
  • A manager denies flexible working hours to an employee with a disability while granting them to others.

Unfair scheduling practices often create systemic barriers to career advancement, wage growth, and job satisfaction, negatively impacting employee well-being.

The Consequences of Discriminatory Schedules

Discriminatory scheduling doesn’t just harm the individuals it targets; it harms businesses and workplace culture too. The ramifications are far-reaching:

For Employees:

  • Mental and physical health: Working disproportionately inconvenient or grueling hours can lead to stress, burnout, and health conditions like anxiety or high blood pressure.
  • Career setbacks: Employees assigned unfavorable schedules often miss out on promotions, training, or networking opportunities.
  • Financial impact: Unfair scheduling can lead to wage disparities or force affected employees to leave due to an inability to sustain the conditions.

For Businesses:

  • Low employee morale: A work environment seen as unjust fosters resentment and disengagement.
  • High turnover: Discriminatory practices drive talent elsewhere, increasing recruitment and training costs.
  • Legal risks: Employers engaging in discriminatory scheduling practices risk lawsuits, penalties, and reputational damage.

Legal Protections Against Discriminatory Work Schedules

Federal and state laws exist to protect employees from workplace discrimination, including discriminatory scheduling practices. Some key protections include:

Title VII of the Civil Rights Act of 1964

Title VII prohibits employment discrimination based on race, color, religion, sex, or national origin. This applies to schedules that exclude or burden employees from these protected classes. For example, denying flexible schedules for religious accommodations violates this law.

Americans with Disabilities Act (ADA)

The ADA mandates reasonable accommodations for employees with disabilities, including modified schedules if needed to perform essential job functions.

Family and Medical Leave Act (FMLA)

The FMLA protects employees needing time off for personal or family medical conditions. Any schedule that penalizes employees for using their lawful leave is discriminatory.

State Laws

States like California offer additional protections under laws such as the Fair Employment and Housing Act (FEHA). These laws often grant employees broader rights than federal laws. For example, FEHA protects against discrimination based on marital status, sexual orientation, and gender identity.

How To Identify Discriminatory Work Schedules

Recognizing discriminatory scheduling practices is the first step toward addressing them. Common red flags include:

  • Uneven distribution of coveted shifts or roles based on an employee’s gender, race, or other protected characteristic.
  • Lack of accommodation for religious observances, disabilities, or caregiving responsibilities.
  • Schedules designed to exclude certain employees from critical opportunities such as team meetings, training sessions, or client interactions.

If you notice these patterns, document incidents thoroughly. Records are crucial in reviewing patterns and providing evidence if the issue escalates to legal action.

Steps to Combat Discriminatory Scheduling Practices

Workplace equity starts with both employer initiatives and employee advocacy. Here are steps employees and businesses can take:

For Employees:

  1. Document Incidents:

Keep a detailed log, including dates, times, and descriptions of discriminatory practices. Capture communication via emails or messages.

  1. Report the Issue:

Raise your concerns with your HR department or your supervisor. Share your documentation and highlight the discriminatory patterns.

  1. Know Your Rights:

Familiarize yourself with workplace protection laws like Title VII, the ADA, and your state’s anti-discrimination laws. Seek legal advice if needed.

  1. Seek Legal Assistance When Necessary:

If your concerns are ignored, consult an employment lawyer. Firms with expertise in workplace discrimination, such as Helmer Friedman LLP, can offer guidance on exerting your rights.

For Employers:

  1. Implement Anti-Discrimination Policies:

Establish clear, comprehensive policies that outline equitable scheduling practices and emphasize zero tolerance for discrimination.

  1. Provide Training for Managers:

Educate leadership on unconscious biases and the legal requirements surrounding fair treatment in scheduling.

  1. Offer Flexible Scheduling Options:

Accommodate employees’ personal and professional needs to foster an inclusive workplace.

  1. Encourage Open Communication:

Create safe channels for employees to voice concerns without fear of retaliation.

Small Changes, Big Impact

Addressing discriminatory scheduling practices requires intentional and collaborative action, but the benefits are worth it. Equitable work schedules not only enhance individual lives, but they also create a more harmonious and productive workplace.

Discriminatory work schedules are more than just unfair; they are illegal and detrimental to organizational and employee well-being. By understanding your rights and taking proactive steps, you can help promote inclusivity and fairness.

If you’ve experienced unfair treatment in your workplace due to discriminatory schedules, consult the attorneys at Helmer Friedman LLP for a confidential consultation. With over 20 years of representation in employment law, we’re here to advocate for justice and ensure a better future for employees everywhere.

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TNT Cranes Discrimination Case: $525K Settlement Explained

Haitian welder experienced extreme racial harassment at work.

TNT Cranes Case: A $525K Settlement in Racial Harassment

A workplace should be a sanctuary of safety and professionalism, yet for some employees at TNT Crane & Rigging, Inc., it sadly turned into a distressing environment marked by racial intimidation. The recent lawsuit filed by the U.S. Equal Employment Opportunity Commission (EEOC) has brought forth troubling allegations, resulting in a significant settlement and court-mandated reforms. This case serves as a poignant reminder that racial discrimination has no place in any industry and highlights the importance of seeking justice through legal accountability.

The legal action against one of North America’s largest crane service providers conveys a powerful message: allowing a hostile work environment can have serious consequences. For both employers and employees, this case illustrates vital lessons about the importance of reporting incidents, understanding legal protections against retaliation, and committing to the efforts required to foster a truly respectful and inclusive workplace. By learning from these experiences, we can all work towards ensuring that every employee feels safe and valued in their work environment.

Allegations of a Hostile Work Environment

The EEOC lawsuit painted a grim picture of the work conditions at a TNT Crane & Rigging facility in Texas. According to the complaint, four Black employees were systematically subjected to severe and pervasive racial harassment by both coworkers and supervisors. The allegations were not minor infractions but involved symbols and language rooted in a history of racial violence.

The complaint detailed the frequent use of derogatory racial slurs, including the n-word, by managers and other staff. Beyond verbal abuse, the workplace was allegedly contaminated with powerful symbols of hate. These included the open display of nooses and white supremacist symbols, such as lightning bolt stickers associated with such groups, on company equipment. One manager reportedly told a Black crane operator, “N—–, if you are going to bitch about it, you can turn that truck around and take your ass home,” when he asked for assistance.

This environment of intimidation was not only directed at Black employees. The EEOC also charged that the company retaliated against a white employee who spoke out against the harassment. After witnessing the conduct and reporting it to HR and management—including the presence of a noose—the white employee allegedly faced retaliation. These distressing incidents took place at the company’s Fort Worth plant. Shockingly, shortly after he reported the harassment, this employee had his tires flattened while parked at work and was confronted by a coworker who physically shoved him and hurled slurs at him. It is deeply concerning that such behavior could occur in a workplace, and it’s essential that these experiences be heard and addressed. Instead of addressing the harassment, his work hours were cut, he was ostracized by coworkers, and he was ultimately forced to resign due to the intolerable conditions created by his efforts to do the right thing.

