DOCSLIB.ORG

Constructive Dismissal

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Constructive Dismissal CURRENT NEWS AND PRACTICAL ADVICE FOR EMPLOYERS JANUARY 22, 2014 Constructive dismissal: In This Issue ASK AN EXPERT: Reclaiming overpayments 2 Should I stay or should I go? • Time allowed to review contract Employee claims becoming commonplace CASES AND TRENDS: No cause where employee’s wife 3 deposited employer’s funds | BY RITU MAHIL | when David Potter was appointed as the CASE IN POINT: Executive Director of New Brunswick Employer not at fault 4 “SHOULD I STAY or should I go?” may be Legal Aid Services Commission. for failure to accommodate the question an employee asks himself During his term, Potter had a number when he faces a diffi cult working en- of complaints made against him by staff YOU MAKE THE CALL: vironment and considers fi ling for con- and his relationship with the commis- Manager or dispatcher? 8 structive dismissal. sion’s board of directors deteriorated. At Constructive dismissal is when an this point, both parties began discussing employer indirectly encourages an em- a mutually acceptable way of bringing ployee to resign by failing to comply his contract to an end. with the employment contract or one- In January 2010, Potter went on sick Angry worker sidedly changing the employment terms leave and was asked not to return until without the employee’s prior consent. further direction from the commission. didn’t have intent It is distinguished from an ordinary His salary and benefi ts were contin- resignation because it is the employer ued. Two months later, he fi led an ac- to quit: Board that initiates changes to the terms and tion against the commission, claiming conditions of the employment contract. he had been “constructively dismissed,” Put bluntly, it is when the employer meaning the commission had effectively AN ONTARIO EMPLOYER has been ordered makes the working conditions com- changed the employment contract with- to fork over termination pay after assum- pletely intolerable for the employee with out providing reasonable notice. ing a worker quit her job following an the intention of “swaying” the employee argument with her boss. to resign instead of outright fi ring him. Rita Oomen worked for Oomen’s Once the employer has changed the It is advisable for an Glass, a supplier of glass products such terms and conditions of the employ- as windows and mirrors to residential ment contract, the employee must fi le employer who is unsure and commercial customers in Kingston, for constructive dismissal within a 90- whether employees Ont. The company was owned by her day time period from when the changes will be recalled to work out cousin, Joe Oomen, and Rita began her took place for the case to be admissible employment there on Dec. 11, 2006. in the courts. The extent of an employ- the various outcomes of the layoff. While employed with her cousin’s er’s failure to meet its contractual obli- company, Rita Oomen had personal gations and time taken to deliberate also problems to deal with, including health affect the likelihood the employee will The commission said claiming con- issues and diffi culties in her relation- win a constructive dismissal case. structive dismissal was incorrect and ship. These problems led to errors that PM40065782 To put this in context, common exam- essentially meant Potter had resigned. cost Oomen’s Glass both money and ples of changes to an employee’s work- The commission subsequently stopped goodwill with its customers. ing conditions include: his salary and benefi ts. At this point, the Joe Oomen discussed these problems • Reduction in the employee’s powers or case went to court. and their effects on the business with duties that involve a signifi cant loss of The court found Potter was not con- Rita, but he chose to continue employ- the employee’s prestige and status as structively dismissed and, by commenc- ing her because she was family. Joe later a result of reorganization in reporting ing legal action, Potter had effectively testifi ed any other employee with similar arrangements. resigned. In October 2013, the Supreme performance issues would have been ter- • Threats of dismissal or demotion and Court of Canada granted a leave of ap- minated earlier. unfair suspensions. peal for the case — it has yet to hand On March 14, 2012, Rita called Joe on • Signifi cant reduction in working hours, down its fi nal decision. the phone. They started to have a heated salary or employee benefi ts. The Potter case demonstrates that em- argument in which they yelled at each For the past two years, the Supreme ployers must exercise caution when dis- other. Two other employees who were in Court of Canada has seen a notable in- missing employees. There can be a fi ne the offi ce overheard the argument and crease in constructive dismissal cases. line between constructive dismissal and testifi ed that, after Rita hung up, she A recent example includes the case of an employee’s resignation. said she was going to quit. One co-work- Potter vs. New Brunswick (Legal Aid Ser- vices Commission), which began in 2006 Continued on page 6 Continued on page 7 January 22, 2014 In MenuPalace.com Corp. v. Saladino, Answer: While there is no hard and fast a deduction from an employee’s wages rule, three business days is generally ac- Ask an for vacation days taken but which had cepted as a fair and reasonable amount not yet been earned did not violate the of time. Expert ESA. The vice-chair explained that s.13 There are a few purposes served by was not intended to prevent an employer giving a potential employee time to re- with Brian from recovering a recent overpayment of view an employment