How Long to Review Your Severance Agreement

February 6, 2010

Severance Packages:  Using the ADEA Deadlines to Your Advantage in negotiating your severance agreement:

This is Richard Kent Berger, Esq. of Berkent Legal Services P.C. answering your questions via video blog.  Today’s question is how long do I have to review my severance agreement.  Well, if your employer is seeking you to waive claims that you may have under Age Discrimination in Employment Act, that time may be 21 to 45 days.  If you are not given this time your severance agreement may be valid but your ADEA waiver may not.

Why is this so? The Age Discrimination in Employment Act of 1967 (ADEA) protects individuals who are 40 years of age or older from employment discrimination based on age. The ADEA’s protections apply to both employees and job applicants. Under the ADEA, it is unlawful to discriminate against a person because of his/her age with respect to any term, condition, or privilege of employment, including hiring, firing, promotion, layoff, compensation, benefits, job assignments, and training.

An employer may ask an employee to waive his/her rights or claims under the ADEA either in the settlement of an ADEA administrative or court claim or in connection with an exit incentive program or other employment termination program. However, the ADEA, as amended by OWBPA, sets out specific minimum standards that must be met in order for a waiver to be considered knowing and voluntary and, therefore, valid. Among other requirements, a valid ADEA waiver must:
o be in writing and be understandable;
o specifically refer to ADEA rights or claims;
o not waive rights or claims that may arise in the future;
o be in exchange for valuable consideration;
o advise the individual in writing to consult an attorney before signing the waiver; and
o provide the individual at least 21 days to consider the agreement and at least seven days to revoke the agreement after signing it.

If an employer requests an ADEA waiver in connection with an exit incentive program or other employment termination program, the minimum requirements for a valid waiver are more extensive.  Specifically, if a waiver is requested in connection with an exit incentive or other employment termination program offered to a group or class of employees, the individual is given a period of at least 45 days within which to consider the agreement. (The term “exit incentive or other employment termination program” includes both voluntary and involuntary programs.).

Why Should You Care?  Because the ADEA can buy you time to negotiate your severance.  To review your entire case with an employment attorney to see if you are being mistreated in your termination or layoff.  And, to see if you any grounds to request or demand more money to release away your rights to sue your employer.

What Should You Do?:  Contact a good employment attorney as soon as you are laid off or terminated to determine what your situation actually looks like.  Determine with him or her whether you or counsel should make the next contact with the employer and how best to begin, undertake, and complete a good negotiation on your severance package or whether you should forsake the package and pursue another route.  You may have some time here to make good decisions for yourself in this difficult time.  Use that time wisely.

That’s it for now.  I’m Richard Kent Berger, Esq. from Berkent Legal Services wishing you the very best in your legal affairs.

Litigation Tips and Tricks of the Trade Tip 2: Litigation Databasing Made Simple and Affordable

November 20, 2009

Litigation Tips and Tricks of the Trade:  Tip 2:  Data-basing Made Simple (and Affordable)

This is Richard Kent Berger from Berkent Legal Services, P.C. with another of my Litigation Tips and Tricks of the Trade.  Today’s tip is to explore litigation Data-basing Made Simple (and Affordable).  This video blog explores this issue three ways:  Why?  How? And how much?

Ok, Why?:  Well, litigation is about organization and the more you know about your case the better chance you have to succeed in the litigation whether that means in the demand stage, in discovery or at trial. As I was taught “the best way to settle a case is to prepare to try it.”  So, then, data basing is a way to keep your facts organized so that you can reach for them every time they are needed and whenever they may be found.  Let’s say that you need to prove in a case that the other side KNEW that they breached a contractual term and that the breach was willful.  That evidence may come in from party admissions found in emails, in letters, at depositions, from answers to interrogatories, requests from admissions, stipulations from another case etc.  What if you could mark every such instance under the simple code “BCW” for Breach of Contract Willful?  Then, if you looked up that code you would find every instance of proof of that fact and you could even sort it by type of evidence (document, deposition etc.) chronologically or other ways.  That would be a database on one issue.  As the case is built, more facts would be added to this issue making your cases stronger and stronger and because the database exists in an organized system YOU WON’T FORGET what you’re evidence is, where it is, and how to get to it for legal memos, for depositions, for bench memos, for  Requests for Findings of Facts. For Requests for Admissions etc. etc.  And you only have to learn these facts once because of organization.