The EEOC Lawsuit and Legal Action

The EEOC took up the case after its initial attempts to resolve the matter through conciliation failed. The agency filed a lawsuit in the U.S. District Court for the Northern District of Texas, alleging that TNT Crane & Rigging violated Title VII of the Civil Rights Act of 1964. This foundational federal law prohibits employment discrimination based on race and protects employees who report or oppose such discriminatory practices from retaliation.

The EEOC’s complaint outlined two primary violations:

  1. Race-Based Hostile Work Environment: The company allegedly created or tolerated an environment so filled with racist conduct that it altered the conditions of employment for its Black workers.
  2. Illegal Retaliation: The company was accused of punishing an employee for engaging in protected activity—namely, reporting racial harassment.

EEOC Chair Charlotte A. Burrows connected the allegations to a broader pattern of misconduct, particularly within the construction industry. She noted that such harassment creates barriers that prevent workers from accessing and keeping good jobs. The lawsuit sought not only monetary damages for the affected employees but also significant changes to the company’s policies and practices to prevent future violations.

A Settlement for Accountability

Before the case could proceed to a full trial, the parties reached an agreement. TNT Crane & Rigging agreed to a $525,000 settlement to be paid to the five employees who suffered from the harassment and retaliation. While the company did not admit liability as part of the settlement, the resolution includes a three-year consent decree, which is a court-enforced order outlining extensive remedial measures.

The monetary relief was allocated among the victims to compensate for the damages they endured. However, the impact of the consent decree extends far beyond financial compensation. It imposes a series of strict requirements on TNT Crane & Rigging to foster systemic change and ensure future compliance with anti-discrimination laws. This settlement underscores that even without a trial verdict, the EEOC’s legal pressure can compel companies to enact sweeping and meaningful reforms.

Mandated Reforms and the Path Forward

The consent decree approved by the federal court is more than a settlement; it is a roadmap for corporate accountability. The mandated reforms are comprehensive and designed to address the root causes of the hostile environment.

Key components of the decree include:

  • Prohibition of Future Discrimination: The company is legally prohibited from engaging in racial discrimination, tolerating a racially hostile work environment, or retaliating against employees.
  • New Anti-Harassment Policies: TNT Crane must develop and implement robust anti-harassment and anti-retaliation policies. These must clearly define prohibited conduct, outline complaint procedures, and state that violators will face disciplinary action, up to and including termination.
  • Mandatory Training: All Texas-based employees will receive training on Title VII and the new company policies. Furthermore, managers and personnel involved in investigations will receive specialized, intensive training on conducting fair and thorough investigations into harassment claims.
  • Improved Complaint Procedures: The company must establish multiple avenues for reporting complaints, ensuring employees can raise concerns without unreasonable burdens. This includes an employee hotline that goes directly to the Vice President of Human Resources.
  • EEOC Reporting: For three years, TNT Crane must report all new complaints of racial harassment, discrimination, or retaliation directly to the EEOC, detailing how each complaint was handled.

These measures place the onus on management to proactively monitor the workplace and act swiftly to correct any issues. Failure to do so can result in disciplinary action against the managers themselves.

Broader Implications for Workplace Justice

The TNT Crane & Rigging case stands as a stark example of how the law can be wielded to protect employee rights and catalyze meaningful change across industries. Courts and regulatory bodies—in this case, the EEOC—play an indispensable role in holding employers accountable for maintaining fair and respectful workplaces. But the root issues at the heart of this lawsuit—racial harassment and hostile work environments—are far from isolated incidents.

Racial harassment often manifests in more than just isolated comments. It can be embedded in daily workplace culture through slurs, offensive imagery, jokes, and the open display of hate symbols. The consequences are profound, stretching from psychological distress to missed professional opportunities. At its worst, unchecked harassment breeds a climate where victims and witnesses alike feel powerless, discouraged from coming forward for fear of retaliation—a reality made clear in the TNT Crane case.

To counteract this, robust anti-discrimination policies are not just a legal formality; they are a frontline defense against workplace injustice. As outlined by Helmer Friedman LLP, prevention remains the best, most cost-effective tool for eliminating racial discrimination at work. This means employers must implement comprehensive written policies prohibiting discrimination, harassment, and retaliation. They must also ensure these policies are not static documents gathering dust but are actively reinforced through regular, mandatory training sessions on racial sensitivity, diversity, and the applicable employment laws.

Effective complaint procedures are another critical safeguard. Employees should have clear, accessible paths to report harassment or discrimination—without undue burden, delay, or the risk of reprisal. Policies must specifically protect those who step forward, including both direct victims and bystander witnesses, from retaliation. When complaints are made, management must act swiftly and impartially, conduct thorough investigations, and implement corrective action when warranted.

For companies, the consequences of ignoring these obligations are illustrated not just in monetary settlements like the $525,000 paid by TNT Crane & Rigging, but in more serious reputational damage and organizational disruption. As state and federal law—including Title VII of the Civil Rights Act—make clear, employers can be held fully liable for failing to prevent or address racial discrimination and harassment.

This case is a reminder to every employer: a culture of tolerance for discrimination will ultimately collide with the force of the law. Regular training, enforced policies, transparent procedures, and leadership committed to true equity are not optional—they are the pillars of both legal compliance and workplace dignity.

If you have experienced racial discrimination, harassment, or retaliation at your job, know that you have significant rights under state and federal law. Consultations with experienced employment attorneys, like those at Helmer Friedman LLP, can provide clarity, protection, and a path toward resolution. Standing up against discrimination is not only your right; it is a catalyst for wider change. Your voice matters.

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Wrongfully Terminated After Medical Leave? Know Your Rights

Medical care, hospital - Family Leave Lawyers Helmer Friedman LLP.

Fired While Sick: The Truth About Wrongful Termination

Imagine dedicating nearly two decades of your life to a company, only to find yourself facing the distressing possibility of losing your job right after requesting time off for a vital surgery. For many, the fear of job loss during such a challenging time can be truly overwhelming and heart-wrenching. While it’s true that most employment in the United States operates under “at-will” policies—allowing employers to terminate employment for almost any reason—it’s essential to recognize that there are crucial legal protections in place to shield workers from discrimination and retaliation.

Being let go simply for asking for or taking medical leave is not only profoundly unfair, but in many places, it is also illegal. Federal laws like the Family and Medical Leave Act (FMLA), along with various state regulations, exist to protect employees who are prioritizing their health during particularly difficult times. It’s so important to understand the differences between “at-will” employment and unlawful retaliation. Taking this first step can empower you to stand up against any unjust dismissal you might be facing. Your health and rights are incredibly significant, and knowing when to seek support is vital in navigating these tough situations. You are not alone in this, and there are resources available to help you.