contract. First, and Wasyliw wages, stating: perhaps fundamentally, it’s the fair thing “Section 13 of the act signifi cantly lim- to do. However, it is also wise to do so Sherrard Kuzz, Toronto its when an employer can make a deduc- from a business perspective. Canadian tion from an employee’s wages. How- courts have long recognized the rela- Have a question for our experts? ever, this provision is not so prescriptive tionship between an employer and pro- Email [email protected] that it prevents the employer from sub- spective employee is typically not one of sequently recovering an overpayment of equal bargaining power. As such, if an this nature, provided the deduction oc- employer seeks to rely on the terms of a curs within a reasonable period of time. written employment contract — often at The act is concerned with ensuring that the time of termination — the employer employees are paid all the wages they must demonstrate the contract is lawful Reclaiming overpayments have earned. Section 13 is designed to and the employee entered into it freely, prevent an employer from recovering, voluntarily and with an understanding due to clerical errors through a payroll deduction, amounts of its meaning, having had time to seek that are unrelated to wages. Recovering advice as to its meaning. a recent overpayment of wages, as is the Allowing an employee time to care- Question: If an employee’s paycheque case in this instance, cannot be consid- fully review a contract can be critical to was too much due to a clerical error, can ered a “set-off” or deduction from wages demonstrating the employee either un- the employer reduce the subsequent pay- that is subject to section 13 of the act.” derstood the contract or had the chance cheque to even it out? The employee has Employers should be cautious about to obtain advice as to its meaning. This a set salary and regular pay schedule. applying these principles too broadly. is why it is also often prudent to include A clear mistake due to a clerical error is in the contract a statement that the em- Answer: Yes. In the case of a clerical er- to be distinguished from other circum- ployee was afforded the opportunity to ror, the employer can deduct the over- stances where an employer may wish to and was encouraged to seek indepen- payment from the subsequent pay- make a payroll deduction. For example, dent legal advice. cheque so long as the reconciliation of where an employer decides to pay an em- the overpayment is done within a rea- ployee during a leave of absence when sonable amount of time after discovering not required to do so, the employer can- Extending the probationary the overpayment. not later characterize the payment as an In Ontario, s. 13 of the Employment “overpayment” and deduct the amount period is problematic since Standards Act (ESA) places specifi c limi- from the employee’s wages. employment is continuous while tations on the ability of an employer to Where the issue is not a clerical er- make deductions from employee wages. ror — for example, where a loan to the An employer shall not deduct or with- employee needs to be repaid — then the At a minimum, three business days is hold wages except in the following cir- employer would require a clear written a reasonable time frame for a potential cumstances: as required or authorized acknowledgement from the employee employee to avail herself of the benefi t by statute, pursuant to a court order, or regarding a specifi c amount or formula of a contract review (whether by the with the employee’s written authoriza- to repay the money from wages. Failing employee or with independent coun- tion (including the precise amount or such an acknowledgement, it would be sel). Should an employee wish to sign formula to calculate the amount of the necessary to commence legal proceed- the contract immediately, without the deduction).
Load more

Recommended publications
  • Constructive-Dismissal-COVID-19.Pdf
    Below is an Article Written for our Clients by Rodney Employment Law, one of our Business Partners, Regarding Dismissal of Employees during Covid-19 Constructive Dismissal and Covid-19 By Humera Rehman, Associate – Rodney Employment Law “Constructive Dismissal” is a legal concept we often hear about but may not fully understand. The concept of Constructive Dismissal has become particularly apparent during the COVID-19 Pandemic and many employers are still trying to wrap their heads around it. The Courts define a Constructive Dismissal as situations where an employer decides to unilaterally make substantial changes to the essential terms of an employee's contract of employment that the employee does not agree to and decides to leave his or her job. In these situations, the employee has not resigned, but has been dismissed. Once an employee is found to have been constructively dismissed, they are then entitled to the same severance package as they would had they been formally terminated. This is an important concept during the COVID-19 pandemic for a few reasons. Prior to the pandemic, employers could technically impose a temporary layoff on staff under two conditions: 1. The employee was bound to an employment agreement that contained an express term allowing the employer to temporarily lay off the employee; or 2. Layoffs were an expected and recurring practice for the employee, such as with seasonal employment. If these two options did not apply, employees were able to claim that an imposed layoff was a substantial change and a violation of their employment agreement, that they had been constructively dismissed under the common law or under Ontario’s Employment Standards Act, 2000 (“ESA”), and that they were consequently owed severance packages.
