Managing Communications During an Internal Investigation
Tamara Devitt is labor and employment partner with Haynes and Boone, LLP. Tamara has represented employers in all aspects of labor and employment law for nearly 20 years. She regularly defends employers against claims of discrimination, unlawful harassment, wrongful termination, unfair business practices and wage and hour claims, including class actions and complex litigation. Tamara also advises and counsels employers on compliance, including hiring, discipline and termination practices, wage and hour issues, misconduct investigations (i.e., harassment, workplace violence, embezzlement), leaves of absence, reasonable accommodation of employees with disabilities, policies and procedures and employment agreements. Before becoming an employment lawyer, Tamara worked for nine years in human resources, where she handled employee relations, leaves of absence and benefits. Tamara has served on the Board of PIHRA Los Angeles for 8 years. Tamara is currently the legal chair and previously served for three years as the chair for PIHRA-LA.
Zach Olsen oversees Infinite Global’s crisis response and reputation management group. In addition to the management of Infinite Global’s international operations, Zach’s work includes helping organizations and individuals prepare for and respond to crises that threaten their reputations, brands and bottom lines. Clients look to Zach for strategic counsel on internal and external communications campaigns, high-stakes litigation PR efforts and for his expertise assessing and responding to public-facing crises. Those clients include public entities, law firms, financial services institutions, healthcare companies and C-suite executives in the U.S. and abroad. Zach is a frequent public speaker and author on topics important to Infinite Global’s clients, including the management of reputational risk and exposure, the incorporation of PR and media relations into broader marketing campaigns, and the leveraging of current events into credentialing efforts for individuals and organizations.
Credits
HRCI - HR (General):1.25, SHRM - PDC:1.25
Description
As an employer, what you say is just as important as what you do. This holds especially true for an organization in the throes of an internal investigation, when, in addition to tough decisions about how to appropriately investigate and resolve a matter, legal and HR teams are facing rumor mills, questions and scrutiny from other staff members, board members, media and customers. From employees, shareholders and boards of directors to the media and online trolls, the task of managing the internal and external communications during an investigation can be daunting. This panel will use real life examples of companies that have navigated these challenges well, avoiding undue reputational harm and litigation in the process, and those that have fallen short and suffered the consequences. This panel will outline best practices for communicating during and after an investigation and how to avoid common pitfalls when faced with an internal crisis, as well as legal parameters for what can be said, and confidentiality and privilege considerations.
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