Understanding Wrongful Termination and Medical Leave

Wrongful termination, also known as wrongful discharge, occurs when an employer fires an employee for reasons that violate public policy, employment contracts, or statutory laws. While employers have broad discretion in hiring and firing, they cross a legal line when the termination is motivated by an employee’s protected activity—such as requesting medical leave.

Several key federal and state laws establish these protections:

  • The Family and Medical Leave Act (FMLA): This federal law provides eligible employees with up to 12 weeks of unpaid, job-protected leave per year for serious health conditions. Firing an employee for exercising their right to FMLA leave is a clear violation.
  • The Americans with Disabilities Act (ADA): The ADA mandates that employers provide “reasonable accommodations” for qualified employees with disabilities, which can include modified work schedules or medical leave. Terminating an employee for requesting such an accommodation is illegal.
  • State-Specific Protections: States like California offer robust additional safeguards. The California Fair Employment and Housing Act (FEHA) and the California Family Rights Act (CFRA) prohibit discrimination based on disability and medical condition, often covering smaller employers than federal laws do.

When an employer fires a worker shortly after a leave request, citing vague “performance issues” or minor policy infractions, it often points to pretextual reasoning—a false reason given to cover up the true, illegal motive.

Case Study: A Battle for Rights in New York

Legal battles regarding medical leave often reveal patterns of employer retaliation. A recent lawsuit filed in the Southern District of New York highlights the severity of these allegations. Nidya Cabrera, an accountant with nearly 20 years of tenure, sued her employer, Swissbit NA, Inc., alleging she was fired after requesting leave for epilepsy surgery.

According to the complaint filed in November 2025, Cabrera suffered from epilepsy and other health conditions that substantially limited her major life activities. After requesting a week of leave for surgery to implant a Vagus Nerve Stimulator, her request was allegedly denied by the CFO, who cited workload concerns. When she was eventually able to undergo the surgery months later, she claims she was forced to return to work almost immediately, forgoing recommended recovery time.

The situation escalated when Cabrera was terminated in April 2024. The company cited an unauthorized phone purchase as the reason for dismissal—a claim Cabrera disputes, arguing it was a pretext for discrimination and retaliation against her disability and leave requests. This case underscores the reality that wrongful termination is rarely explicit; it is often disguised as a disciplinary action for unrelated matters.

Actions to Take If You Suspect Wrongful Termination

If you believe you are being targeted for termination due to a medical leave request, or if you have already been fired, immediate and strategic action is essential to protect your legal claims.

1. Document Everything

Create a detailed paper trail. Save emails, text messages, and internal memos related to your leave request and any subsequent disciplinary actions. Write down a timeline of events, noting dates, times, and the names of supervisors involved in conversations about your health or performance.

2. Protect Your Privilege: Do Not Use AI

In the digital age, it is tempting to ask Artificial Intelligence platforms for legal advice. Do not do this. Conversations with AI chatbots are not privileged and can be discovered by the opposing party in a lawsuit. If you provide an AI with inconsistent details or exaggerations, the defense can use those logs to damage your credibility at trial. Keep your sensitive information between you and your attorney.

3. Do Not Sign Severance Immediately

Employers often present terminated employees with severance packages that include a release of claims. Signing this document effectively waives your right to sue for wrongful termination. Take the document home and review it with a legal professional before putting pen to paper.

4. Consult a Wrongful Termination Lawyer

Employment law is complex, with strict statutes of limitations for filing claims. Consulting with an experienced attorney, such as the team at Helmer Friedman LLP, can help you determine if your rights were violated and what compensation you may be entitled to.

Fighting for Your Livelihood

No employee should have to choose between their health and their job. Laws like the ADA and FMLA exist to prevent exactly that scenario, but they only work when enforced. If you have been fired after requesting medical leave, recognized legal counsel can assist you in navigating the complexities of employment law and holding employers accountable for illegal retaliation.

If you suspect your rights have been violated, contact the wrongful termination lawyers at Helmer Friedman LLP for a confidential consultation.

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Uncovering the Reality of Wrongful Termination | Legal Insights

Fired after complaining about safety violations is wrongful termination.

The Silenced Workforce: Uncovering the Reality of Wrongful Termination

The meeting invitation arrives with no subject line, just a fifteen-minute block on your calendar. By the time you sit down, the decision has already been made. Your access to email is cut, your laptop is locked, and security is waiting. For thousands of workers, this isn’t a scene from a movie—it is the abrupt, jarring end to their livelihood.

While many terminations are legal business decisions, a significant number cross the line into illegality. Wrongful termination is not just a buzzword; it is a violation of civil rights that leaves devastating emotional and financial wreckage in its wake.

The Human Cost of “At-Will” Employment

In the United States, the concept of “at-will” employment is often misunderstood by employers as a blank check to fire anyone, for any reason. However, this legal doctrine has crucial exceptions. You cannot be fired for your race, your gender, your age, or for blowing the whistle on illegal activity.

Yet, it happens every day.

Consider “Michael,” a senior software developer at a major tech firm in Silicon Valley. (Names have been changed to protect privacy). After five years of stellar performance reviews, Michael raised concerns about his team’s exclusion of older engineers during a restructuring phase. Two weeks later, he was placed on a “Performance Improvement Plan” (PIP) for vague communication issues. A month later, he was gone.

“It wasn’t just the loss of income,” Michael says, reflecting on the six months he spent unemployed. “It was the gaslighting. They made me feel like I had lost my skills overnight. I questioned my sanity before I questioned their motives.”

This psychological toll is a common thread among victims. The sudden loss of identity, coupled with the immediate panic of losing health insurance and income, creates a crisis that extends far beyond the workplace.

Industry Spotlight: The Volatility of Big Tech

The technology sector, often lauded for its innovation, has become a hotbed for complex wrongful termination cases. High salaries and stock options often obscure a culture where ageism and retaliation can fester.

In the rush to streamline operations, developers and engineers are frequently swept up in mass layoffs. However, legal experts warn that these reductions in force (RIFs) can sometimes serve as cover for discriminatory practices. If a layoff list is disproportionately composed of workers over 40, or those who have recently taken medical leave, the termination may be actionable.

“Tech moves fast, and sometimes HR departments cut corners,” explains a seasoned employment attorney. “We see developers fired shortly before their stock vests, or senior staff pushed out for ‘culture fit’ when the reality is they were simply older than their managers. That is not just unfair; often, it is illegal.”

Diverse Situations, Same Injustice

Wrongful termination is not limited to corporate boardrooms or coding bullpens. It strikes across all industries:

  • The Pregnant Sales Executive: Fired days after announcing her pregnancy, under the guise of “restructuring” her territory.
  • The Injured Construction Worker: Terminated for “safety violations” immediately after filing a workers’ compensation claim for an on-the-job injury.
  • The Whistleblower: An accountant who pointed out irregularities in a quarterly report and was summarily dismissed for “insubordination.”