    [Show full text]
  • Constructive Dismissal
    CONSTRUCTIVE DISMISSAL DISCLAIMER This infosheet contains information of a general nature only and is not a substitute for professional legal advice. You should obtain legal advice from a lawyer about your particular situation before acting on any of the following information. This infosheet is designed for Victorian and national system employees in Tasmania and Queensland only. If you are not a Victorian employee or a Queensland or Tasmanian national system employee, you should obtain specialist legal advice about your case as soon as possible. Constructive dismissal cases are rarely straight-forward. Before filing a claim, you should be well informed about the issues involved. You should read this infosheet along with JobWatch’s “Unfair Dismissal”, “General Protections Dispute” and “Notice of Termination” infosheets which give you information on how to make a claim. You should also obtain legal advice about your specific situation before leaving your job. Who can use this infosheet? This infosheet is designed for Victorian and national system employees in Tasmania and Queensland only. If you are a Victorian employee, you can use this infosheet unless you were employed in a sector that provides essential services of core government functions, including State infrastructure services such as electricity and gas, and your employer is not covered by a nationally registered collective agreement. If you are a Tasmanian employee, you can use this infosheet unless you were a State public sector employee not covered by a nationally registered collective agreement. If you are a Queensland employee, you can use this infosheet unless you were a State public sector or local government employee not covered by a nationally registered collective agreement.
    [Show full text]
  • Sexual Orientation and Religion Or Belief Discrimination in the Workplace
    Research Paper Sexual orientation and religion or belief discrimination in the workplace Ref: 01/07 Prepared by Ben Savage, Acas Research and Evaluation Section Funded by the Department of Trade and Industry (DTI) For any further information on this study, or other aspects of the Acas Research and Evaluation programme, please telephone 020 7210 3926 or email [email protected] Acas research publications can be found at http://www.acas.org.uk/index.aspx?articleid=405 ISBN 0-9554830-2-6 ISBN 978-0-9554830-2-8 Sexual orientation and religion or belief discrimination in the workplace Ref: 01/07 2007 Prepared by: Ben Savage (Acas Research and Evaluation Section) Funded by the Department of Trade and Industry (DTI) Acknowledgements The author would like to thank the Department of Trade and Industry for providing the financial support for the project, and Acas staff for their guidance, particularly Fiona Neathey, Gill Dix, Steve Williams, Brenda Roper, Sarah Podro, Stewart Gee, Ron Woods and Keith Mizon. The research would not have been possible with out the contributions of the Acas conciliators who took part in the conciliator focus groups; the Acas Helpline staff who took part in the Helpline survey; the Acas regional staff who provided the ET1 and ET3 forms; John Strand and Chantal Guevara, who helped to produce the Acas ET dataset; Alex Dawe, who programmed the Helpline survey script; the researchers at IES, particularly Ann Denvir, who ran the claimant depth interviews, and the claimants who took part in the IES interviews. Disclaimer This report contains the views of the author and does not represent the views of the Acas Council or DTI.
