In an attempt to win over job seekers, managers and HR executives must exercise caution in what they say.
Employers make every effort to make an impression on candidates in their expectation of drawing in the best people. This means that managers who hire should exercise caution while courting candidates since they could make a misleading promise that causes a misunderstanding or even leads to a lawsuit against the organization.
However, is it even possible for a worker to sue for making false promises? Employers need to first define false promises in order to respond to that question.
What constitutes false promises?
A recruiting manager can give a false promise, also called a deceptive enticement of employment, if they declare something that the company can or should do but are unable to or choose not to go through with. The purpose of these claims is to persuade prospective employees to think of working for the organization. For present employees, a false promise may also occur. False claims might be made by managers and HR directors to persuade an employee to remain with the company.
These allegations of fraud may include but are not limited to, assurances of an impending promotion, larger bonuses, moving to a favored team following project completion, an impending change in work timeline, accepting more work in exchange for the opportunity to participate in a significant project, and an extended benefits package in exchange for remaining in the position longer. All of these assertions could, of course, be true and fair. Assume, however, that neither the promised improvements nor any progress in achieving them are being shown in the working circumstances of the employees. If so, it may be deemed a false promise, regardless of the employer’s intention.
Learn how to enforce a verbal contract in court.
What workers can do in the wake of false promises?
Employees who feel they were misled by their employer may be able to sue for losses they suffered as a result of entering or remaining in the organization on false pretenses.
To assert they were duped by false promises, employees must, however, meet a number of requirements. The employee has to demonstrate:
- The management or employer must have known the offer was untrue and made a deceptive distortion of the facts;
- The manager or employer promised to use their influence to persuade the worker to accept the activity or contract;
- The employee’s decision to take the job or activity was mostly motivated by the promise; and
- The worker suffered consequences such as losing a stable job in exchange for the assurance and having to drastically alter their way of life, like migrating.
If the worker can show tangible proof that the employer or manager made false promises, they might bolster their case for fraudulent inducement. These could be verbal declarations, letters, emails, or job contracts.
For the employee’s claim to be recognized as a false solicitation of employment, it must be demonstrated that the deceptive offer was made with deliberate intent. If the judge could be convinced of the fraudulent promise, damages could be awarded.
At-Will employment versus false promises
For at-will workers, proving misleading promises could be more difficult. Employees that have an at-will contract of employment are free to end the job at any point, with or without reason, justification, or prior notice, provided that doing so is not in violation of local, state, or federal anti-discrimination legislation.
Because of this, it is challenging, although not impossible, to demonstrate that the employer gave a misleading assurance. The employer cannot be held liable for not fulfilling an assurance of certain conditions because the worker has accepted an at-will contract of employment and the employer has the freedom to modify the at-will worker’s job conditions at any moment.
Companies must honor their commitments
Despite the at-will nature of the job, it is preferable for managers and employers to fulfill their commitments. Encouraging the best candidates while holding onto highly qualified current personnel is the aim of every organization. That being said, it is terrible and inappropriate behavior, especially for those who manage a team along with other employees, to make promises to employees about promotions, awards, and benefits and then not follow through on them.
A company’s perception of its employees is demonstrated by its fulfillment of promises. Although it’s simple to ignore a promise, a company that genuinely cares about its employees will go over and beyond to give the best working environment possible in accordance with the terms of their agreement. Employee engagement, retention, morale, and productivity all benefit from this increased sense of trust between the staff and the organization.
Employees can develop realistic judgments about the company and determine whether or not they connect with its goals and principles by being given clear and honest information about what to anticipate from their duties and the organization. Employers are then better able to identify candidates who are an ideal match for the job, thereby reducing the possibility of selecting a candidate who would quit soon because the employment position did not meet their expectations.
In any situation, HR managers and leaders have an obligation to be truthful with staff members and should make every effort to present an optimal job opportunity. But workers also have a responsibility to identify the difficulties in their roles and let their supervisors know about them. Each function has unique obstacles to overcome, but with teamwork and collaboration between employers and employees, it is feasible to actively resolve what has led to the problem and greatly reduce stress and difficulties. Also, by boosting other areas of the business that weren’t considered problematic until workers voiced their issues, this lets the company keep its commitments.