In each scenario, the employer attempts to create a paper trail to justify the firing. This is where the legal battleground lies—proving the stated reason is merely a pretext for the illegal one.

Understanding the Legal Framework

To fight back, you must understand the protections afforded to you. Federal laws like Title VII of the Civil Rights Act, the Americans with Disabilities Act (ADA), and the Age Discrimination in Employment Act (ADEA) form the bedrock of worker protection.

Furthermore, state laws often provide even stronger shields. For instance, California’s Fair Employment and Housing Act (FEHA) offers robust protections against discrimination and retaliation that exceed federal standards.

Recourse for Victims

If you have been wrongfully terminated, the law provides several avenues for recourse. The goal of civil litigation in these matters is generally to make the victim “whole.” This can include:

  • Lost Wages: Back pay from the date of termination and potentially front pay for future lost earnings.
  • Emotional Distress: Compensation for the anxiety, depression, and reputational harm caused by the firing.
  • Punitive Damages: In cases of egregious conduct, courts may award damages specifically designed to punish the employer and deter future bad behavior.
  • Reinstatement: While rare, courts can order an employer to give you your job back.

Advice from the Front Lines

If you suspect your termination was illegal, the actions you take in the immediate aftermath are critical. Legal experts advise a strategy of documentation and caution.

1. Don’t Sign Immediately
Employers often present a severance agreement during the termination meeting, offering a payout in exchange for waiving your right to sue. “The pressure to sign is immense,” notes a legal advocate. “But once you sign that release, your case is likely over. Take the document home. You have the right to have an attorney review it.”

2. Document Everything
Write down a timeline of events leading up to the firing. Who said what? Were there witnesses? Did you send emails complaining about treatment? If you still have legal access to non-proprietary personal records, secure them.

3. Seek Counsel Early
Employment law is governed by strict statutes of limitations. Waiting too long to file a claim with the Equal Employment Opportunity Commission (EEOC) or a state agency can bar you from seeking justice.

Reclaiming Your Narrative

Losing a job is traumatic, but accepting an illegal termination is not mandatory.

“I was terrified to speak up,” admits a former wrongful termination victim who successfully settled a retaliation suit. “I thought I would be blacklisted. But standing up for myself gave me my dignity back. It reminded them that I have rights they can’t just write off.”

Wrongful termination cases are complex battles of fact and law. They require digging beneath the surface of performance reviews and official statements to find the truth. Whether you are a developer in a high-rise or a shift manager in a warehouse, your rights remain the same. If you believe your firing was unlawful, you do not have to navigate the aftermath alone. Justice is available for those willing to fight for it.

If you or someone you know has experienced wrongful termination, contact the highly experienced wrongful termination lawyers at Helmer Friedman LLP now. Our attorneys are committed to advocating for your rights and guiding you toward justice.

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Denied for Your Faith? The Reality of Religious Discrimination

Freedom to worship - Workplace discrimination lawyers represent victims of religious discrimination.

Denied for Your Faith? The Reality of Religious Discrimination

For many, faith is not merely a weekend activity; it is the compass that guides daily life, influencing diet, dress, and ethical decisions. Yet, in the modern workplace, employees are often forced to make an impossible choice between their career and their conscience. Despite robust legal protections at both the state and federal levels, religious discrimination remains a pervasive issue in American offices, factories, and retail floors.

No worker should have to hide their identity or compromise their sincerely held beliefs to keep a paycheck. Understanding the nuances of the law—and the obligations of employers—is the first step toward combating unlawful treatment. Whether you are an employee seeking to understand your rights or a manager aiming to foster an inclusive environment, recognizing the signs of discrimination is essential for maintaining a just workplace.

Defining Religious Discrimination

At its core, religious discrimination involves treating a person (an applicant or employee) unfavorably because of their religious beliefs. The law protects not only people who belong to traditional, organized religions, such as Buddhism, Christianity, Hinduism, Islam, and Judaism, but also others who have sincerely held religious, ethical, or moral beliefs.

Under Title VII of the Civil Rights Act of 1964 and California’s Fair Employment and Housing Act (FEHA), protection extends beyond belief to include religious observance and practice. Crucially, the law also protects those who have no religious beliefs, shielding atheists and agnostics from forced participation in religious activities or discrimination based on their lack of faith.

Discrimination can manifest in various employment decisions, including hiring, firing, pay, job assignments, promotions, layoffs, training, and fringe benefits. It can also appear in the form of harassment—such as offensive remarks about a person’s religious beliefs or practices—that is so frequent or severe that it creates a hostile work environment.

What Discrimination Looks Like in Practice

Religious discrimination is often subtle, but it can also be overt. It frequently arises when workplace rules collide with religious obligations. Here are several scenarios that may constitute unlawful conduct:

  • Refusal to Hire: An employer refuses to hire a qualified Jewish applicant because they disclose that they cannot work on Saturdays due to Sabbath observance.
  • Scheduling Conflicts: An employee is fired for missing work to attend a significant religious service, even after providing ample notice, while employees taking time off for secular reasons are accommodated.
  • Dress Code Violations: A company enforces a strict “no headwear” policy that disproportionately impacts Muslim women who wear hijabs or Sikh men who wear turbans, without offering a valid safety justification.
  • Harassment: A supervisor or colleague persistently mocks an employee’s religious garments, prayer habits, or dietary restrictions, isolating the employee from the team.
  • Forced Work: A manager demands that an employee work on their Sabbath, ignoring the fact that other qualified employees were willing to swap shifts.

Employer Obligations: The Duty to Accommodate

The law requires more than just “not discriminating.” Employers have an affirmative duty to reasonably accommodate employees’ religious beliefs or practices, unless doing so would cause an “undue hardship” on the operation of the business.

Common accommodations include flexible scheduling, voluntary shift substitutions or swaps, job reassignments, and modifications to workplace policies or dress codes.

The Shift in “Undue Hardship”

For decades, employers could deny accommodations by proving that the request imposed more than a “de minimis”—or trifling—cost. This low bar allowed companies to reject requests for Sabbath observance or prayer breaks easily.

However, the legal landscape shifted dramatically with the Supreme Court’s 2023 decision in Groff v. USPS. The Court ruled unanimously in favor of Gerald Groff, an evangelical Christian postal carrier who refused to work Sundays. The Justices clarified that “undue hardship” must mean substantial increased costs in relation to the conduct of the employer’s particular business.

This decision significantly strengthens protections for employees. Employers can no longer deny an accommodation simply because it is inconvenient or causes minor administrative annoyance; they must demonstrate that the accommodation would substantially burden the business.

Recent Legal Battles and Settlements

Recent high-profile cases illustrate that the courts and government agencies are taking a firm stance against religious discrimination. These cases, while the parties were not represented by Helmer Friedman LLP, provide important precedents and show the real-world impact of successful advocacy.