    [Show full text]
  • Examples of Fair and Unfair Dismissal
    Examples Of Fair And Unfair Dismissal Contractile Zack miscalculate some sweepers after ascitic Daren close-up half-yearly. Humble Dale decolourising Christianly. Ominously chain-driven, Clay caroms postponements and disinters cavalla. Was the employee notified of the valid reason and given an opportunity to respond? If you would like a deeper explanation of unfair dismissal, read on through the rest of the resources on this page. In these circumstances, a lump sum can be negotiated and which is loosely based on the principles set out below. The technology to improve their contract is a company is unfair international labour court of services were of fair work fully protected industrial relations system. Termination of employment at the initiative of the employer. Need help proving constructive dismissal? What is MBA Skool? For unfair dismissal issue is paid by google webfonts, and fair unfair dismissal of the fwc can make an investigation of. In weighing up the interests of the respective parties it is of paramount importance to ensure that a delicate balance is achieved so as to give credence not only to commercial reality but also to a respect for human dignity. The employee resigned without unreasonable delay. Examples of serious misconduct include theft, fraud, violence and serious safety breaches. In deciding the employee from a claim for disciplinary warning, or parental leave and fair dismissal of unfair dismissal claim that you should be psychologically very exceptional cases? Not all dismissals are unfair. Any reason that does not fall within the above. Madden denied any knowledge of the allegations the decision was made to sack him following an investigation of other employees.
    [Show full text]
  • Employment Newsletter - Spring 2021
    Employment Newsletter - Spring 2021 In this edition of our employment newsletter, the focus is on pay. Our newsletter covers: • Unpaid Salaries and Bonuses • Claims for Underpayment of Wages • National Minimum Wage • Holiday Pay • Equal Pay • Pay Gap Reporting - Gender and Ethnicity • Upcoming Events www.myerson.co.uk 0161 941 4000 Caution urged when reducing pay or bonuses! As businesses face an extended period of economic downturn and persistent uncertainty, many employers have forced reduced working weeks and/or reduced pay on their employees. Employers may also have withdrawn or deferred bonuses and other incentives. Unpaid salary Employers generally do not have a unilateral right to lay staff off, reduce their hours, or reduce their pay just because there is less work. If an employee is ready, willing and able to perform their full duties, the employer normally has an obligation to pay the employee their full contractual salary, unless there is a mutual agreement otherwise. It is a common misunderstanding that the Government’s ongoing furlough scheme afforded employers a right to reduce pay; that is only the case if the employee has agreed to the arrangements. Bonuses In recent times, we have seen many cases of employers withdrawing bonus schemes or deferring payments and awards. A bonus or incentive is sometimes guaranteed by contractual terms, usually subject to achievement of certain performance criteria, such as an individual’s or business’s targets. More commonly, a bonus scheme is expressed as discretionary and will typically provide that there is no enforceable right to a bonus and that payments may be made (or not be made) at the employer’s discretion.
    [Show full text]
  • City HR Association Best Practice Guidance: Bullying and Harassment 1
    CITY HR ASSOCIATION Best Practice Guidance: Bullying and Harassment 1 CITY HR ASSOCIATION Best Practice Guidance: Bullying and Harassment Section Contributors 1. Introduction: bullying and harassment in the City Jane Mann 2. Profiles of contributors 3. What is bullying? The difference between bullying and proper Carolyn Matheson, with management assistance from Anne Slade, Sheena Gibson and Roisin Boyer 4. Legal issues: definitions, types of potential claims and exposure, James Warren and Margaret and related issues Davis 5. Managing grievances and claims about bullying and harassment David Murphy and Jane Mann 6. Business and financial incentives for tackling bullying and Andrea Eccles harassment 7. Managing the risk – Part 1: Faith Jenner, Anne Slade and Glynis Hatch Practical guidance on how employers can identify bullying and harassment 8. Managing the risk – Part 2: David Whincup Practical guidance on how employers can tackle bullying and harassment including dealing with bullies in senior management roles: top tips 9. Helping the bullied to help themselves: top tips and the role Carolyn Matheson coaching can play 10. The role of policies/procedures and statements of behaviour: tools David Whincup not hurdles including a model policy and statement of behaviours (employee and management) 11. Resolving workplace disputes: mediation David Whincup 12. Resolving workplace disputes: the role ACAS can play Henicka Uddin 13. The experience of a medical practitioner: the case for early Mark Harvey involvement of specialists 14. The psychotherapist’s view Sarah Briggs, with assistance from Charlie Easmon 15. Frequently Asked Questions Charissa Gooch 16. City specific case studies: successes and failures Anonymous 17. Bibliography Charlie Easmon 18.
