Hope v. Ford Motor Company

CourtDistrict Court, N.D. Illinois
DecidedMarch 22, 2023
Docket1:18-cv-04402
StatusUnknown

This text of Hope v. Ford Motor Company (Hope v. Ford Motor Company) is published on Counsel Stack Legal Research, covering District Court, N.D. Illinois primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Hope v. Ford Motor Company, (N.D. Ill. 2023).

Opinion

IN THE UNITED STATES DISTRICT COURT FOR THE NORTHERN DISTRICT OF ILLINOIS EASTERN DIVISION

JOHN D. HOPE,

Plaintiff, No. 18-cv-04402 v. Judge John F. Kness FORD MOTOR COMPANY,

Defendant.

MEMORANDUM OPINION & ORDER Plaintiff John Hope was 53 years old when he was hired as a Team Manager at Defendant Ford Motor Company’s Chicago Assembly Plant. After ten months on the job, Plaintiff took a two-month medical leave because of a back injury unrelated to his employment. Plaintiff alleges that, after he returned from leave, his supervisor, Darin McElroy, harassed Plaintiff because McElroy regarded him as being disabled. Plaintiff also alleges that McElroy harassed him because of his age. Plaintiff says the harassment created a hostile work environment that forced him to retire about one and a half years into his tenure. In this suit, Plaintiff brings two hostile work environment claims, one under the Americans with Disabilities Act and the Age Discrimination in Employment Act. Defendant has moved for summary judgment on both claims. (Dkt. 78.) As explained more fully below, the evidence gathered in discovery and presented in connection with Defendant’s motions for summary judgment shows that Plaintiff could not prevail before a reasonable jury. Accordingly, Defendant’s motion for summary judgment is granted. I. FACTUAL BACKGROUND

For over twenty years, Plaintiff worked for Defendant at various production facilities. (Dkt. 92 ¶¶ 6, 73.) On August 1, 2016, Plaintiff began a new position as a Team Manager at Defendant’s Chicago Assembly Plant (“CAP”). (Id. ¶ 4.) This was a double promotion from Plaintiff’s previous position at Defendant’s Kentucky Truck Plant, where he worked as a Process Coach supervising hourly employees. (Id. ¶ 5.) As a Team Manager in CAP’s Chassis Department, Plaintiff was responsible for overseeing other salaried supervisors and the overall “productivity, efficiency, safety,

costs, [and] quality” of the assembly line. (Id. ¶ 10.) Plaintiff was supervised by Darin McElroy. (Id. ¶ 7.) McElroy interviewed Plaintiff for the Team Manager role at CAP and took part in the decision to hire Plaintiff. (Id. ¶ 8.) In 2016, McElroy recognized Plaintiff and his team for “Extraordinary Effort/Performance” in “Production and Efficiency.” (Id. ¶ 77; Dkt. 102 ¶ 78.) But McElroy began to take issue with Plaintiff’s job performance in 2017. McElroy first

addressed the performance issues verbally and by email, and as problems persisted, with written Notices of Performance Coaching/Counseling (“NPCC”). (Dkt. 92 ¶ 25.) NPCCs are used to provide feedback and give employees specific direction for improving their performance. (Id. ¶ 23.) NPCCs are not sent to Human Resources or placed in the employee’s personnel file.1 (Dkt. 92 ¶ 23.)

1 The parties dispute whether NPCCs constitute “discipline.” (Dkt. 92 ¶ 23.) Defendant submits a declaration from James Pipkin, a Human Resources Business Partner, who claims McElroy issued Plaintiff his first NPCC on February 8, 2017 regarding cost performance of the Chassis Department. (Dkt. 82 at 67.) This was the only NPCC Plaintiff received before going on medical leave for a herniated disc. Beginning on