Mavis Tire Supply LLC

In late 2025, Mavis Tire Supply LLC agreed to pay over $303,000 to settle an EEOC lawsuit. The case involved a Jewish applicant who applied for a management position. During the interview, he disclosed that his observance of the Sabbath would prevent him from working Friday evenings and Saturdays.

Rather than discussing accommodation, the company offered him a lower-paying technician role, claiming it offered better flexibility. When he reiterated his schedule restrictions, they rescinded the offer entirely. The settlement highlighted that employers cannot steer applicants away from leadership roles simply to avoid granting religious accommodations.

Lisa Domski v. Blue Cross Blue Shield of Michigan

In a landmark verdict regarding vaccine mandates, a federal jury awarded $12.7 million to Lisa Domski, a former IT specialist at Blue Cross Blue Shield of Michigan. Domski, a devout Catholic, requested a religious exemption from the company’s COVID-19 vaccine mandate, citing her objection to vaccines developed using fetal cell lines.

Despite working 100% remotely with no in-person contact, her request was denied, and she was terminated. The jury found that the company failed to accommodate her sincerely held beliefs. The massive award, which included $10 million in punitive damages, sends a clear message: employers cannot dismiss religious objections as insincere simply because they disagree with the employee’s theological interpretation.

Practical Steps for Employees

If you believe you are facing religious discrimination or have been denied a reasonable accommodation, taking immediate, organized action is vital to protecting your rights.

  1. Document Everything: Keep a detailed record of all incidents. Note dates, times, locations, witnesses, and the specific comments or actions taken. If you requested an accommodation, keep copies of all written requests and the employer’s responses.
  2. Review Company Policy: Check your employee handbook for policies regarding discrimination and accommodation. Follow the internal procedures for reporting grievances.
  3. Report the Incident: Formally report the discrimination or denial of accommodation to your Human Resources department or a manager. doing this in writing creates a paper trail proving the employer was on notice.
  4. Consult a Legal Professional: Employment law is complex and involves strict statutes of limitations. Consulting with an attorney who specializes in employment discrimination can help you navigate the EEOC complaint process or potential litigation.

Best Practices for Employers

To avoid litigation and foster a respectful work environment, employers should proactively review their policies in light of recent Supreme Court rulings.

  • Update Policies: Ensure the handbook explicitly prohibits religious discrimination and outlines a straightforward procedure for requesting accommodations.
  • Train Management: Managers are often the first point of contact for accommodation requests. They must be trained to recognize these requests and understand that “inconvenience” is not a valid reason for denial.
  • Engage in an Interactive Process: When an employee requests an accommodation, engage in a dialogue to understand their needs and explore potential solutions.
  • Assess “Undue Hardship” Carefully: Before denying a request, conduct a factual analysis. Will this truly cause substantial cost or disruption? If the answer is no, the accommodation should likely be granted.

Protecting Religious Freedom at Work

A workplace should be a space of professional contribution, not a battleground for personal identity. The freedom to practice one’s religion—or to practice no religion at all—is a fundamental right that does not evaporate when an employee clocks in.

As evidenced by the Groff decision and recent jury verdicts, the legal system is increasingly protective of these rights. Both employers and employees have a role to play in ensuring that the workplace remains diverse, inclusive, and compliant with the law.

Resources for Further Information

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Reporting a Hostile Work Environment: Your Rights & Legal Steps

End sex / gender discrimination in hiring, Helmer Friedman LLP.

Reporting a Hostile Work Environment: When the Office Becomes a Battlefield

For Tazaria Gibbs, a warehouse employee in Memphis, the workday didn’t just bring physical labor—it brought an onslaught of unwelcome sexual comments and an operations manager who refused to take “no” for an answer. When she reported the harassment to three different supervisors, expecting protection, she was instead met with silence. No reports were filed. No investigations were launched. Eventually, when she refused to meet her harasser alone, she was fired for “insubordination.”

This isn’t just a story of bad management; it is a textbook example of a hostile work environment. It is also the center of a federal lawsuit filed by the Equal Employment Opportunity Commission (EEOC) against DHL Supply Chain in January 2025.

While the term “hostile work environment” is often tossed around to describe a rude boss or an annoying coworker, the legal reality is far more specific—and far more damaging. It describes a workplace permeated by discriminatory conduct so severe or pervasive that it alters the conditions of employment.

If you dread walking through the office doors because of harassment or discrimination, understanding your rights isn’t just about policy—it’s about survival and justice.

What is a Hostile Work Environment?

Under Title VII of the Civil Rights Act of 1964 and state laws like the California Fair Employment and Housing Act (FEHA), a hostile work environment is not defined by general unpleasantness. It is defined by discriminatory harassment.

To meet the legal standard, the conduct must be unwelcome and based on a protected characteristic, such as race, religion, sex (including pregnancy and gender identity), national origin, age (40 or older), or disability. Furthermore, the behavior must be either severe (a single, egregious incident, such as a sexual assault) or pervasive (a pattern of ongoing incidents) enough to create an abusive environment that a reasonable person would find intimidating or hostile.

Behaviors That Cross the Line

Harassment can take many forms, often escalating from subtle slights to overt abuse. Common examples include:

  • Sexual Harassment: This includes unwanted touching, lewd jokes, the display of inappropriate images, or quid pro quo offers (trading employment benefits for sexual favors).
  • Discriminatory Slurs: The use of racial epithets, derogatory comments about a person’s age, or mocking a person’s disability or accent.
  • Intimidation and Bullying: Physical threats, blocking someone’s movement, or sabotaging work performance based on protected characteristics.
  • Retaliation: Punishing an employee for filing a complaint or participating in an investigation.

The Human Cost of Workplace Hostility

The impact of a hostile work environment extends far beyond legal definitions. For the employee, the psychological toll can be devastating. Victims often experience severe anxiety, depression, sleep disturbances, and a loss of professional confidence. The stress of navigating a minefield of harassment daily can manifest physically, leading to health issues that force employees to take sick leave or resign entirely.

For companies, the cost is equally high, though measured differently. Toxic cultures breed high turnover, low productivity, and reputational damage. As seen in the EEOC v. DHL Supply Chain case, the failure to address complaints can lead to federal lawsuits, costly settlements, and mandated federal oversight.

Securing Compensation

Victims of a hostile work environment have the right to seek justice. Remedies available under state and federal law include:

  • Back Pay and Front Pay: Compensation for lost wages and future earnings.
  • Emotional Distress Damages: Compensation for the pain, suffering, and mental anguish caused by the harassment.
  • Punitive Damages: Financial penalties intended to punish the employer for egregious conduct and deter future violations.
  • Reinstatement: Being hired back into your position (though many victims choose not to return).

