Raytheon Technical Services Co. v. Hyland

641 S.E.2d 84, 25 I.E.R. Cas. (BNA) 1612, 273 Va. 292, 2007 Va. LEXIS 32
CourtSupreme Court of Virginia
DecidedMarch 2, 2007
DocketRecord 060400.
StatusPublished
Cited by28 cases

This text of 641 S.E.2d 84 (Raytheon Technical Services Co. v. Hyland) is published on Counsel Stack Legal Research, covering Supreme Court of Virginia primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Raytheon Technical Services Co. v. Hyland, 641 S.E.2d 84, 25 I.E.R. Cas. (BNA) 1612, 273 Va. 292, 2007 Va. LEXIS 32 (Va. 2007).

Opinion

OPINION BY Justice ELIZABETH B. LACY.

In this appeal of a defamation case, Raytheon Technical Services Company (RTSC) and Bryan J. Even ask us to reverse the judgment of the trial court in favor of plaintiff Cynthia L. Hyland and enter final judgment on a number of grounds. In our review of the case, we agree that the judgment must be reversed because three of the five alleged defamatory statements are statements of opinion, not fact, and, therefore, should not have been submitted to the jury. Nevertheless, we do not enter final judgment here because the record does not reflect which statement or statements formed the basis of the jury verdict and the other grounds for reversal raised by RTSC and Even are not dispositive in the posture of this case.

FACTS

In accordance with well-established principles of appellate review, we consider the evidence and all reasonable inferences fairly deducible therefrom in the light most favorable to Hyland, the prevailing party below. Xspedius Mgmt. Co. of Va., L.L.C. v. Stephan, 269 Va. 421 , 425, 611 S.E.2d 385 , 387 (2005). Additionally, we recite only those facts relevant to the issues presented in this appeal.

Hyland was employed by RTSC and its predecessor for approximately 21 years. RTSC is a wholly owned subsidiary of Raytheon Company (Raytheon). Even, the President of RTSC, was Hyland's immediate supervisor at the times relevant here. As part of his management responsibilities, Even conducted annual performance evaluations of Hyland and other RTSC executives.

In 2000, Hyland was the Senior Vice President and General Manager of the Installation and Integration Services (I & IS) division of RTSC. That year, Hyland led I & IS as it competed for a large government contract known as the Technical Support Services Contract (TSSC). I & IS was not successful, and was notified it had lost the contract bid in December 2001. Despite the fact that I & IS had lost the TSSC contract, Hyland received a positive evaluation from Even for 2001.

In February 2002, Hyland's unit submitted a proposal for a contract with the Federal Transportation Security Administration (TSA). In May 2002, I & IS was notified that the contract had been awarded to another company. The following month, Even reorganized RTSC and made Hyland the Senior Vice President and General Manager of a larger business unit called the System and Product Support and Services division (SPSS). SPSS included both the I & IS unit and two additional units not previously under Hyland's management. At the time of the reorganization, new financial targets were set for the SPSS unit for the remainder of the 2002 calendar year.

As a result of several contract losses, including the TSA and TSSC contracts, RTSC hired a consulting firm to assess RTSC's contract proposals. The firm prepared a lengthy report focusing on RTSC's performance as an organization and released the report to Raytheon management in August 2002. The report did not specifically reference Hyland.

In late 2002, RTSC hired another consulting firm, Heidrick & Struggles, Inc., to perform an executive assessment of Even. As part of this assessment, two Heidrick & Struggles consultants interviewed Hyland on December 6, 2002 regarding her impression of Even's leadership abilities. The consultants repeatedly assured Hyland that her comments would be completely confidential. Hyland provided a candid assessment of Even's leadership, which included both positive and negative comments.

On February 13, 2003, Heidrick & Struggles met with Even to give him the results of the assessment. During that meeting, the consultants provided Even with a "Coaching and Development Feedback Form" which contained both positive and negative assessments of Even's leadership. The Form stated that there was a significant amount of conflict exhibited by at least one team member, which was impeding the formation of a "high performance" team at RTSC. Heidrick & Struggles also cautioned "the relationship conflict issue is manifesting into instances of passive-aggressive behavior, which, if left unchecked, could poison the RTSC culture and potentially undermine Even's position as a leader." The Form suggested that Even "address his team issues immediately and make some tough personnel decisions on the operating side of the business."

Despite Heidrick & Struggles' assurances of "complete confidentiality," the consultants informed Laura B. Miller, the Vice President of Human Resources at RTSC, of Hyland's negative comments regarding Even. Miller, in turn, shared Hyland's comments with Even.

On February 28, 2003, shortly after Even learned of Hyland's comments to Heidrick & Struggles, Even met with Hyland. Even warned Hyland the meeting was not "going to be pleasant and it is not going to be easy." Even used a document entitled "Talking Points - Cynthia Hyland" in his discussion with Hyland. This document had a section labeled "Examples of talking negatively about leader, peers, other RTN businesses, strategy, etc" and under that heading there was a bullet stating "Feedback from Heidrick & Struggles that she talks negatively to others about BJE." Even admitted that this bullet contained "what Ms. Miller communicated to [him]" regarding the feedback she received from Heidrick & Struggles.

At the meeting, Even also provided Hyland with her 2002 performance and development summary. Although Hyland had never received negative comments about her leadership from Even prior to this meeting, the performance evaluation contained several statements that were critical of Hyland. Even discussed the evaluation, stating that Hyland had been "openly critical of him, [her] peers, Raytheon's vision and strategy, and that this behavior was unbecoming of a leader in the organization." The evaluation further referenced Hyland's "refusal to listen to feedback from customers, the Beacon Group report, and [her] peers, and [Even]." When Hyland pressed Even for examples of the behavior described in the assessment, Even "finally blurted out Heidrick and Struggles told me what you said about me. They said that you made negative and destructive remarks about me and the team." Even told Hyland that he would not hesitate to present the 2002 evaluation to Raytheon's management.

Even and other Raytheon leadership participated in a Human Resources review meeting on May 29, 2003. At the meeting, Even discussed the content of Hyland's 2002 performance evaluation with William H. Swanson, the Chief Executive Officer of Raytheon, and other company executives. On July 3, 2003, Swanson sent Even a memorandum which stated, "We are at the decision point. If she recognizes her issues and wants to work to improve, let's do everything we can to support her. If she continues in denial, we'll need to make a change." Even considered this memorandum to be a "green light" to fire Hyland.

On July 23, 2003, Even and Miller met with Hyland. Even told Hyland she had refused to accept the feedback he gave her and that this had created a problem with her peers. He then terminated Hyland's employment.

PROCEEDINGS

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Bluebook (online)
641 S.E.2d 84, 25 I.E.R. Cas. (BNA) 1612, 273 Va. 292, 2007 Va. LEXIS 32, Counsel Stack Legal Research, https://law.counselstack.com/opinion/raytheon-technical-services-co-v-hyland-va-2007.