In the context of employment law, a pretext is basically a false reason given for an adverse employment action, such as a demotion, loss of benefits or wrongful termination. For example, perhaps your employer tells you that you are being fired due to budget cuts, but in reality, you’re being let go in retaliation because you recently filed a complaint of sexual harassment or asked for a disability accommodation.
So how do we prove the employer’s actions were discriminatory? The U.S. Supreme Court issued a ruling in the 1973 case of McDonnell-Douglas Corp. v. Green in which the court held that after plaintiff establishes a prima facie case of discrimination, the burden of proof then shifts to the employer to show that there was a legitimate, non-discriminatory reason for the adverse employment action. It’s then up to the plaintiff to show reasons why the true reason for the action was pretextual. This kind of evidence is critical because in most cases, employers don’t explicitly state their discriminatory motivations.
Some of the ways we can prove pretext are:
- False or implausible business justification. Essentially, if the reason given leaves you shaking your head and thinking, “That makes no sense,” it’s probably evidence of pretext.
- Changing reasons. First, it was because you had too many absences. But then later, it was because you were allegedly caught stealing. These kinds of starkly different justifications may be evidence of pretext.
- Comparative evidence. Other similarly situated employees who weren’t in your protected class were treated more favorably.
- Questionable timing. If you file a complaint for sexual harassment and are fired in short order, that timing calls into question the action. Some courts have found that pretext on this basis may exist even after weeks have elapsed between the protected activity and adverse employment action.
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