Nasrallah v. Robert Half International, Inc.

CourtDistrict Court, N.D. Ohio
DecidedApril 14, 2020
Docket1:19-cv-00795
StatusUnknown

This text of Nasrallah v. Robert Half International, Inc. (Nasrallah v. Robert Half International, Inc.) is published on Counsel Stack Legal Research, covering District Court, N.D. Ohio primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Nasrallah v. Robert Half International, Inc., (N.D. Ohio 2020).

Opinion

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

TAMARA N. NASRALLAH, CASE NO. 1:19-CV-00795

Plaintiff, -vs- JUDGE PAMELA A. BARKER

ROBERT HALF INTERNATIONAL, INC., et al., MEMORANDUM OF OPINION AND ORDER Defendants.

This matter comes before the Court upon the Motion for Summary Judgment of Defendants Robert Half International, Inc. (“RHI”) and Lindsay Moran (“Moran”) (collectively, “Defendants”). (Doc. No. 22.) Plaintiff Tamara Nasrallah (“Nasrallah”) filed a brief in opposition on January 17, 2020, to which Defendants replied on January 31, 2020. (Doc. Nos. 25, 26.) For the following reasons, Defendants’ Motion for Summary Judgment (Doc. No. 22) is GRANTED. I. Background a. Factual Background RHI provides temporary and permanent personnel for businesses in various fields, such as accounting, finance, office administration, and marketing. (Doc. No. 22-3 at ¶ 2.) Accountemps is a division of RHI that provides temporary employees for accounting, finance, and bookkeeping positions. When a client seeks to fill an open position, RHI searches its database of candidates and provides suitable candidates to the client, who can then select the person that best matches its needs. (Id.) RHI uses a database system called Salesforce to track its employees’ recruiting, marketing, and placement activities. (Doc. No. 22-4 at ¶ 31.) This information allows managers to know whether their reports are attaining their goals. (Id.) RHI requires employees to contemporaneously document all of their communications with clients and potential clients in Salesforce. (Id. at ¶ 32.) Specifically, for emails and telephone calls, employees are expected to document communications immediately after the email or call, and for in-person visits at a client location, employees are expected to enter

data once they return to the office. (Id.) RHI also uses this data to determine sales credits and award incentive compensation. (Id. at ¶ 31.) All activity logged in Salesforce is electronically time- stamped, which allows RHI to determine when data was initially entered or modified. (Doc. No. 22- 3 at ¶ 22.) In Northeast Ohio, RHI has offices in Cleveland, Beachwood, North Olmsted, Akron, and Canton. (Id. at ¶ 3.) Alan Reisinger (“Reisinger”) is a Regional Vice President of RHI. (Id. at ¶ 1.) As part of his duties, Reisinger oversees all five Northeast Ohio offices, each of which is run by a branch manager. (Id. at ¶ 3.) Although branch managers handle all day-to-day matters, Reisinger typically visits each office on a weekly basis and remains available to RHI employees by phone and email. (Id.) Moran has been the branch manager of the North Olmsted office since 2012. (Doc. No.

22-4 at ¶ 2.) In September 2016, Nasrallah started as an Accountemps staffing manager in the North Olmsted office. (Id. at ¶ 6.) She and Emily Eighmy (“Eighmy”) were the only Accountemps staffing managers in the office during Nasrallah’s employment. (Id.) Eighmy had started working as a staffing manager about a year earlier in November 2015. (Doc. No. 22-6 at ¶ 1.) Although Nasrallah had no prior experience in the staffing industry, Moran recommended that RHI hire her because she