Next Question is How:

As this blog is directed to the small firm with medium to complex cases, let me tell you first what you don’t need.  You don’t need to spend thousands of dollars on overally sophisticated litigation support digital environments to make your litigation practice paperless.  For most cases it’s not a good use of your time and your client will have no intention of paying for it.  And, if your case is on contingency you will not want to devote YOUR firm’s time and money scanning and digesting every piece of paper or scrap of testimony that you encounter.  That is why, for the most part, I do not advocate the use of commercial litigation support systems.  They are too complex and the intellectual ROI is not high enough to provide the litigation with the competitive edge that he or she seeks in the case.

Instead, since 1986 when I bought my first PC (while at Gaston & Snow) I started to develop database systems to track my cases.  I used flat file systems and than relational database systems when they became available to me.  I wrote in Reflex, Paradox, and then Miscrosoft Access.  What-ever the platform the process is the same.

  1. Make a list of database codes in a single table.  Add and subtract from this table over the course of the litigation.  This list gets printed out and used often.  It is an integral part of your thought process of the case.  Codes include things like “DA” for Defendant Admission; “SG” for smoking gum; “PUBL” for published (in a defamation case);  “MITD” for mitigation of damages.  The list, literally, goes on and on.
  2. Design your database to inventory whenever you come across a piece of evidence that fits the code.  This is down in input forms that tell you where the evidence is, it’s official citation (like deposition page and lines), and where it can be found (like in banker box # 11, file 501(a)).  Note to self, this is really fun when you get to cite six prior depositions when the deponent in front of you is saying something completely inconsistent to what everyone else has said.  With your laptop in hand, you KNOW this info book and page and line in less than a minute RIGHT ON THE FLY.  It’s not only fun, it settles cases.
  3. Print reports as needed for briefs and trial prep.

Last Question is How Much:? The sky’s the limit but I’m more of the bootstrapping type.  Designing your own system should cost no more than a couple thousand dollars tops and then you’ll use it over and over again and it will do everything you want it to.  If you are database handy, you can do this yourself for Zero Dollars in a weekend or less.  After that the cost is simply to input the facts but that should be happening as you are reviewing evidence and (heck) you have to review the evidence anyway.  In a simple but effective system like this (which will work even for complex cases) I do not advocate scanning all the documents because it’s not needed to control your facts.  The data entry cost should, not even be perceivable and in fact in the long run the hourly effort will decrease because complex collections of facts will never need to be releaerned or re-assembled.

That’s it for now.

I’m Richard Kent Berger from Berkent Legal Services, P.C. hoping you found this helpful and reminding you to feel free to contact us to help with any of your cases.  We’re you “2nd Chair” counsel whenever you need us, wherever you need us.  Till next time counselors!


Top 10 Tips for Entrepreneurs Starting a Business #9 “Noncompetes” and #10 “IP”

October 22, 2009

Top 10 Tips for Entrepreneurs Starting a Business

Tip #9

MAKE SURE YOU ARE NOT GOING TO VIOLATE NONCOMPETE OR CONFIDENTIALITY OBLIGATIONS WITH YOUR NEW BUSINESS: Check your agreements, policies or your former employers, and the common and statutory authorities to make sure you’re in the clear.

Tip #10

PROTECT YOUR IP AND GOODWILL:   Have your founding employees sign NDA’s, proprietary rights agreements, and noncompetition agreements.  You can’t get investment dollars without these and it gets harder and harder to get these agreements in place as time goes on.  And, prior to having them your business is always in jeopardy of disappearing you’re your people “voting with their feet.”