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Posted on July 23, 2019June 29, 2023

The 14th Nominee for the Worst Employer of 2019 Is … the Horrible Harasser

Jon Hyman The Practical Employer

In its press release announcing a recently filed sexual harassment lawsuit, the EEOC says that a New York-based housing development and property management company violated Title VII when its owner and top executive repeatedly subjected female employees to crude sexual comments, called them sexually obscene names and showed them pornography.

And, as bad as that sounds, that description barely scratches the surface of what is actually alleged to have happened in this workplace.

The complaint that the EEOC filed fills in the blanks with disgusting details about the daily barrage of unwelcome and offensive misconduct.
    • The owner made crude remarks about his sexual interests, such as: that his “dick may not always work but my tongue will”; and that he “knows how to satisfy a woman” and “likes the way they [women] taste.”
    • The owner made unwelcome and sexualized comments about female employees’ bodies, such as: telling a female employee that her body was curvy and reminded him of his wife’s body, telling another that he admired her breasts, and telling another that he “felt like a kid in a candy store,” when she bent over.
    • When angry, the owner called female employees hostile, abusive, and demeaning names, such as: “cunts.”
    • The owner repeatedly put his hand down his pants and touched his genitals while speaking to female employees.
    • The owner showed female employees pornography on his cell phone.
The women say in the complaint that this egregiously offensive misconduct happened on daily or near-daily basis, that their complaints to the company’s CFO fell on deaf ears, and that it finally compelled them to quit.
I’m speechless, other than to say that if these allegations are true, “Congratulations, Birchez Associates and Rondout Properties Management of Kingston, N.Y., you’re the 14th nominee for the worst employer of 2019!”
Thanks to Janette Levey Frisch for bringing this story to my attention.

Previous nominees:

The 1st Nominee for the Worst Employer of 2019 Is … the Philandering Pharmacist

The 2nd Nominee for the Worst Employer of 2019 Is … the Little Rascal Racist

The 3rd Nominee for the Worst Employer of 2019 is … the Barbarous Boss

The 4th Nominee for the Worst Employer of 2019 is… the Flagrant Farmer

The 5th Nominee for the Worst Employer of 2019 is… the Fishy Fishery 

The 6th Nominee for Worst Employer of 2019 Is … the Diverse Discriminator

The 7th Nominee for Worst Employer of 2019 Is … the Disability Debaser

The 8th Nominee for the Worst Employer of 2019 Is … the Lascivious Leader

The 9th Nominee for the Worst Employer of 2019 Is … the Fertile Firing

The 10th Nominee for Worst Employer of 2019 Is … the Exorcising Employee

The 11th Nominee for the Worst Employer of 2019 Is … the ****y Supervisor

The 12th Nominee for the Worst Employer of 2019 Is … the Disguised Doctor

The 13th Nominee for the Worst Employer of 2019 Is … the Excoriating Executives
Posted on July 22, 2019June 29, 2023

Parental Discrimination Claims Pose Big Risks for Employers

Jon Hyman The Practical Employer
According to workingmother.com, More Parents Than Ever Are Suing Their Employers for Discrimination—and Winning.
The article is right — parental discrimination claims (which are really just sex discrimination claims brought by working parents) are very dangerous for employers.

What is parental discrimination? The article breaks this claim down into four different subsets.

    1. Pregnancy discrimination: Examples include firing someone because she is pregnant, refusing to hire someone because she’s pregnant, or denying an accommodation to a pregnant employee that you otherwise grant to other employees with similarly disabling limitations.
    2. Caregiver discrimination: Treating moms (or dads) differently than non-parents because of their parental responsibilities outside of the workplace.
    3. Breastfeeding discrimination: Denying accommodations, including unpaid break time and private lactation spaces, to new moms.
    4. Stereotyping discrimination: Denying employment or employment-related opportunities (i.e., promotions) to moms (and dads) based on stereotypes like, “You’re more dedicated to your family than your job.”
According to the article, the number of parental discrimination claims filed in federal courts rose an astounding 269 percent between 2006 and 2015, and continues to rise.

Moreover, not only are parents suing more, but they’re also more likely to win. A typical employee only wins a workplace discrimination case between 16 and 33 percent of the time. Parental discrimination claims, however, are two to four times more successful for employees, with plaintiffs winning 67 percent of cases that go to trial.

Why are these claims so dangerous for employers? Working Mother offers several theories.

