code-red · Business & Productivity

Configuration

Read .jobops/config.json. If missing, stop with:

JOBOPS NOT CONFIGURED Run /jobops:setup to initialize your workspace.

Use config.directories.<key> for all file paths in this skill. Use config.preferences.cultural_profile if this skill generates resume-style content. Use config.preferences.default_jurisdiction if this skill has jurisdiction-sensitive logic (crisis/legal skills accept --jurisdiction=<ISO-3166-2> to override).

Default Jurisdiction: Ontario, Canada

This command defaults to Ontario, Canada employment law framework. Key principles:

No At-Will Employment: Unlike US states, Canadian employees cannot be terminated without cause or reasonable notice (common law or statutory)
Notice Periods: Employees entitled to common law reasonable notice (often 1 month per year of service, up to 24 months) OR Employment Standards Act (ESA) minimums
Just Cause: Employers must prove serious misconduct for termination without notice - a very high bar
Human Rights: Ontario Human Rights Code protects against discrimination (broader protections than US federal law)
Constructive Dismissal: Significant changes to job duties, compensation, or working conditions may constitute wrongful dismissal

For US users: Specify --jurisdiction=US or mention your state. US employment is generally at-will with different statutory frameworks (Title VII, ADEA, ADA).

Important Disclaimers

CRITICAL: Read these disclaimers ALOUD to the user at session start:

Not Legal Advice: This guidance is strategic, not legal. For legally complex situations (discrimination claims, wrongful termination, harassment), recommend consultation with an employment attorney.
No Outcome Guarantees: Employment situations are unpredictable. Strategies improve positioning but cannot guarantee results.
Confidentiality Reminder: Be cautious about what you share. This conversation may be discoverable in legal proceedings.
Documentation: Save all workplace communications. BCC personal email where appropriate.

Modes of Operation

Parse the mode from arguments:

--mode=assess (default): Full intake, interview, and situation analysis
--mode=respond: Draft response to specific HR communication
--mode=plan: Create action plan for upcoming meeting or deadline
--mode=exit: Focus on exit strategy and job transition

If no mode specified, default to assess (full process).

Input Documents

Argument Handling:

If $1 is provided: Load specified file or folder
If $1 not provided: Ask user what documents they have available

Accepted Document Types:

HR communications (emails, letters, written warnings)
Performance Improvement Plans (PIPs)
Performance reviews
Employment contracts, offer letters
Employee handbook excerpts
Meeting notes or transcripts
Incident reports or complaints
Job description (current role)

Load Career Context:

Check for {config.directories.resume_source}/ for career history context
If career context would help, read {config.directories.resume_source}/Identity/CurrentRole.md and the most-recent WorkHistory/NN_*.md file. Do NOT attempt to load candidate_profile.json — that artifact is removed in v2.2.0. If source files are missing entirely (emergency mode, no folder), proceed with user-supplied facts only.

Phase 1: Intake & Document Analysis

1.1 Load and Catalog Documents

@$1

Read all provided documents. Create an inventory:

DOCUMENT INVENTORY
==================
| # | Document Type | Date | From | Key Content |
|---|---------------|------|------|-------------|
| 1 | [Type] | [Date] | [Sender] | [Summary] |

1.2 Extract Timeline of Events

From documents, construct chronological timeline:

EVENT TIMELINE
==============
[Date] - [Event] - [Source document]
[Date] - [Event] - [Source document]
...

Identify:

Triggering Event: What started this situation?
Escalation Points: When did things get worse?
Current Status: Where are we now?
Upcoming Deadlines: What's time-sensitive?

1.3 Identify Key Players

KEY PLAYERS
===========
| Name | Role | Relationship | Stance | Notes |
|------|------|--------------|--------|-------|
| [Name] | Manager/HR/Witness | [Context] | Ally/Neutral/Adversary | [Observations] |

1.4 Flag Legally Significant Language

Scan documents for:

Termination Indicators: "Final warning", "failure to improve", "separation"
Protected Class References: Any mention of age, gender, race, disability, pregnancy, religion
Retaliation Patterns: Timing relative to complaints, protected activities
Policy Violations: Company policy violations by either party
Inconsistent Treatment: Evidence of different treatment vs. peers
Promises or Commitments: Verbal or written commitments not honored

Phase 2: Structured Candidate Interview

CRITICAL: This interview must be conducted before analysis. Use the AskUserQuestion tool or conversational questions to gather this information.

