Roanoke Times
                 Copyright (c) 1995, Landmark Communications, Inc.

DATE: SUNDAY, September 24, 1995                   TAG: 9509220123
SECTION: BUSINESS                    PAGE: F5   EDITION: METRO 
SOURCE: CAMILLE WRIGHT MILLER
DATELINE:                                 LENGTH: Medium

STRONG-ARM TACTICS AFTER A FIRING HAVE CLEAR, IF UNSETTLING, REASONS

A: This increasingly common scenario is driven by technological advances and heightened awareness of legal complications.

Agnis Chakravorty, a principal with the Center for Employment Law, notes that "as more employees have access to computers, it's easy for an employee to download proprietary information which could cause harm to the company." Chakravorty, whose center is a law firm that represents management in labor and employment matters, finds that limiting "access to confidential information following discharge as soon as possible minimizes risk."

Chakravorty also believes that employers use security or law enforcement officers to reduce liability. He notes that once an employee is terminated, "technically, the employee is trespassing."

When discharged employees take an "I don't want to go" stance, "if an employer touches the person, the employer could be charged with assault and battery." Since employers cannot predict when events will take unexpected turns, using law enforcement reduces risk.

There are still risks involved in implementing an escort policy. Chakravorty says that at least one case has emerged where a discharged employee was the first to be escorted out. Since the company hadn't previously "used that practice, the action of escorting the employee out was said to be defamation." Defamation, here, resulted from the stigma attached to the act - others would believe the employee had committed an especially egregious act to warrant an escort. Chakravorty notes that no similar case has been presented in Virginia. The potential exists though, suggesting employers should seek legal counsel before implementing an escort policy.

Minimizing the exit of a discharged employee is a kindness. Employers who must, for security and litigation reasons, use a security escort should time the event so few witness it. Escorting takes a toll on those left behind.

While it's hard to remain loyal when little emphasis appears to be placed on human feelings, there are increasingly strong reasons for this approach.

Q: I've hired several associates over the past year; they've been excellent additions. My secretary is having trouble keeping up with the increased workload. We're behind in everything from billing to reports. She has asked for more help, but the real problem may be motivation.

A: Re-examine the problem. Each added professional increases work geometrically. Work generated by one individual is equalled by a second individual with the addition that a secretary must now set priorities for separate work demands and move between differing temperaments. Enlist your secretary and associates in clearly identifying the problem.

Evaluate the volume of work generated by you and your new associates. You may find that it's much greater than you've thought. Calculating her true workload may reveal that it's too great for any one person to conquer.

Talk with your secretary. Ask about workload and work flow. Listen carefully. If she's putting in overtime or missing lunch to meet your needs, she's motivated - the workload has grown.

An increased workload is fortunate for you; don't undermine your success by failing to provide maintenance for a critical area of good business - your secretarial support staff.

Q: What is open-book management? Is it the replacement for total quality management as the newest trend?

A: Open-book management has been practiced by some companies for years, although not always by that name. Open-book management is what the names suggests - opening company books to all employees. Some managers believe that employees who understand the financial position of an organization will use their skills to help improve the company.

For open-book management to be successful, employers must explain all aspects of record-keeping and financial analysis. They must also have employees they trust. Trust is crucial, because considerable damage can be done if a disgruntled worker provides confidential information to competitors.

Most employees speculate on the state of business, so providing facts may simply reinforce accurate assumptions. It can also correct misinterpretations. John Case, author of "Open-Book Management: The Coming Business Revolution," believes that opening the books can increase employee loyalty, increase profits and provide new incentives for creative problem solving.

Open-book management can be used with or without total quality management concepts. It's one more tool for improving successful enterprises and reviving companies in trouble.