1. The number of employees with family responsibilities has swelled.

2. #MeToo has affected a cultural shift towards the rights of women in the workplace.
3. There exists more awareness of sex and pregnancy discrimination laws.
4. Society can be more progressive than many employers, who are still operate from the stereotypical idea of one-working-parent households.

We no longer live in an Ozzie & Harriet world. Long gone are the days when the wife would be waiting at home to greet her husband with a pair of slippers and a martini while she put dinner on the table for the family. Women work. Moms work. And no one should be treated differently or punished as a result.

As the Working Mother article adroitly points out, there is only one unhappy ending to telling an employee that his wife, or she, belongs at home with the children. It starts with law- and ends with -suit. Women have the right to work, and neither they, nor their spouses, should be punished for exercising that right, regardless of their chosen profession. Employers, force a working parent to make that unlawful choice at your own risk.

Posted on July 16, 2019June 29, 2023

A Handy FAQ for Service Animals in the Workplace

Jon Hyman The Practical Employer

A local Subway recently earned itself some bad publicity when an employee denied access to a customer with a service dog.

While this story involved a customer and not an employee, it did get me thinking about employee service dogs at work.

I created this handy FAQ on service dogs at work for your reference.

Q1:     What does the ADA say about service animals?

A1:     Believe it or not, Title I of the ADA (the part of the law that covers employers and employees) is completely silent on the issue of service dogs. Thus, because Title I does not specifically address service animals, an employer should consider a request from an employee to bring a service animal to work just like any other request for a reasonable accommodation. This means that employers must consider the request, but do not have to automatically allow employees to bring their service animals to work.

Q2:     What types of service animals does the ADA cover?

A2:     Only two species can ever qualify as service animals under the ADA—dogs and miniature horses. That’s it. Any other animal, even if trained to do work or perform tasks for the benefit of an individual with a disability, is not an animal for which the ADA requires the consideration of an accommodation.

Q3:     How should employers process requests for service animals by employees?

A3:     Because the ADA is silent on this issue, a request to bring a service animal to work is nothing more than a request by an employee for an employer to modify its no-animals-in-the-workplace policy. If you have such a policy, you must consider modifying the policy on a request-by-request, case-by-case basis. If you don’t have such a policy, and generally allow other employees to bring animals to work, then you should allow employees with disabilities to bring service animals.

Q4:     Must an employer allow service animals upon request, or can it offer other accommodations?

A4:     A disabled employee is entitled to a reasonable accommodation, not his or her preferred accommodation. Thus, if there exists another reasonable accommodation (other than an exception to your no-animals policy) that will enable the employee to perform the essential functions of his or her job, then you can offer that accommodation in lieu of permitting a service animal. That said, because of the personal nature of a service animal, you should be prepared for the possibility that it might be the only reasonable accommodation in many instances.

Q5:     What kind of documentation can an employer seek from an employee in support of the request for a service animal at work?

A5:    When an employee with a disability requests the use of a service animal at work, the ADA grants the right to an employer to request medical documentation to support the need for the accommodation (if the need is not otherwise obvious; a blind employee should not need to prove the need for a seeing eye dog). Also, an employer has the right to request proof that the service animal is appropriately trained and will not disrupt the workplace.

Q6:     Can you require proof of certifications, vaccinations, or insurance coverage?

A6:     I would. Before being permitted to bring animals to work, owners (even those with disabilities and service animals) should verify that vaccinations are up to date, that the animal licensed and free of parasites and insects, and on regularly scheduled flea and tick preventatives. An employee should verify, in writing, sufficient homeowners’ or renters’ insurance to cover any damage to person or property caused by the animal. You could also consider indemnification in case your business gets sued, and a written paycheck deduction authorization for any damage caused (but I wonder if this could creep into the realm of discrimination or retaliation if you don’t require the same of other employees in similar circumstances.)

Q7:     Can I hold the animal to certain workplace standards?

A7:     Absolutely. I have no issues with requiring that all service animals be “office broken.” Animals with any bite history should not be permitted. Moreover, any aggressive behavior, such as growling, barking, chasing, or biting, should result in the animal’s expulsion on the first complaint. Animals should also be house broken, friendly towards people and other animals, and not protective of their owners or their owners’ spaces. Finally, you should define when animals must be leashed or otherwise restrained.

Q8:     Can an employer deny a request if certain areas are off limits, or to accommodation other employees with certain animal allergies or phobias?

A8:     No. If certain areas are off limits, for example, because of safety or other reasons, you just set rules and limits keeping the animal out of those areas. It’s not a reason to deny a request outright. Similarly, when you have When you have two people with disabilities, you don’t treat one as more important than the other. Instead, you work out a balance between each’s needs and accommodations.

