Crowley and Crowley Attorneys at Law

Morristown attorney Noel Crowley came to New Jersey as a senior in-house litigator for a large corporation.  "The job delivered regular and generous paychecks," Crowley explained, but called on him to represent the company in certain lawsuits, particularly lawsuits brought by former employees, when he would have preferred to represent the opposing party.
 
Crowley eventually decided that working for the rich and strong wasn't professionally fulfilling, and switched sides.  Since 1993, Crowley and his two lawyer sons, Michael and Scott, have been running their own office, where they specialize in claims by employees. 

In a recent interview with Noel Crowley, he shared his views about the work he does and issues in employment law. 

What is most satisfying to you about representing employees?

It's hard to believe anybody wouldn't prefer to help salvage careers and protect individual livelihoods if the contest is between real people and inanimate organizations, with none of the characteristics that define human existence.

Employee lawsuits only work, however, when the facts and circumstances support a claim.  Most employer organizations play by the rules, cultivate an atmosphere of workplace civility and respect, and help employees to reach their full potential.

Unfortunately, the power to control other people's lives can also find its way into the hands of bullies, harassers, oppressors, and organizational misfits who discredit others as a means of advancing themselves.  Many honorable and ethical lawyers apply their talents to the defense of employee lawsuits, and what they gain is a dollar reward.  But the psychic value of winning a case for a wrongfully terminated employee:  Priceless.
 
Do you think employees rights are more likely to be abused during economic recessions? 

Not really. Widespread workforce reductions in response to economic conditions are usually policed by legal counsel to avoid obvious challenges to the selection process, as would be the case if the number of older workers chosen for dismissal was disproportionate to the number retained.  Discrimination in employment is essentially a matter of motive.  Where the only apparent motive is coping with business reverses, proving it was something else won't be easy.
 

If companies would listen, what advice would you give to the average employer at this time with regard to the treatment of its employees?

I hear lots of fairly standard advice, all of it good.  Be good listeners, solicit advice, assure employees they can report instances of harassment and mistreatment in confidence and without fear of retaliation. 

My only cautionary note is, before you do those things, make sure you really mean it.  If it's fake, you'll pay a price.

Want more advice?  Abandon the concept that the highest rewards should go to people who manage other employees, and start recognizing that outstanding solo producers, creative thinkers, and talented strategists are very likely deserving of more compensation than the people who supervise their activities and hand out their assignments.  Imagine what would happen to major league ball clubs if the star players, in order to get top pay, had to become managers.