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The Story of ILDEBRANDO
Substantial Evidence
VERSUS
Affidavits and Testimonies
CCTV Recordings
WATERFRONT CEBU CITY CASINO HOTEL, INC. and MARCO PROTACIO
-versus-
ILDEBRANDO LEDESMA
G.R. No. 197556
March 25, 2015
Supreme Court of the Philippines
LABOR ARBITER
-WINNER-
ILDEBRANDO LEDESMA
-AWARDS-1. Suspension and Dismissal were Illegal
2. Reinstatement (without Loss of Seniority Rights)
3. Full Backwages
4. Money Claims (Service Incentive Leave)
5. 10% Attorney’s Fees
NATIONAL LABOR RELATIONS COMMISSION
-WINNER-
WATERFRONT et.al.
-AWARDS-
1. Reversal of Labor Arbiter’s Decision
2. Dismissal was Valid
COURT OF APPEALS
-WINNER-
ILDEBRANDO LEDESMA
-AWARDS-1. Suspension and Dismissal were Illegal
2. Reinstatement (without Loss of Seniority Rights)
3. Full Backwages
4. Money Claims (Service Incentive Leave)
5. 10% Attorney’s Fees
SUPREME COURT
-WINNER-
WATERFRONT et.al.
-AWARDS-
1. Reversal of Court of Appeal’s Decision
2. Reinstatement of the NLRC’s Decision
3. Dismissal was Valid
Hi! I’m PoL Sangalang
+63 917 821 6848
OFFICER OF THE COURTand
MEMBER OF THE BAR
COUNSELORand
ATTORNEY-AT-LAW
OWNER and PARTNER of a LAW FIRM
BROADCASTER
FACILITATOR and TRAINER
FormerSTUDENTLEADER
UNIVERSITY LEGAL COUNSEL
University of the Philippines
EXECUTIVE DIRECTOR
National Labor Relations Commission
CHIEF LEGISLATIVE OFFICER
Senate of the Philippines
Labor Law Made Easyhttps://www.facebook.com/legalcoach
Free consultation!
Free learning!
Free links!
IT’S OK TO INTERUPT ME
IF YOU HAVE QUESTIONS.
This seminar is INTERACTIVE.
And yes, I mean it!
Disclaimer• No lawyer-client relationship.
• Consult your own legal counsel.
• Remember: legal opinions differ.
• Respect the sub judice rule.
• Avoid conflicts of interest.
3 Key Words
• EFFECTIVELY terminate
• PROBLEM employee
• COSTLY illegal dismissal case
3 WAYS to Terminate
• Efficient.
• Legal.
•Effective.
3 PROBLEM Employees• Article 296 Labor Code.
• Causes Analogous.
• You CAN’T fire… (yet).
3 COSTLY Reasons• Monetary Costs.
• Non-Monetary Costs.
• Costly Risks.
3 COSTLY Risks
• Reinstatement.
• Backwages.
• Damages.
3 Hidden Monetary COSTS
• Direct Costs of Litigation.
• Indirect Costs of Litigation.
• Business Losses.
EFFICIENT WAY
Simply use your MANAGEMENT PREROGATIVEto FIRE!
What’s the problem?
Labor Law limits Management
Prerogative to
Terminate.
Limitation No. 1
• The burden of proving that the termination was for a valid or authorized cause shall rest on the EMPLOYER.
• Article 291 paragraph 2, Labor Code• (Formerly Article 277)
Limitation No. 2
• All doubts in the interpretation and implementation of the Labor Code and its implementing rules and regulations shall be resolved in favor of LABOR.
• Article 4, Labor Code
Full Protection Equation
LEGAL WAY
Use your MANAGEMENT PREROGATIVE to fire LEGALLY.
LEGAL WAY
• Substantive Due Process.
• Procedural Due Process.
• Substantial Evidence.