Q9:     How you handle a service animal’s bathroom needs?

A9:     Designate a specific area outside for animals to go to the bathroom (preferably away from the entrances), and make sure pet owners understand that it is their responsibility (and only their responsibility) to clean up messes outside and accidents inside. You may, however, have to considering altering an employee’s break time(s), or providing additional breaks, to permit the disabled employee to care for the needs of his or her service animal.

Q10:     What about emotional support animals, and other animals not classified as “service” animals?

A10:     Emotional support animals, comfort animals, and therapy dogs are not service animals under the ADA. Thus, you have no duty to accommodate these requests.

These are not easy issues to work through. My recommendation is that you work with your employment counsel if you receive an accommodation request for a service animal from an employee.

Posted on July 9, 2019June 29, 2023

NLRB Offers Significant Guidance on Its New(ish) Employee Handbook Rules

Jon Hyman The Practical Employer

It’s been just over 18 months since the National Labor Relations Board decided Boeing Co., perhaps its most significant decision in decades.

It rewrote more than a decade of precedent by overturning its Lutheran Heritage standard regarding when facially neutral employment policies violate the rights of employees to engage in concerted activity protected by section 7 of the National Labor Relations Act.

In Boeing, the board scrapped Lutheran Heritage’s “reasonably construe” test (a work rule violates section 7 if an employee could “reasonably construe” an infringement of their section 7 rights) with a test that balances “asserted business justifications and the invasion of employee rights” by weighing “(i) the nature and extent of the potential impact on NLRA rights, and (ii) legitimate justifications associated with the requirement(s).” It was a huge win for employers drafting and issuing workplace policies.
In applying this balancing, the NLRB announced the three-tiered approach to analyzing the legality of employee handbook and other workplace rules.

Category 1: Rules that are Generally Lawful to Maintain, which, when reasonably interpreted, do not prohibit or interfere with the exercise of rights guaranteed by the Act, or the business justification for which outweighs any potential adverse impact on protected rights

Category 2: Rules Warranting Individualized Scrutiny, which are not obviously lawful or unlawful, and must be evaluated on a case-by-case basis to determine whether the rule would interfere with rights guaranteed by the NLRA, and if so, whether any adverse impact on those rights is outweighed by legitimate justifications.

Category 3: Rules that are Unlawful to Maintain, which are generally unlawful because they would prohibit or limit NLRA-protected conduct, and the adverse impact on the rights guaranteed by the NLRA outweighs any justifications associated with the rule.

Last month, the NLRB Office of General Counsel released its advice memo in Coastal Shower Doors (curiously dated 8/30/2018), which passed judgment on the legality or illegality of 10 different handbook provisions under the Boeing standard.
    1. “Obtaining unauthorized confidential information pertaining to clients or employees.” Lawful Category 1 confidentiality rule.
    2. “Rude, discourteous or unbusinesslike behavior; creating a disturbance on Company premises or creating discord with clients or fellow employees.” Lawful Category 1 civility/disruptive-behavior policy.
    3. “Soliciting, collecting money, or distributing bills or pamphlets on Company property by employees during non-working time, including rest and meal periods, is not restricted so long as such activity is in good taste.” Lawful Category 1 solicitation/distribution policy.
    4. “Un-business-like conduct, on or off Company premises, which adversely affects the Company services, property, reputation or goodwill in the community, or interferes with work.” Lawful Category 1 on-duty conduct rule, and lawful Category 2 off-duty conduct rule.
    5. “… all information gathered by, retained or generated by the Company is confidential. There shall be no disclosure of any confidential information to anyone outside the Company without the appropriate authorization. . . . nothing in this policy is intended to infringe upon employee rights under Section Seven (7) of the National Labor Relations Act (NLRA).” Unlawful Category 3 rule.
    6. “Disparaging, abusive, profane, or offensive language (materials that would adversely or negatively reflect upon the Company or be contrary to the Company best interests) and any illegal activities—including piracy, cracking, extortion, blackmail, copyright infringement, and unauthorized access to any computers on the Internet or email—are forbidden.” Lawful Category 1 civility and on-duty misconduct rule.
    7. “Employees should refrain from posting derogatory information about the Company on any such sites and proceed with any grievances or complaints through the normal channels.” Unlawful Category 3 rule.
    8. “Employees may not post any statements, photographs, video, or audio that reasonably could be viewed as disparaging to employees.” Lawful Category 1 civility rule.
    9. “Employees may not post to any on-line forums … providing any Company telephone number or extension. Do not create a link from any personal blog, website or other social networking site to a Company website without identifying oneself as an employee of the Company.” Part lawful Category 1 rule (as to self-identification) , and part unlawful Category 2 rule (as to telephone number ban).
    10. “The use of personal cell phones or other mobile devices is prohibited during working hours for personal use, including phone calls, texting and downloading of web content.” Unlawful Category 2 rule.
This memo, which delves into a lot more detail on each of the 10 policies, is required reading for anyone drafting, rewriting or reviewing an employee handbook, and offers great insight into how the NLRB will judge policies under its relatively new Boeing test.
Posted on July 8, 2019June 29, 2023