2 had accounting experience, which Moran believed could be helpful in marketing Accountemps’s services to clients. (Doc. No. 22-4 at ¶ 7.) Nasrallah’s job consisted of marketing Accountemps’s services via telephone, email, and in-person meetings and recruiting, interviewing, and matching professionals with clients’ job orders. (Id. at ¶ 4.) Nasrallah received a salary and could receive additional compensation if she exceeded her goals. (Id. at ¶ 23.) The RHI corporate office sets several different goals for RHI staffing managers. (Id. at ¶ 10.) The most important of those goals

are the number of hours candidates placed with RHI clients have worked and the gross revenue that has been paid by the clients for those candidates. (Id.) Starting in October 2016, Nasrallah was consistently below her weekly hours goal. (Doc. No. 22-3 at ¶ 14, Ex. 1.) In late 2016, to improve office performance and play to the strengths of Nasrallah and Eighmy, the North Olmsted office moved to a modified “in and out” model. (Doc. No. 22-4 at ¶¶ 8-9.) This was based on an “in and out” model that had been implemented in other Northeast Ohio offices and RHI offices nationally, where some employees focused on recruiting candidates and filling job orders (“inside”) and others focused on marketing (“outside”). (Id.; Doc. No. 22-3 at ¶¶ 8-9.) Under the model implemented at the North Olmstead office, Eighmy remained responsible for marketing for five clients, but primarily focused on recruiting candidates and filling job orders, while

Nasrallah primarily focused on marketing. (Doc. No. 22-4 at ¶ 9.) Despite these changes, Nasrallah consistently missed her hours goals throughout her employment with RHI. (Id. at ¶ 11; Doc. No. 22- 3 at ¶ 14, Ex. 1.) In addition to struggling to hit her hours goals, Defendants assert that many of Nasrallah’s emails to clients and candidates contained improper word use and significant spelling and

3 grammatical errors. (Doc. No. 22-4 at ¶¶ 18-19, Ex. 1.)1 Moran was concerned because these errors projected an unprofessional image to RHI’s candidates and clients, and it caused Moran—and Eighmy at Moran’s direction—to spend time reviewing Nasrallah’s emails prior to them being sent. (Id. at ¶¶ 20-21.) After being informed by Moran of the errors in Nasrallah’s emails and reviewing one of Nasrallah’s draft client emails that contained numerous errors, Reisinger instructed Moran to require Nasrallah to send all client emails to her for review. (Doc. No. 22-3 at ¶¶ 16-17.)

Nasrallah also submitted many job orders without information that RHI requires to process a job order, such as defined start dates, client contacts, agreed-upon pay rates, agreed-upon terms for conversion, and job descriptions. (Doc. No. 22-4 at ¶ 14.) Numerous disputes arose between Eighmy and Nasrallah regarding sales credit for filled job orders during Nasrallah’s employment as well, although disputes of this nature were not uncommon among employees reporting to Moran. (Id. at ¶¶ 23-25; Doc. No. 22-6 at ¶ 18.) Nasrallah also routinely disrupted Eighmy’s workday by requesting information that was available in Salesforce or would be discussed at a daily meeting at the end of the day. (Doc. No. 22-6 at ¶¶ 8-9.) Moran met with her staffing managers, including Nasrallah, each week to discuss their performance and any other pending issues. (Doc. No. 22-4 at ¶ 26.) During these weekly meetings,

Moran addressed Nasrallah’s failure to meet her performance goals. (Id. at ¶ 27.) Moran also met with Reisinger each week to discuss the office performance and the performance of her staffing

1 Nasrallah argues that Defendants’ suggestion that errors in Nasrallah’s emails were a constant problem is unfounded because Defendants submitted only four of Nasrallah’s emails that contained errors over a nine-month period. (Doc. No. 25 at 2.) Nasrallah also asserts that Moran’s declaration about errors contained in other emails is inadmissible under the best evidence rule. (Id.) In response, Defendants contend that the four emails were submitted as representative examples and that RHI employees with personal knowledge of Nasrallah’s repeated errors in her emails may testify to that knowledge without running afoul of the best evidence rule. (Doc. No. 26 at 8.) The Court need not resolve this issue, however, as the exact extent of the errors in Nasrallah’s emails is not relevant to the Court’s decision. 4 managers. (Id. at ¶¶ 28-29.) Reisinger thus knew of Nasrallah’s performance issues as they arose. (Id.; Doc. No.

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