    [Show full text]
  • Constructive Dismissal in Canada — a Legal Construct Clarified by the Supreme Court of Canada
    CONSTRUCTIVE DISMISSAL IN CANADA — A LEGAL CONSTRUCT CLARIFIED BY THE SUPREME COURT OF CANADA 1. Dynamic is an apt description of labour and employment law in Canada, particularly bearing in mind how these areas have been reshaped by the Courts in the past decade.1 While its bijural system of private law — Anglo-Canadian common law in nine provinces and three territories, and a distinctive civil law tradition in Quebec — might be expected to result in disparate solutions to common human resource issues,2 the Supreme Court of Canada, whose judges represent both traditions,3 has sought to harmonize employment law principles throughout the country.4 Where it felt useful, it is also borrowed from arbitral precedent of the unionized sector of Canada’s labour force, where reliance on precedent from other legal traditions has been more frequent. A review of the Supreme Court’s recent decision in Potter v. 1 The Supreme Court of Canada held, in Reference re Public Service Employee Relations Act (Alberta), [1987] 1 S.C.R. 313, that freedom of association, guaranteed pursuant to paragraph 2(d) of the Canadian Charter of Rights and Freedoms, did not establish a Charter-protected right to collective bargaining and perforce any constitutional right to strike. Scarcely 20 years thereafter, in Health Services and Support — Facilities Subsector Bargaining Assn. v. British Colombia, [2007] 2 S.C.R. 391, a different Supreme Court posited that the same paragraph 2(d) protects the right of employees to engage in a “meaningful process” of collective bargaining. Ontario (Attorney General) v. Fraser, [2011] 2 S.C.R.
    [Show full text]
  • Bullying and Harassment of Doctors in the Workplace Report
    Health Policy & Economic Research Unit Bullying and harassment of doctors in the workplace Report May 2006 improving health Health Policy & Economic Research Unit Contents List of tables and figures . 2 Executive summary . 3 Introduction. 5 Defining workplace bullying and harassment . 6 Types of bullying and harassment . 7 Incidence of workplace bullying and harassment . 9 Who are the bullies? . 12 Reporting bullying behaviour . 14 Impacts of workplace bullying and harassment . 16 Identifying good practice. 18 Areas for further attention . 20 Suggested ways forward. 21 Useful contacts . 22 References. 24 Bullying and harassment of doctors in the workplace 1 Health Policy & Economic Research Unit List of tables and figures Table 1 Reported experience of bullying, harassment or abuse by NHS medical and dental staff in the previous 12 months, 2005 Table 2 Respondents who have been a victim of bullying/intimidation or discrimination while at medical school or on placement Table 3 Course of action taken by SAS doctors in response to bullying behaviour experienced at work (n=168) Figure 1 Source of bullying behaviour according to SAS doctors, 2005 Figure 2 Whether NHS trust takes effective action if staff are bullied and harassed according to medical and dental staff, 2005 2 Bullying and harassment of doctors in the workplace Health Policy & Economic Research Unit Executive summary • Bullying and harassment in the workplace is not a new problem and has been recognised in all sectors of the workforce. It has been estimated that workplace bullying affects up to 50 per cent of the UK workforce at some time in their working lives and costs employers 80 million lost working days and up to £2 billion in lost revenue each year.
    [Show full text]
  • Constructive Dismissal: Lesson Learnt from Malaysian Industrial Court Cases
    International Journal of Academic Research in Business and Social Sciences Vol. 10, No. 11, 2020, E-ISSN: 2222-6990 © 2020 HRMARS Constructive Dismissal: Lesson Learnt from Malaysian Industrial Court Cases Raja Muhamad Yusof, Abdul Rahman Abdul Rahim, Saslina Kamarudin To Link this Article: http://dx.doi.org/10.6007/IJARBSS/v10-i11/8000 DOI:10.6007/IJARBSS/v10-i11/8000 Received: 20 September 2020, Revised: 11 October 2020, Accepted: 01 November 2020 Published Online: 24 November 2020 In-Text Citation: (Yusof, Abdul Rahim, & Kamarudin, 2020) To Cite this Article: Yusof, R. M., Abdul Rahim, A. R., & Kamarudin, S. (2020). Constructive Dismissal: Lesson Learnt from Malaysian Industrial Court Cases. International Journal of Academic Research in Business and Social Sciences. 10(11), 469-485. Copyright: © 2020 The Author(s) Published by Human Resource Management Academic Research Society (www.hrmars.com) This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode Vol. 10, No. 11, 2020, Pg. 469 - 485 http://hrmars.com/index.php/pages/detail/IJARBSS JOURNAL HOMEPAGE Full Terms & Conditions of access and use can be found at http://hrmars.com/index.php/pages/detail/publication-ethics International Journal of Academic
    [Show full text]
  • Employment Agreements Under (Dis)Stress