Why Was a Stadium Full of People in France Chanting ‘EQUAL PAY’?

Jon Hyman The Practical Employer

Indisputable fact No. 1: Women and men should earn the same pay for the same work.

Indisputable fact No. 2: The players on the United States women’s national soccer team earn substantially less than their counterparts on the men’s team

The Equal Pay Act requires that an employer pay its male and female employees equal pay for equal work. The jobs need not be identical, but they must be substantially equal. Substantial equality is measured by job content, not job titles.

The Act is a strict liability law, which means that intent does not matter. If a woman is paid less than male for substantially similar work, then the law has been violated, regardless of the employer’s intent.

This strict liability, however, does not mean that pay disparities always equal liability. The Equal Pay Act has several built-in defenses, including seniority, merit, quantity or quality of production, or any other factor other than sex.

Which brings us to indisputable fact No. 2, and the stadium chanting “equal pay.”

Two things of note happened in the U.S. soccer world on Sunday. The women won their fourth World Cup title, dominating the entire tournament, including the Netherlands 2-0 in the final. Meanwhile, the men lost the CONCACAF Gold Cup final 1-0 to Mexico.

The women’s team currently is engaged in a gender discrimination lawsuit against the United States Soccer Federation, claiming that the organization pays its male players way more than its female players. How much more? According to documents obtained by the Guardian, for example, each player on the U.S. women’s national team could receive more than $260,000 for winning the Women’s World Cup; each player on the men’s national team could earn more than four times that amount for winning the World Cup.

Last I checked, $260,869 does not equal $1,114,429. That’s a pay gap. Which could be legal under the Equal Pay Act, but only if it’s based on a factor other than sex. And this is where I plead ignorance. U.S. Soccer says that any pay differences are “based on differences in aggregated revenue.” I have no idea whether that’s true or false, but if true it might qualify as a “factor other than sex.”

What I do know, however, is that U.S. Soccer cannot justify these pay differences based on merit or success. The FIFA Women’s World Cup has been held eight times — the U.S. women’s team has won four of them, and has never placed worse than third. In the same time frame, the men’s team failed to even qualify for the 2018 World Cup and has never finished better than the quarter-finals (once, in 2002). The U.S. women have also won four Olympic gold medals, nine out of 10 CONCACAF Women’s Gold Cups, and are the No. 1 ranked team in world.

And, on the same day the women’s team won the World Cup, the men’s team lost the CONCACAF Gold Cup final (no offense to North American. Caribbean, and Central American soccer, but winning the CONCACAF Gold Cup is the equivalent of a AAA baseball team winning its league — it’s nice to win, but you’re not beating the best players on the best teams in world).

Based on results, it seems to me that not only should the women’s team be paid equally with the men’s team, but that there exists a great argument for the scale to be flipped, with the women’s team earning substantially more than do their male counterparts.

So, soccer fans and legal scholars, educate me. Why are the women paid so much less than the men?

I want to understand. Help me understand.

Posted on July 2, 2019

There’s No Such Thing as ‘Reverse’ Discrimination

According to the New York Post, a Caucasian 20-year veteran attorney for the Legal Aid Society is suing her former employer for race discrimination. Among other issues in her lawsuit, she claims that she was denied a lateral move “because of ‘diversity considerations.’”
Do you know that some courts impose a different, higher legal standard for discrimination against white employees than for discrimination against African-American employees?

According to these courts, a non-minority employee asserting a claim of race discrimination must demonstrate background circumstances to support the suspicion that the defendant is that “unusual employer who discriminates against the majority.”

This is nonsense. Last I checked, EEOC is the “Equal Employment Opportunity Commission,” not the “Minority Employment Opportunity Commission.” A minority manager is just as capable of committing discrimination as a white manager. The law should not treat “reverse” discrimination any differently.

Discrimination is discrimination, period.