June 6, 2017, Plaintiff began having severe back pain while at home. (Dkt. 92 ¶ 18.) Plaintiff was diagnosed with a herniated disc and hospitalized for three days to treat the pain. (Id.) Plaintiff took a two-month medical leave of absence from work to treat the condition through physical therapy. (Id. ¶ 19.) On August 1, 2017, Plaintiff returned to work fully healed with no physical restrictions or limitations on his ability to conduct his daily life. (Id. ¶ 20.) At his deposition, Plaintiff testified that upon his return to work “I felt like I could work and do my normal job, and I could move

regularly.” (Id.) After Plaintiff returned from medical leave, McElroy began issuing Plaintiff a litany of NPCCs, often on the same day. For instance, Plaintiff received one NPCC on August 3, 2017 about overmanning (working more employees than necessary) (Dkt. 93-1 at 2); six NPCCs on October 8, 2017 related to overmanning, end of shift procedures, failure to document coaching or counseling of subordinates, overtime

spend, and unresolved machinery repairs (Id. at 4–10); one NPCC on October 16, 2017 about overmanning (Id. at 11); two NPCCs on November 14, 2017 regarding overmanning and failure to arrange staffing coverage during scheduled vacations (Id.

that NPCCs are “not discipline” (Dkt. 82 at 3), while Plaintiff maintains that NPCCs are discipline because they “can ultimately lead to [a Performance Enhancement Plan] program which could lead to suspension and up to termination” (Dkt. 92 ¶ 23). Whether NPCCs constitute official “discipline,” however, is not relevant to Defendant’s motion for summary judgment. at 12–14); three NPCCs on November 30, 2017 related to production loss, overmanning, and unresolved machinery repairs (Id. at 15–19); two NPCCs on January 8, 2018 about overmanning and inventory management (Id. at 20–21); and

three NPCCs on January 25, 2018 about overmanning, inventory management, and production loss (Id. at 22–25). McElroy also routinely told Plaintiff that he was “not engaged” in his work, meaning that he was “not focused on the job at hand . . . [and] on what [Plaintiff] need[s] to do.” (Dkt. 92 ¶ 38.) McElroy considered Plaintiff to be the poorest performing Team Manager in the Chassis Department. (Id. ¶ 41.) Plaintiff was rated a “Lower Achiever” in his 2017 year-end performance review. (Id. ¶ 46.) This rating

was determined by a group of managers Plaintiff regularly interacted with, not just McElroy. (Id.) Plaintiff, however, was never placed on a performance enhancement plan (“PEP”) during his tenure with Defendant. (Id. ¶ 24.) Under Defendant’s rules, an employee with serious performance issues may be placed on a PEP, which sets specific, measurable goals that the employee must meet in the short term. (Id.) Plaintiff, in turn, had issues with McElroy’s management style. Plaintiff

disagreed with the way McElroy ran his department, saying that McElroy “would micromanage the heck out of you,” which was “not [Plaintiff’s] style.” (Dkt. 92 ¶ 47.) McElroy would also raise his voice at times and yelled at Plaintiff and other members of the team. (Id. ¶ 48.) Plaintiff considered McElroy’s communication style to be “harsh,” “aggressive,” and “unprofessional.” (Id. ¶¶ 48–49.) Plaintiff’s coworker, Charles Givens, also recalls McElroy raising his voice at employees on multiple occasions. (Id. ¶ 48.) As did Plaintiff, Givens found McElroy’s communication style to be “harsh” and “derogatory” and thought that McElroy’s “people skills were terrible.” (Id. ¶ 49.)

Plaintiff eventually complained to Human Resources regarding an incident that occurred on November 27, 2017, when McElroy was “screaming and yelling at everybody” in Plaintiff’s area because an assembly line was down at the start of the shift. (Id. ¶ 53.) On January 22, 2018, Human Resources Associate, Gina Allmon-Smith, interviewed Plaintiff about the incident. (Id. ¶ 57.) Allmon-Smith also interviewed McElroy and several of the employees he supervised. (Id.) But before Human Resources could complete their investigation, Plaintiff submitted notice that

he intended to retire. (Id. ¶ 59.) Plaintiff’s last day of work at CAP was February 8, 2018. (Id. ¶ 60.) Plaintiff was 55 years old when he retired. (Id.) Human Resources later concluded the investigation and found that McElroy had not violated company policy, but HR counseled McElroy to refrain from using harsh or offensive language in the future. (Id. ¶ 58.) Around the time Plaintiff complained to Human Resources, Plaintiff also filed

a charge of discrimination with the Equal Employment Opportunity Commission (“EEOC”).

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Hope v. Ford Motor Company, Counsel Stack Legal Research, https://law.counselstack.com/opinion/hope-v-ford-motor-company-ilnd-2023.