Work Related Accident

Employer Liability in Florida

Friday, August 28th, 2009

When is someone liable for the acts of another?

There are instances where an employer can be held liable for the negligent acts of an employee. The legal concept is respondeat superior; it is Latin for “let the master answer.” When tort liability is assigned to another it is known as vicarious liability.

In the common law, the concept was that the master was responsible for the actions of his servants. It also incorporates concepts such as the duty of an employer to monitor his employees and ensure that they act accordingly, the duty to be cautious in the hiring of new employees, and the duty to make sure that only those capable of handling the job properly are hired.

However, liability is not always transferred to the employer for the actions of the employee. Generally three criteria must be met before liability can be transferred. These requirements are known as the Birkner Criterion:

  1. Was the act committed within the time and space limits of the agency?
  2. Was the offense incidental to, or of the same general nature as the responsibilities the agent was hired to perform?
  3. Was the agent motivated to any degree to benefit the principal by committing the act?

These serve to limit the instances in which the employer is liable for what the employees do. If a bank teller or a waiter/waitress gets into a fight at a baseball game on a Saturday, that is not within the time and space limits of the agency (when and where the person is working) and thus the first criteria is likely not met.

The second criteria excuses actions that are taken irrelevant to the actors job, but still when they are or should be working.

The third focuses on instances in which the employer benefits or would benefit from the act or attempted act of the employee.

Often, the above can fall into gray areas. The answer as to if the criteria are or are not met can be unclear. If someone causes a car accident during office hours but was driving to get lunch, the above may or may not be met. It is still during the time limits of the agency, but it could be out of the space limits. These often become questions for a jury to evaluate and make a determination.

When the above criterion are met, an employer is, or can become, liable for the actions of his or her employees.

This concept also assigns to the employer the duty to properly supervise the employees to ensure they are doing their jobs and doing them safely, and also to use proper care when selecting and hiring new employees to ensure that they are capable of handling the tasks and stress associated with the job.

How to Negotiate a Personal Injury Settlement- Part 6

Thursday, August 20th, 2009

You have followed all of the first five steps and negotiations seem to have failed. You have written a letter regarding the severity of the injuries to the defense adjuster long before treatment was completed. Once the plaintiff reached maximum medical improvement, you wrote a demand letter to the adjuster and submitted it along with supporting documentation. You obtained the first offer from the adjuster along with the adjuster’s anticipated defenses. You decided upon a reasonable settlement value. You tested the adjusters’ resolve by asking for a better offer. You made counter offers utilizing the bracketing technique, and decreased your demand to the same extent that the adjuster increased his offer. The adjuster stopped increasing his offers and told you at least three times that his last offer was a final offer. Yet the adjuster still hasn’t offered to pay what you and your client decided to be a reasonable settlement offer.

Your choices appear to be twofold: you can either settle the case for less than you think it’s worth, or you can file a lawsuit and take the defendant to court. At this point, it is important that you don’t settle the case. I never settle a case for less than I think it’s worth unless my client instructs. And I never file a lawsuit until I’m convinced there is no way to convince the adjuster to pay what the case is worth. When negotiations appear to have reached an impasse, I do the following:

1. I obtain additional documentation to support the claim and ask the adjuster for a better offer. This additional documentation might come in the form of medical opinions, before/after witness statements (witnesses who can testify abouty my client’s injuries after the accident as compared to his or her physical condition before the accident), additional documentation to solidify the lost wages claim, additional documentation to support the mileage claim, additional documentation regarding the cost of future medical treatment, etc.. If this elicits a better offer, I then reinstate the bracketing procedure until we settle the case or reach another impasse. At this point, I like to start negotiating with the adjuster via fax or e-mail as opposed to over the phone. The adjustser has already told me that she will not pay a penny more on the case. By submitting the additional documentation along with a letter, it makes it easier for the adjuster to answer in writing, saving herself the embarrassment of acknowledging over the phone that her previous threat of a “final offer” was actually a bluff. It’s good to send this additional documentation little by little as opposed to all at once, because each time you send additional documentation you may receive an increased offer, and you can reinitiate the bracketing procedure.

2. I do jury verdict research and submit it to the adjuster. Westlaw has a jury verdict research function that allows me to look through cases which have previously been decided by a jury to find a case comparable to the one I am negotiating. If I can find some cases similar to the one I am negotiating but with verdicts higher than the defendant’s last offer, I submit them to the defendant’s adjuster and ask for a better offer. If this elicits a better offer, I reinitiate the bracketing procedure until the case settles or we reach another impasse.

3. If neither additional documentation nor jury verdict research get the case settled, I then prepare a complaint and discovery and send it to the defendant’s insurance adjuster, asking once again for a better offer and explaining that I will file the complaint and discovery if a better offer is not forthcoming. I indicate that my client is willing to continue negotiations if the defendant will increase the offer. If this elicits a better offer, I then reinitiate the bracketing procedure until the case settles.

4. If the case doesn’t settle, I file a lawsuit and prepare for trial. It’s important to be willing to walk away from a settlement if you don’t think it’s fair. Once I file a lawsuit, I send a letter to the adjuster saying that negotiations have failed, all settlement offers are off the table, and the cost of settling the case will increase with the amount of money I put into it.

How to Negotiate a Personal Injury Case- Part 5

Thursday, August 20th, 2009

You wrote the defendant’s insurance adjuster detailing the severity of the injuries long before the plaintiff reached maximum medical improvement. After the plaintiff finished treating, you sent a demand package to the insurance adjuster asking the adjuster to make the first offer. Once you received the first offer, you analyzed the defendant’s defenses along with your own arguments, and determined the value of the case. You then called the adjuster to test the waters and see how firmly the adjuster would stand behind his or her first offer, and you may have even elicited a better offer. The next step in negotiating a personal injury settlement is called bracketing.

Bracketing involves making a counter offer that reflects the difference between the defendant’s first offer and the reasonable settlement value that you and your client have decided upon. If the defendant’s first offer is $10,000 below your previously determined reasonable settlement value, your counter offer should be approximately $10,000 above the reasonable settlement value. Adjusters know that attorneys use this technique, but it’s important not to be too obvious about it. For instance, instead of making the counter offer $10,000 above the reasonable settlement value, you may consider choosing some arbitrary number that is close to $10,000, such as $9,879.00. That gives the impression that you have utilized a complicated formula for calculating the value of the case.

Once you have used the bracketing technique, the defendant’s adjuster will likely increase his offer. You should then decrease your demand approximately the same amount as the adjuster’s increased offer. If you continue to do this every time you talk to the adjuster, as long as the defense adjuster continues to increase the offer with each communication, eventually you will reach the reasonable settlement value, and the case will settle.

Although bracketing is a very powerful technique, it is not always easy to accomplish a settlement. There will be times when you and the defense adjuster cannot agree and seem to have reached an impasse. At that point, the insurance adjuster will tell you that the offer is final. Here is a tip for the new practitioner or for the person who is trying to negotiate a settlement on his own: If the adjuster says the offer is final, he is lying. A personal injury settlement offer is never final until the case is settled. When the adjuster says an offer is final, he simply means that you, the attorney or the plaintiff negotiating the settlement, have more work to do. Click here for some techniques you can use to overcome an apparent impasse.