Applying different proof standards depending on the perpetrator of the alleged discrimination re-enforces the very stereotypes that our EEO laws intend to eradicate. Can we please remove from the law this idea of “reverse” discrimination, and just agree that discrimination is wrong regardless of the races of those accused of perpetrating it?

Also in The Practical Employer

The 12th Nominee for the Worst Employer of 2019 Is … 

Does the Attorney-Client Privilege Protect Harassment Probes Conducted By a Lawyer?

Abortion Discrimination = Pregnancy Discrimination

Posted on June 20, 2019June 29, 2023

Is Blockchain the Next Frontier in Combating Sexual Harassment?

Jon Hyman The Practical Employer

Vault Platform has developed an app that uses blockchain technology to allow employees to document and report workplace sexual harassment on their smartphones.

“Interesting,” you say,” but what’s blockchain technology?”

Great question. I asked my partner, David Croft, who chairs Meyers Roman’s Blockchain & Cryptocurrency practice group. His answer: “Blockchains are decentralized databases, maintained by a distributed network of computers that rely on network effects and economic incentives to secure the network.”

In other words, blockchains are secure bits of data secured across a decentralized network of digital devices, for which the keys to unlock rely on every other block in the chain. Or, described another way (per Blockgeeks)—

A blockchain is a growing list of records, called blocks, which are linked using cryptography. Each block contains a cryptographic hash of the previous block a timestamp, and transaction data. By design, a blockchain is resistant to modification of the data. It is “an open, distributed ledger that can record transactions between two parties efficiently and in a verifiable and permanent way. …

A blockchain is, in the simplest of terms, a time-stamped series of immutable record of data that is managed by cluster of computers not owned by any single entity. Each of these blocks of data (i.e. block) are secured and bound to each other using cryptographic principles (i.e. chain).

Which brings us back to Vault Platform’s sexual harassment documentation and reporting app.

The app uses blockchain technology to provide a safe space or a “vault” allowing workers to write reports of harassment and store any evidence, says Neta Meidav, CEO of Vault Platform. The vault itself is private, she says, but at any time workers can use the app to send that information directly to HR. …

If workers decide to report harassment directly to their HR department they have two options, they can elect to individually report or they can choose to go together, Meidav says. By using go together, the platform will search for other complaints about the same individual. If others exist, then the reports will all be sent to HR together. If not, then it will be held until another employee reports that person. …

“The technology will identify if there has been past or present complaints about this person as well,” she says. “Your claim will go to HR with other people who have reported in the past.”

Blockchain has the potential to transform human resources management. It’s being used in hiring and recruiting, paying employees and contractors, tracking time and attendance, and verifying backgrounds (among other uses).

This post is in no means an endorsement of Vault Platform. I’ve never used it and don’t know of any company that has; everything I know about it is from reading its website and the few articles about it I found on the internet. That said, it is illustrative of how blockchain may, in the near future, disrupt HR.

If you are not at least investigating how blockchain technology can help you organization take its HR management to the next level and into the future, you are doing your business a disservice. Thankfully, I know a few attorneys who are at the ready to help.

Posted on June 18, 2019June 29, 2023

What’s a Hostile Work Environment? You’ll Know It When You See It

Jon Hyman The Practical Employer

“I know it when I see it.” These are the famous words of Justice Potter Stewart defining legal obscenity in his concurring opinion in Jacobellis v. Ohio (1964).

I feel the same way about a hostile work environment. For a hostile work environment to be actionable, it must (among other factors) be objectivity hostile. What does this mean? It’s hard to define, but I know it when I see it.

For example, consider the case of Curtis Anthony, an African-American quality inspector for Boeing at its North Charleston, South Carolina, plant, sued his employer for allowing a racially hostile work environment.

According to ABC News, his allegations include white co-workers urinating in his seat and on his desk, leaving signs with the “n-word” near his workspace, and ultimately leaving a noose above his workspace. Boeing, for its part denies the allegations, stating that Boeing spokesperson wrote, that Anthony “is a valued Boeing South Carolina teammate, [and] there is no validity to his allegations.”

Bingo. Hostile work environment. I can’t necessarily define it, but I know it when I see it.

Regardless of whether an employee can hold you legally responsible for, let’s say, another employee peeing on his desk, why would let this misconduct go unchecked? Even if you think it’s just horseplay, you can’t ignore it.