LEGAL WAY
The Story ofBILLY
BILLY M. REALDA
-versus-
NEW AGE GRAPHICS, INC. and
JULIAN I. MIRASOL, JR.
G.R. No. 192190
April 25, 2012
Supreme Court of the Philippines
LABOR ARBITER
-WINNER-
BILLY REALDA
-DECISION-
DISMISSAL WAS ILLEGAL!!!
NATIONAL LABOR RELATIONS COMMISSION
-WINNER-
BILLY REALDA
-DECISION-
1. Affirmed Labor Arbiter’s Decision.
2. Dismissal was ILLEGAL.
COURT OF APPEALS
-WINNER-
NEW AGE GRAPHICS, et.al.
-DECISION-
1. Reversed NLRC’s Decision.
2. Dismissal was VALID.
3. But there’s VIOLATION of PROCEDURAL DUE PROCESS.
SUPREME COURT
-WINNER-
NEW AGE GRAPHICS, et.al.
-DECISION-
1. Affirmed Court of Appeal’s Decision.
2. Dismissal was Valid.
3. But there’s VIOLATION of PROCEDURAL DUE PROCESS.
LEGAL WAY
Substantive Due Process
• Just Cause.
• Reasonableness.
• Good Faith.
3 PROBLEM Employees• Article 296 Labor Code.
• Causes Analogous.
• You CAN’T fire… (yet).
Article 296*, Labor Code
1. Serious misconduct;
2. Willful disobedience (or insubordination);
3. Gross and habitual neglect of duties;
4. Fraud;
5. Willful breach of trust; and
6. Crime against person of the employer or his immediate family or representatives.
Causes Analogous1. Loss of trust and confidence;
2. Gross negligence resulting in grave consequences;
3. Inefficiency or incompetence without improvement;
Causes Analogous4. Habitual commission of minor offenses;
5. Unfit for continued employment based on the “Totality of Infraction” doctrine.
6. Company Policy;
Company Policy• Causes Analogous is the LEGAL BASIS
for employers to create or customize special and specific offenses penalized by termination.
• Offenses must have the same gravity as the offenses in Article 296.
• Must be written, well defined, justifiable and properly circulated.
Problem EmployeesYou CAN’T Fire…(yet)
1. No JUST CAUSE;
2. Dismissal would be UNREASONABLE;
3. Employer in BAD FAITH;
LEGAL WAY
Substantive Due Process
• JUST CAUSE:–based on Article 296*, Labor Code.
–based on “Causes Analogous”.• Jurisprudence• Company Policy
–must overcome: “Security of Tenure.”
Article 296*, Labor Code
1. Serious misconduct;
2. Willful disobedience (or insubordination);
3. Gross and habitual neglect of duties;
4. Fraud;
5. Willful breach of trust; and
6. Crime against person of the employer or his immediate family or representatives.
Causes Analogous1. Loss of trust and confidence;
2. Gross negligence resulting in grave consequences;
3. Inefficiency or incompetence without improvement;
Causes Analogous4. Habitual commission of minor offenses;
5. Unfit for continued employment based on the “Totality of Infraction” doctrine.
6. Company Policy;
Company Policy• Causes Analogous is the LEGAL BASIS
for employers to create or customize special and specific offenses penalized by termination.
• Offenses must have the same gravity as the offenses in Article 296.
• Must be written, well defined, justifiable and properly circulated.
Substantive Due Process
• REASONABLENESS:
–Penalty is proportionate to the offense.–Company Policy is NOT against Law or
Public Policy.–Offense is business-related or
employment-connected.
Substantive Due Process
• GOOD FAITH:
–Good faith is presumed.–Bad faith must be proven.–But in labor law, it’s the reverse!
•Because ALL DOUBTS favor employees!
3 COSTLY Riskswhen violating:
Substantive Due Process
• Reinstatement.
• Backwages.
• Damages.
