Pao's Alleged Firing Could Hurt Kleiner Perkins in Retaliation Suit (Update)

Ellen Pao's already-complex sex discrimination suit against Kleiner Perkins may have gotten messier. If her claim that she was fired is true, employment attorneys say Kleiner could be in deep water going forward.
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Ellen PaoPhoto: Kleiner Perkins Caufield & Byers

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Ellen Pao's already complex sex discrimination suit against Kleiner Perkins may have gotten messier. Pao says she was terminated Monday from her job at the prominent Silicon Valley venture capital firm. Kleiner denies she was fired. Could the firm really have said anything else? If her claim is true, employment attorneys say Kleiner could be in deep water going forward.

The back story: About one year after joining the firm in 2005, Pao alleged that she was sexually harassed by two Kleiner partners. She brought up the incidents to senior partners and alleges that afterward she was denied promotions and left out of meetings held by male partners. In May 2012, Pao filed a retaliation lawsuit. Now she says she has been fired.

"Assuming that she was terminated, she would be claiming future retaliation, in addition to the first retaliation," says employment rights attorney Therese Lawless of Lawless & Lawless. Since she would be cut off from her livelihood, the firing makes her case stronger that Kleiner was retaliation against her because of her claims of sexual harassment, Lawless says.

Kleiner denies all of Pao's claims. The firm sought to have the case sent to arbitration but was denied by a San Francisco judge. Kleiner has appealed that decision. The firm also says Pao's assertion on the question-and-answer website Quora that she was fired and told to clean out her office isn't accurate. Kleiner says:

Ms. Pao’s Quora post is misleading. She remains an employee of the firm. Because of long standing issues having no relationship or bearing on the litigation, Kleiner approached Ms. Pao to facilitate her transition, over an extended period of time, out of the firm. The proposed terms, that did not require Ms. Pao to waive any legal rights or claims, are generous, fair and intended to support Ms. Pao in a successful career transition.

Pao's lawyer, Alan Exelrod, tells a different story. He tells Wired that on Monday Pao was cut off from access to company documents and computers, and told she had 30 days to transition off company boards because she would no longer be working at Kleiner. "We believe this is happening because she filed the lawsuit, that this essential firing is in retaliation. We intend to add those these issues to the lawsuit," Exelrod says.

Kleiner attorney Lynne Hermle did not immediately respond to phone calls or e-mails seeking comment.

If it is true that Pao had been fired, it could deal a blow to Kleiner's defense if the lawsuit moves forward. In the original suit, Pao could only claim missed opportunities for promotions and raises as damages because she was still employed. If she was fired, employment attorneys say she can file another claim for lost wages. If she can't find another comparable job because of her now-damaged reputation, they say Kleiner could be on the hook for those lost wages as well.

It's important to remember that we don't know who's in the wrong here, and we likely won't unless the case goes to trial. Pao's work performance or attendance may have suffered, causing the company to let her go. But firing Pao in the middle of this contentious dispute raises the stakes regardless. "If I were Kleiner Perkins, I'd be nervous," says Lawless. Firing someone, she says, "is the mother of all retaliatory acts."

Updated October 3, 2012 at 5:42pm PDT: Kleiner Perkins attorney Lynne Hermle had this response:

Kleiner's actions were not retaliatory. The firm informed Ellen Pao that it would be separating her employment as the result of longstanding, documented performance issues and not because of the litigation or because she is a woman. The firm was also generous and fair in its offer to help her transition her career in ways that are inconsistent with retaliatory conduct. They were willing to keep her on the payroll as an employee for 6 months and to vest in venture funds, and then pay her severance, all without asking her to release her pending legal claims which is entirely inconsistent with an intent to retaliate. Her lawyer may believe he has additional legal claims based on retaliation. Their view seems to be that even existing performance problems prohibit an employer from taking action once an employee has sued. We believe otherwise.