Employer Responsibilities: The Duty to Act

Employers cannot turn a blind eye to harassment. Under the law, they have an affirmative duty to prevent and correct discriminatory behavior. Ignorance is rarely a valid defense, especially when supervisors are involved or when the conduct is widespread.

Mandatory Policies and Training

Employers must establish clear, written anti-harassment policies that define prohibited conduct and provide a safe avenue for reporting complaints. In California, for example, employers with five or more employees are required to provide sexual harassment training to both supervisory and nonsupervisory staff. This training is designed to educate the workforce on what constitutes harassment and how to intervene.

The Investigation Requirement

When a complaint is made—or when an employer should reasonably know harassment is occurring—they must launch a prompt, impartial, and thorough investigation. As noted in the EEOC’s guidance, an effective investigation involves interviewing the complainant, the alleged harasser, and witnesses, followed by taking appropriate corrective action to stop the behavior.

In the DHL case, the EEOC alleged that supervisors failed to report Gibbs’ complaints despite a policy requiring them to do so. This failure to act is often where liability attaches to the company.

Taking Action: A Guide for Employees

If you are currently trapped in a hostile work environment, taking immediate and strategic action is critical to protecting your rights and your well-being.

1. Document Everything

Create a detailed record of every incident. Write down dates, times, locations, the names of those involved, and exactly what was said or done. Save emails, text messages, and notes that provide evidence of the harassment.

2. Report the Behavior

Follow your company’s policy for reporting harassment. This usually involves notifying Human Resources or a supervisor. If your supervisor is the harasser, report it to their boss or the designated HR representative. Submitting your complaint in writing creates a paper trail that the employer cannot easily deny later.

3. Do Not Fear Retaliation—Report It

Retaliation is illegal. Employers are prohibited from firing, demoting, or harassing employees for filing a complaint or participating in an investigation. If you face retaliation, document it immediately, as this constitutes a separate legal violation.

4. File a Formal Charge

If your employer fails to address the issue, you may need to file a charge of discrimination with the U.S. Equal Employment Opportunity Commission (EEOC) or a state agency like the California Civil Rights Department (CRD).

  • Time Limits: In general, you must file a charge with the EEOC within 180 days of the last incident. This deadline is extended to 300 days if a state or local agency enforces a law prohibiting the same conduct.

5. Seek Legal Representation

Navigating employment law is complex. An experienced attorney can help you understand the strength of your case, guide you through the reporting process, and represent you in settlement negotiations or court.

Case Study: EEOC v. DHL Supply Chain

The lawsuit filed against DHL Supply Chain (USA) serves as a stark warning to employers who ignore harassment. The EEOC charged that the company violated federal law when supervisors at its Memphis facility ignored complaints of sexual harassment and actively discouraged female associates from speaking out.

According to the suit, after Tazaria Gibbs complained about an operations manager, she was fired for insubordination. The EEOC’s investigation revealed that numerous other women had been subjected to harassment by male coworkers and supervisors, and that the company consistently ignored these pleas for help.

The lawsuit seeks back pay, compensatory and punitive damages, and injunctive relief to prevent future discrimination. It highlights a critical lesson: having a policy on paper is meaningless if the culture on the warehouse floor allows harassment to thrive unchecked.

Conclusion

A workplace should be a collaborative environment, not a battleground. No one should be forced to choose between their dignity and their paycheck.

If you are facing a hostile work environment, you do not have to fight alone. Firms like Helmer Friedman LLP offer skilled legal advocacy to help address these injustices. With over 20 years of experience, a strong history of case victories, and a commitment to personalized client support, Helmer Friedman LLP can guide you through the legal process and work to secure the justice and compensation you deserve. Don’t hesitate to reach out for a confidential consultation to discuss your situation.

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SHRM Hit with $11.5M Verdict: A Discrimination, Retaliation Case Study

Celebrating a victory for justice.

SHRM Hit with $11.5M Verdict: A Warning for Discriminatory Employers

It is the world’s largest Human Resources organization—the entity that sets the standards for workplace conduct across the globe. Yet, in a stunning courtroom defeat, the Society for Human Resource Management (SHRM) was found liable for the very behaviors it advises against.

On December 6, 2024, a Colorado jury handed down an $11.5 million verdict against SHRM in a racial discrimination and retaliation lawsuit brought by a former employee. For the HR community, this verdict is more than just a headline; it is a seismic event that exposes the dangerous gap between corporate policy and actual workplace culture.

The case of Mohamed v. Society for Human Resource Management serves as a stark reminder: no organization, regardless of its reputation or expertise, is above the law.

The Case Against SHRM

Rehab Mohamed, a brown-skinned Egyptian Arab woman, joined SHRM in 2016 as an instructional designer. For four years, she was a model employee, earning positive performance reviews and two promotions. By early 2020, she had risen to the role of Senior Instructional Designer.

However, the trajectory of her career shifted dramatically under a new supervisor, Carolyn Barley. Mohamed alleged that Barley systematically favored white employees while subjecting Mohamed to excessive scrutiny, micromanagement, and exclusion from meetings.

According to the lawsuit, when Mohamed attempted to address this disparate treatment, she was met not with support, but with retaliation.

A Pattern of Retaliation

The timeline of events presented during the trial painted a damning picture of SHRM’s internal response mechanisms:

  • June 2020: Mohamed formally complained to leadership about racial discrimination.
  • July 2020: Mohamed escalated her concerns to SHRM CEO Johnny C. Taylor Jr. and the Chief Human Resources Officer.
  • August 2020: Instead of a fair resolution, Mohamed was subjected to a flawed internal investigation that dismissed her claims.
  • September 1, 2020: Mohamed was fired, allegedly for missing a project deadline—a deadline imposed only after she complained, and for which white colleagues were reportedly given extensions without penalty.

Inside the Trial: Why the Jury Sided with the Employee

The five-day trial in the U.S. District Court for the District of Colorado revealed evidence that directly contradicted SHRM’s defense. The jury’s decision to award $1.5 million in compensatory damages and a staggering $10 million in punitive damages signals a rejection of SHRM’s narrative.

Flawed Investigations

One of the most critical failures highlighted during the trial was SHRM’s internal investigation. The judge noted that a jury could reasonably conclude the investigation was a “sham.” The investigator assigned to the case had minimal experience and admitted to receiving only one training session on HR investigations—details he could not recall on the stand. Furthermore, evidence suggested that termination paperwork was being drafted the same day Mohamed was still raising concerns about retaliation.

Disparate Treatment

Testimony revealed a clear double standard. White colleagues testified that missing deadlines was commonplace and rarely resulted in discipline. Yet Mohamed was terminated for missing a deadline shortly after engaging in protected activity. This disparity undermined SHRM’s claim that the termination was performance-based, especially given Mohamed’s history of “Role Model” performance reviews.