COSTLY Risks:DAMAGES
• Moral Damages
• Exemplary Damages
• 10% Attorney’s Fees
• Legal Interest
COSTLY Risks:REINSTATEMENT
• Actual Reinstatement–Final–Pending Appeal
• Payroll Reinstatement
• Separation Pay (in lieu of)
LEGAL WAY
Procedural Due Process
• Notice to Explain.
• Notice of Hearing.
• Notice of Termination.
Procedural Due Process
• NOTICE TO EXPLAIN:– Describes the who, what, when, where,
why and the how much or what manner the offense was committed.
– Gives employee at least 5 DAYS to submit a written explanation.
– Specifies TERMINATION as possible penalty, if found guilty.
Procedural Due Process
• NOTICE OF HEARING:–Gives opportunity to the employee to
verbally explain his side and present his evidence and witnesses.
–States that he has right to be assisted by a representative or counsel of his own choice.
– Ideally, should lay down the procedure.
Procedural Due Process
• NOTICE OF TERMINATION:–Summarizes what happened since the
start of the disciplinary process. –Enumerates the basis of the decision.–States the verdict clearly, including
monetary liability (if any); and advises employee of the next step.
COSTLY Riskwhen violating:
Procedural Due Process
• Nominal Damages: PhP30,000
LEGAL WAY
Substantial Evidence
• Proof of substantive due process.
• Proof of procedural due process.
• Proof of good faith.
Substantial Evidence
• PROOF of
SUBSTANTIVE DUE PROCESS:– Employee committed a valid Offense.
• Affidavits and Testimonies.• Admissions.• Supporting Documents.• Object Evidence.
Substantial Evidence
• PROOF of
PROCEDURAL DUE PROCESS:–Notices were written and served.
• Personal service.• Substituted service.
–Hearings were recorded.• Attendance.• Minutes.
Substantial Evidence
• PROOF of GOOD FAITH:–Show the effect of the offense on the
organization or on the business.–Show that you walked the Extra Mile.
• Because employers have the BURDEN OF PROOF*.
• Because ALL DOUBTS favor the employees.
LEGAL WAY
EFFECTIVE WAY• Legal Way isn’t enough. Why?• Because…
– Filing labor complaint is easy and free;– Employee who felt mistreated will try to
vindicate himself or get even;– Guilty employee will try to save face;– Lawyers, paralegals, and labor leaders
accept contingency fees.
EFFECTIVE WAY
Make your employee fire HIMSELF!
EFFECTIVE WAY
Hand-writtenCordialResignationLetter
Constructive Dismissal
Forced Resignation due toEmployer’s BAD FAITH.
EFFECTIVE WAY
I love youbut…YOU’RE FIRED!
How do you say?...“I LOVE YOU but YOU’RE FIRED!”
D.O.C.U.M.E.N.T. © 2013
GOOD FAITH
How to D.O.C.U.M.E.N.T. © 2013
D ocumentation, documentation, documentation!!!
O pen-mindedness.
C larity.
U nderstand Labor Law principles.
M aster HR.
E mbrace best practices: Progressive Discipline
N egotiate, negotiate, negotiate!!!
T ake advice only from experts.
Best Practices
• Progressive Discipline.
• Performance Agreement.
• Performance Improvement Plan.
Best Practices
• Probationary Employment.
• Performance Appraisal.
• Code of Ethics.
Ethical Best Practice• Law on Human Relations
–“Every person must, in the exercise of his rights and in the performance of his duties, act with justice, give everyone his due, and observe honesty and good faith.”
–Article 19, Civil Code
Ethical Best Practice
• Rotary Code of Conduct:–“Be fair in all dealings with others and treat them with the respect due to them as fellow human being.”
1. Is it the TRUTH?2. Is it FAIR to all
concerned?3. Will it build
GOODWILL and BETTER FRIENDSHIPS?
4. Will it be BENEFICIAL to all concerned?
Effective Termination
I love youbut…YOU’RE FIRED!