If an employee complains about misconduct, your reaction should never be, “Well, I understand, but it’s not that bad, or at least not bad enough for you to sue us; now go back to work.” Your obligations as an employer-recipient of a complaint of workplace harassment never changes. Investigate and take prompt remedial action to reasonably ensure that the harassment stops and does not repeat.
Otherwise, you are setting yourself up for a very difficult and expensive lawsuit. In other words, urine trouble (sorry … not sorry).
Posted on June 6, 2019June 29, 2023

An Obituary for Employment At-will

Jon Hyman The Practical Employer
Over at her employee-rights blog, Screw You Guys, I’m Going Home, attorney Donna Ballman asks, “Is is time to terminate at-will employment laws?” 
Well Donna, there’s no need to terminate these laws; they are already dead. I hear it all the time from clients. “Aren’t we an at-will employer? We paid you for that handbook that says so. Why can’t we fire this employee. This is *!%#*!”

Yes, your employees are at-will. And that and a hill of beans will get you sued.

Employment at-will is dead. Do you have the right to fire an employee for no reason? Absolutely. Yet, if that employee is African-American, Other-American, a woman (or a man), pregnant or recently pregnant, suffering from a medical condition (or related to someone with a medical condition, or you think has a medical condition but doesn’t), on a medical leave or returning from a leave, injured, religious, older (i.e., age 40 or above), LGBTQ, serving in the military or a veteran, or a whistleblower or otherwise a complainer, the law protects their employment. Which means that if you fire them, you better have done so for a good reason.

If you look at those categories, most of your employees fall under one of more of them. In other words, while you are an “at-will employer,” that doesn’t really mean anything anymore. Employees just have too many protections.

So, how do I suggest you respond? Follow the Platinum Rule of Employee Relations. Treat your employees as they would want to be treated. If you treat your employees as they would want to be treated (or as you would want your wife, kids, parents, etc. to be treated), most employment cases would never be filed, and most that are filed would end in the employer’s favor. Juries are comprised of many more employees than employers, and if jurors feel that the plaintiff was treated the same way the jurors would expect to be treated, the jury will be much less likely to find in the employee’s favor.

What does this mean for your poor performing employees? Does they understand the performance problems? Were they given sufficient counseling and warnings before termination? And, most importantly, can you prove it via contemporaneous documentation? If so, there is no reason to give poor performance a pass just because of the risk of a lawsuit. Otherwise? I’d think long and hard before firing.

So let’s all raise a glass and toast employment at-will. It had a good ride.

Posted on June 4, 2019June 29, 2023

Proposed Law Wants to Convert ‘Anti-Vaxer’ Into a Protected Class

Jon Hyman The Practical Employer

With a couple of important exceptions, an employer can require that employees be up to date on their vaccinations.

The exceptions?

1. An employee with an ADA disability that prevents him or her from receiving a vaccine may be entitled to an exemption from a mandatory vaccination requirement as a reasonable accommodation.

     2. An employee with a sincerely held religious belief, practice, or observance that prevents him or her from receiving a vaccine may also be entitled to an exemption from a mandatory vaccination requirement as a reasonable accommodation.
A recently proposed Ohio looks to significantly expand these exceptions by elevating “unvaccinated” to the equivalent of a class protected from discrimination.

The misleadingly named Medical Consumer Protection Act would prohibit an Ohio employer from discharging without just cause, refusing to hire, or otherwise discriminating against any person on the basis that the person has not been or will not be vaccinated because of a medical contraindication or for reasons of conscience, including religious beliefs. It would also create a private cause of action allowing an employee to file suit over violations and seek compensatory and punitive damages.

I had a roommate in college who was fond of telling me that my opinion was wrong. I would tell him, “My opinion is my opinion. It might be misinformed. You might disagree with it. But it can’t be wrong.” It’s Hyman’s Law of Opinions. Today, I decree the following amendment to Hyman’s Law:

* … except in the case of vaccinations. If you oppose vaccinating yourself or your children, your opinion is wrong, period (unless you have a bona fide medical condition or religious belief that prevents you from receiving said vaccinations). Otherwise there’s no reason not to vaccinate. If you don’t care about your own health, care about the health of all of those around you, and the public health risks and costs you are helping create.

And if you happen to be an anti-vaxer and take issue with Hyman’s First Law of Opinions (as amended), you’ve brought the measles back from extinction. Case closed.

So I give a big thumbs down to the Medical Consumer Protection Act. It’s both unnecessary (by protecting from employment discrimination those whom the law already protects) and wildly over broad (by also protecting those who are unvaccinated “for reasons of conscience”).

Thankfully, this poorly conceived piece of legislative policy will never become an actual law.

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