Reckless Indifference

The massive $10 million punitive damages award indicates the jury believed SHRM acted with “reckless indifference” to Mohamed’s federally protected rights. The court found that HR essentially provided cover for the discriminatory manager rather than protecting the employee.

Implications for HR Practices

This verdict sends a powerful message to employers everywhere: promoting best practices is not enough; you must live by them.

The Danger of Performative HR

SHRM’s defeat highlights the risks of “performative” diversity and inclusion. Mohamed met with the highest levels of leadership, including the CEO, yet the organizational machinery still moved to silence her rather than solve the problem. Organizations that claim to champion equity must ensure their internal actions align with their public messaging.

Accountability for Retaliation

Retaliation remains one of the most common—and costly—mistakes employers make. As this case demonstrates, the timing between a complaint and an adverse action (like firing) creates a “temporal proximity” that serves as powerful evidence of retaliatory intent.

Protection for Whistleblowers

This case reinforces the critical legal protections for employees who speak up. Under federal law, employees who report discrimination in good faith are protected from retaliation, even if the underlying discrimination claim is not ultimately proven.

Understanding Your Rights: The Legal Framework

The verdict in Mohamed v. SHRM was grounded in two key federal statutes that protect employees from workplace injustice.

Title VII of the Civil Rights Act of 1964

This federal law prohibits employment discrimination based on race, color, religion, sex, and national origin. Crucially, it also prohibits retaliation against employees who oppose discriminatory practices or participate in investigations.

Section 1981

Unlike Title VII, Section 1981 specifically prohibits racial discrimination in contracts, including employment contracts. A key distinction is that Section 1981 has no statutory cap on damages, allowing for potentially unlimited compensatory and punitive awards when egregious conduct is proven.

Strategies for Employees Facing Discrimination

If you suspect you are being targeted because of your race, it can feel isolating. However, there are steps you can take to protect yourself and build a potential case.

Document Everything

Paper trails are essential. Keep a detailed record of discriminatory comments, exclusion from meetings, or sudden negative shifts in performance reviews that contradict your actual output. In the SHRM case, the timeline of events—from the leadership change to the excessive scrutiny, micromanagement, arbitrary deadlines, and the flawed investigation—helped establish a pattern of behavior.

Conclusion

The $11.5 million verdict against SHRM is a vindication for Rehab Mohamed and a warning shot to corporations that prioritize reputation over rights. It demonstrates that juries are willing to hold even the most powerful “experts” accountable when they fail to protect their own people.

For employees, this case offers hope. It proves that with the right evidence and legal strategy, it is possible to stand up to systemic bias and win.

Disclaimer: While the parties in this case were not represented by Helmer Friedman LLP, the case offers crucial insights for employees facing similar situations.

 

 

Reps: SWAIN LAW, LLC, LOWREY PARADY LEBSACK, LLC (Case No. 1:22-cv-01625)

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The $103 Million Verdict: Age Discrimination in the Workplace

Laws protect against age, gender, race discrimination. Helmer Friedman LLP represents discrimination victims.

The $103 Million Wake-Up Call: Age Discrimination in the Workplace

For thirty-one years, Joy Slagel was a loyal employee. She built a career, managed cases, and even won awards for her customer service. But in the corporate world, three decades of experience doesn’t always guarantee respect—sometimes, it paints a target on your back. After a leadership change in 2012, the atmosphere at her workplace shifted. Older colleagues began disappearing, forced into resignation or fired outright. Slagel found herself isolated, criticized for “setting the bar too high,” and eventually terminated without explanation after returning from medical leave.

Her story isn’t an anomaly, but the outcome was historic. A Los Angeles jury recently ordered her former employer, Liberty Mutual Insurance Co., to pay $103 million in damages. The verdict sends a thunderous message to boardrooms across America: discriminating against older workers is not just unethical; it is a massive financial liability.

Age discrimination remains a pervasive, often silent issue in the modern workforce. While we frequently discuss diversity in terms of race and gender, age bias often flies under the radar until it causes irreparable harm to careers and health. Whether it manifests as a subtle comment about “fresh energy” or a blatant firing of senior staff, ageism is illegal, harmful, and costly.

Federal Age Discrimination Laws

Understanding the Age Discrimination in Employment Act (ADEA)

At the federal level, the primary shield against this bias is the Age Discrimination in Employment Act of 1967 (ADEA). This law explicitly protects individuals who are 40 years of age or older from employment discrimination based on age. It applies to both employees and job applicants.

Under the ADEA, it is unlawful to discriminate against a person because of their age with respect to any term, condition, or privilege of employment. This is a broad umbrella that covers nearly every aspect of the working relationship, including:

  • Hiring: Employers cannot refuse to hire a candidate simply because they are over 40.
  • Firing and Layoffs: Targeting older workers for redundancy during restructuring is prohibited.
  • Compensation and Benefits: Older workers cannot be paid less or denied benefits offered to younger counterparts.
  • Promotions and Training: denying career advancement or upskilling opportunities based on age is illegal.

The law applies to employers with 20 or more employees, including employment agencies, labor organizations, and federal, state, and local governments. Additionally, the Older Workers Benefit Protection Act (OWBPA) amended the ADEA to prohibit employers from denying benefits to older employees, recognizing that the cost of providing benefits should not be used to discourage hiring experienced talent.

California Age Discrimination Laws

Fair Employment and Housing Act (FEHA)

The Fair Employment and Housing Act (FEHA) is a California law that offers strong protections against age discrimination for individuals aged 40 and older. Under FEHA, age discrimination occurs when an employer treats a job applicant or employee less favorably because of age. This can include actions such as denying promotions, terminating employment, or refusing to hire someone solely based on their age. FEHA applies to employers with five or more employees and requires that all workplace decisions be based on merit and qualifications rather than age. Additionally, FEHA prohibits practices like including age preferences in job advertisements or enforcing seemingly neutral policies that disproportionately affect older workers without legitimate, non-discriminatory reasons. This law serves as a crucial safeguard, ensuring that older employees are treated fairly and have equal opportunities in the workplace.

While the Fair Employment and Housing Act (FEHA) and the Age Discrimination in Employment Act (ADEA) offer similar federal safeguards, they aim to prevent age discrimination but differ in scope and application. FEHA applies to employers with five or more employees and includes broader protections against various types of discrimination beyond age discrimination. In contrast, the ADEA specifically addresses age discrimination and applies to employers with 20 or more employees, making its coverage threshold stricter.

Another key distinction between the two laws is the age group protected. Under the ADEA, the law specifically protects individuals aged 40 and older from discrimination. FEHA, however, doesn’t explicitly set a minimum age but prohibits age-based discrimination more generally, which may allow for a broader interpretation within California. Additionally, claims under the ADEA are typically filed with the Equal Employment Opportunity Commission (EEOC), while FEHA claims are processed through the California Civil Rights Department (CRD). This emphasizes the overlap yet distinct processes these laws provide. Together, FEHA and ADEA establish a comprehensive framework to protect workers from age discrimination, especially in jurisdictions like California, where state and federal regulations intersect.

