Many employment- and labor-related lawsuits and administrative complaints are avoidable through timely and thoughtful counseling.
They typically start as one thing—neglect of the employee’s perspective, imprecise communication, failure to manage expectations, lack of follow-through—and, left unattended, morph into another—a legal claim. But timely legal counsel is only half the equation. To be effective, legal counsel must also provide considerably more than substantive knowledge of applicable law. It requires experience, judgment, and a deep appreciation of the uniquely “human” dimension of the underlying issues. The question is not merely whether the employer has the legal right to take certain action, but also: Should the employer take the action? If so, how, when, where and by whom? How should it be messaged? Through whom and what means? What are the likely consequences, intended or not? We see issues early. We understand the interests of the various stakeholders. We know how judges, juries, and regulatory agencies view matters after the fact. We excel at imposing structure on ill-defined human resources issues, at finding constructive paths forward amid seemingly circular situations.