    G THE B IN EN V C R H E S A N 8 D 8 B 18 AR CE WWW. NYLJ.COM SIN VOLUME 263—NO. 93 THURSDAY, MAY 14, 2020 Outside Counsel Employment Agreements Under (Dis)stress any businesses are facing Employment Agreements sharply lower revenue And Constructive Dismissal and the need to reduce costs as a result of the To answer this question, we look coronavirus and social- to a body of law concerning the doc- Mdistancing mandates. For some busi- trine of “constructive dismissal” or nesses, that pressure means cutting By And “constructive discharge.” Although Jonathan S. A. Dennis salaries and laying off or furloughing Sack Dillon the doctrine comes up most often in employees. For an employee at will employment discrimination cases (to without an employment contract or address circumstances when work- offer letter that specifies compensa- the cut as so severe that it amounts to ing conditions become so intolerable tion or benefits, the employee likely has a de facto or constructive termination as to justify resignation), federal and no choice but to accept the cut or look of the agreement. Depending on the state courts in New York have relied for another job. But, for an individual definition of termination and other pro- on the doctrine to decide claims of de with an employment contract which visions in the contract, termination— facto termination under employment specifies compensation levels, a cut in agreements—in particular, claims for pay would ordinarily implicate rights Under what circumstances will a benefits that are contingent on termina- under that contract.
    [Show full text]
  • Constructive Dismissal – a Primer
    CONSTRUCTIVE DISMISSAL – A PRIMER By Ernest A. Schirru & Jody Brown of Koskie Minsky LLP Introduction Employment relationships may end in a variety of different ways: (i) the employer terminates the relationship for cause with no notice, (ii) the employer terminates the relationship without cause by giving notice or payment in lieu of notice, (iii) the employee terminates the relationship, (iv) the relationship comes to an end due to frustration, (v) the relationship comes to an end due to job abandonment, (vi) the relationship comes to an following the completion of a fixed term contract, and (vi) constructive dismissal. Constructive dismissal claims are premised on long standing principles of general contract law. Constructive dismissal occurs when the employer commits a “repudiatory” breach of the employment contract which either demonstrates that it no longer intends to observe the terms of the employment agreement or whose consequences deprive the employee of substantially all of the benefits the employee bargained for, thus allowing the employee to terminate the employment contract and recover damages.1 In the modern leading constructive dismissal case of Farber v. Royal Trust Co., the Supreme Court described constructive dismissal as follows: Where an employer decides unilaterally to make substantial changes to the essential terms of an employee’s contract of employment and the employee does not agree to the changes and leaves his or her job, the employee has not resigned, but has been dismissed. Since the employer has not formally dismissed the employee, this is referred to as “constructive dismissal”. By unilaterally seeking to make substantial changes to the essential terms of the employment contract, the employer is ceasing to meet its obligations and is therefore terminating the contract.
    [Show full text]
  • Internship Guidelines 2020
    INTERNSHIP GUIDELINES 2020 The information in this Handbook is intended for informational purposes. IAU reserves the right to change any of the regulations, subjects or curricula, or portions thereof, contained in this Handbook without prior notice. The information in this Handbook is effective for the indicated academic year, unless superseded by a revision. Published by International American University LOS ANGELES MAIN CAMPUS 3440 Wilshire Blvd. Suite #1000, Los Angeles, CA 90010 Tel: (213) 262-3939 | Fax: (213) 262-5758 GARDEN GROVE SATELLITE TEACHING SITE 11277 Garden Grove Blvd. Suite #200, Garden Grove, CA 92843 www.iau.LA Updated: April 9, 2020 TABLE OF CONTENTS INTRODUCTION ...................................................................................................................................... 1 INTERNSHIPS ........................................................................................................................................... 2 MANDATORY INTERNSHIP POLICY FOR ALL STUDENTS ...................................................................................... 2 WHAT IS AN INTERNSHIP? .......................................................................................................................................... 2 WHAT AN INTERNSHIP IS NOT .................................................................................................................................. 2 BENEFITS FROM INTERNSHIPS ...................................................................................................................................
    [Show full text]