How Age Discrimination Manifests in Real Life

Bias rarely announces itself with a megaphone. Instead, it often creeps into the workplace through coded language and subtle exclusions. While the law is clear, the application of discrimination can be murky.

In hiring, it might look like job postings that seek “digital natives” or caps on years of experience, effectively filtering out older applicants before they even apply. In the office, it can be social exclusion—being left out of meetings, overlooked for challenging assignments, or subjected to “jokes” about retirement or adaptability to technology.

The most damaging forms often occur during restructuring. Companies looking to cut costs often target higher-salaried employees, who tend to be older workers with long tenure. If a layoff disproportionately affects those over 40, it may violate the ADEA.

Similarly, promotions may be withheld under the guise that an older employee “lacks long-term potential” or “isn’t a cultural fit,” phrases that often serve as smokescreens for bias.

Anatomy of a Verdict: The Liberty Mutual Case

To understand the severity of age discrimination, one need look no further than the recent case against Liberty Mutual. The details, as presented in court, paint a disturbing picture of a systematic effort to push out older workers.

According to court filings, the environment at Liberty Mutual shifted dramatically around 2012 following the promotion of a new regional claims manager, Ariam Alemseghed. The complaint alleged that a pattern emerged where employees in their 50s and 60s were forced to resign. Eventually, of the approximately 120 employees in the department, only two were over 40. Joy Slagel was one of them.

The harassment Slagel endured was calculated. Despite a spotless 30-year record, she was suddenly criticized for being a bad team player. The complaint detailed how she was ignored during morning greetings and singled out during meetings. When she won a customer service award and a $1,000 gift for her exemplary work, the regional manager allegedly undercut the achievement by telling her she “got lucky” and that it “would never happen again.”

The stress of this hostile environment took a physical toll. Slagel’s blood pressure worsened, forcing her to take a short-term disability leave. While she was away, the company sent a courier to retrieve her laptop—an unusual move that foreshadowed her fate. Upon her return, her access badge had been deactivated. She was called into a conference room and fired, effective immediately. She was replaced by a white male in his late 20s.

The jury’s verdict—$20 million in compensatory damages and $83 million in punitive damages—was a direct rejection of these tactics. Justin Shegerian, the lead trial attorney, stated that the verdict is a “resounding message” that juries will hold employers accountable for such harm.

Strategies for Employees Facing Discrimination

If you suspect you are being targeted because of your age, it can feel isolating. However, there are steps you can take to protect yourself and build a potential case.

Document Everything

Paper trails are essential. Keep a detailed record of discriminatory comments, exclusion from meetings, or sudden negative shifts in performance reviews that contradict your actual output. In the Liberty Mutual case, the timeline of events—from the leadership change to the specific comments made during the award ceremony—helped establish a pattern of behavior.

Know Your Rights Regarding Waivers

Employers sometimes ask departing employees to sign waivers releasing the company from ADEA claims, often in exchange for a severance package. Under the OWBPA, these waivers must meet strict standards to be valid. You must be given at least 21 days to consider the agreement and seven days to revoke it after signing. Most importantly, you should be advised in writing to consult an attorney. Do not sign away your rights without legal counsel.

Oppose the Behavior

Retaliation for opposing discriminatory practices is illegal. If you report age discrimination to HR or file a charge, and your employer punishes you for it, that retaliation is a separate legal violation.

For employers, the $103 million verdict against Liberty Mutual should serve as a stark warning. The costs of age bias extend far beyond legal fees; they damage reputation, morale, and institutional knowledge.

“This verdict is a resounding message to corporations nationwide: age discrimination is illegal, it is harmful and juries will hold employers accountable,” Justin Shegerian, lead trial attorney and founder of Shegerian & Associates, said in a statement.

Preventing discrimination starts with culture. Employers must ensure that performance reviews are based on objective metrics, not subjective feelings that can mask bias. Leadership training is crucial—managers need to understand that comments about “fresh blood” or “digital natives” can be evidence of discriminatory intent.

Furthermore, audits of hiring and firing practices can reveal statistical anomalies before they become lawsuits. If a reduction in force impacts 80% of your workforce over 50, you have a problem. Building an inclusive workplace means valuing experience as an asset, not a liability.

Upholding Dignity in the Workforce

Joy Slagel gave 31 years to a company that ultimately treated her as disposable. The jury’s decision to award her over $100 million restores a measure of justice, but it cannot undo the stress and indignity she suffered.

Age discrimination is not merely a legal issue; it is a human one. We will all age. Creating a workplace that respects tenure and experience protects everyone’s future. Whether you are an employee facing bias or an employer seeking to avoid liability, understanding the high stakes of age discrimination is the only way forward.

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Happy Hanukkah

Happy Hanukkah from Helmer Friedman LLP legal team.

As the days grow shorter and the nights longer, a celebration of light, resilience, and faith begins. Hanukkah, the Festival of Lights, is a story passed down through generations, a testament to the enduring power of hope in the face of darkness.

More than two millennia ago, the land of Judea was ruled by the Seleucid Empire. Its king, Antiochus IV Epiphanes, sought to suppress Jewish culture and religious practice. He desecrated the Holy Temple in Jerusalem, the center of Jewish life, and outlawed core traditions. In response, a small band of Jewish rebels, led by Judah Maccabee and his family, rose up against the powerful army. They were known as the Maccabees, a name meaning “the hammers.”

Happy Hanukkah!Against all odds, after a three-year struggle, this small group of fighters successfully reclaimed the Temple. Their victory was not just a military one; it was a triumph for religious freedom. When they entered the Temple to rededicate it, they found it in disarray. They worked to purify it and relight the menorah, a sacred candelabrum meant to burn continuously.

Here, a new challenge arose. They could find only one small jar of consecrated olive oil, enough to light the menorah for a single day. Yet, a miracle occurred. The small amount of oil burned for eight nights, the time it took to prepare new, pure oil.

This is why Hanukkah is celebrated for eight nights. Each evening, another candle is added to the menorah, symbolizing the miracle and the growing light that pushes back the darkness. We eat foods fried in oil, like latkes (potato pancakes) and sufganiyot (jelly-filled pastries like donuts), to remember the oil that burned so brightly. We play with the dreidel, a spinning top that recalls a time when studying the Torah was forbidden, and children would pretend to play games while secretly learning.

Today, the story of Hanukkah speaks to a universal human experience. It is a reminder that even in moments of profound adversity, faith and resilience can lead to miraculous outcomes. It teaches us that the light of a single candle, like a single act of courage or hope, can defy the shadows. As we gather with loved ones, the glow of the menorah is more than just a tradition; it is a symbol of hope for all people, a celebration of light’s enduring power to overcome darkness, and the quiet strength found in unwavering belief.