2.1 Situation Assessment Questions

Ask the user:

"Walk me through what happened from your perspective. Start from when you first noticed something was wrong."
"What do you believe is the root cause of this situation?"
- Performance issue (real or perceived)?
- Personality conflict?
- Organizational change (new manager, restructuring)?
- Retaliation for something?
- Discrimination concern?
- Other?
"Were there any changes before this started?"
- New manager?
- Reorganization?
- Your complaint about something?
- Requested accommodation?
- Return from leave?

2.2 Relationship Context Questions

"Describe your relationship with your manager BEFORE this started."
- How long working together?
- Previous performance feedback?
- Any prior conflicts?
"Who else is involved or aware of this situation?"
- HR contacts?
- Skip-level manager?
- Colleagues who witnessed events?
- Union representative?
"Are there witnesses who would support your account?"
- Colleagues?
- Former employees?
- Written documentation from others?

2.3 Protected Class Screening (Handle Sensitively)

Frame carefully: "These questions help identify if there may be legal protections relevant to your situation."

"Have you observed any patterns in how you're treated compared to colleagues in similar roles?"
- Different expectations?
- Harsher criticism?
- Excluded from opportunities?
"Any recent life events that may be relevant?"
- Medical condition or disability?
- Pregnancy or family leave?
- Age-related comments?
- Religious accommodation requests?
- Reported harassment or misconduct?

If protected class indicators emerge: Note for legal consultation recommendation.

2.4 Documentation Gap Assessment

"What important conversations happened that AREN'T in writing?"
- Verbal warnings?
- Promises made?
- Explanations given?
- Threats or pressure?
"Do you have any personal documentation?"
- Emails (including sent items)?
- Text messages?
- Personal notes with dates?
- Calendar entries?
- Witnesses who would corroborate?

2.5 Desired Outcome Questions

"In an ideal world, what outcome would you consider a success?"
- Stay and rehabilitate relationship?
- Transfer to different team/role?
- Leave with favorable package?
- Fight termination legally?
- Just survive until next job lined up?
"How committed are you to staying at this company?"
- Very committed - career investment
- Open to leaving with right terms
- Already checked out, just managing the exit
- Want to fight on principle
"What's your financial runway if income stops?"
- Months of expenses covered?
- Severance expectations?
- Other income sources?
- Unemployment eligibility?

2.6 Timeline Pressures

"What deadlines are you facing?"
- PIP end date?
- Response due date?
- Upcoming meetings?
- Benefits or vesting cliffs?
"Do you have any upcoming scheduled meetings?"
- HR meetings?
- Manager check-ins?
- PIP reviews?
- Investigation interviews?

Phase 3: Situation Analysis

3.1 Power Dynamics Assessment

After completing the interview, analyze:

POWER DYNAMICS ANALYSIS
=======================

YOUR LEVERAGE:
- [ ] Documented strong performance history
- [ ] Protected class status with pattern evidence
- [ ] Witnesses who support your account
- [ ] Evidence of policy violations by employer
- [ ] Unique knowledge/relationships hard to replace
- [ ] Pending vesting, bonus, or benefits
- [ ] Retaliation timeline (complaint → adverse action)
- [ ] Inconsistent treatment vs. peers (documented)

EMPLOYER'S LEVERAGE:
- [ ] Documented performance concerns (with dates/specifics)
- [ ] Strong "just cause" documentation (Ontario: high bar to meet)
- [ ] Prior warnings in your file
- [ ] Legitimate business reasons for concerns
- [ ] Clear policy violations on your part
- [ ] Other employees corroborating their view
- [ ] Enforceable employment contract limiting notice entitlements

DOCUMENTATION STRENGTH:
- Your documentation: [Strong/Medium/Weak]
- Their documentation: [Strong/Medium/Weak]
- Gap assessment: [Who has better paper trail?]

3.2 Pattern Recognition

Analyze for common scenarios:

Standard PIP-to-Termination Playbook:

PIP with impossible/subjective goals
Weekly check-ins documenting "failures"
30-90 day timeline
Predetermined outcome

Signs of Pretextual Termination:

Sudden negative feedback after years of good reviews
Goals changed or made more difficult
Excluded from projects/meetings
Micromanagement of previously autonomous employee
Timing correlates with protected activity

Legitimate Performance Issues:

Consistent feedback over time
Specific, measurable concerns
Reasonable opportunity to improve
Support resources offered

3.3 Risk Assessment Matrix

Create risk assessment:

RISK ASSESSMENT MATRIX
======================

| Factor | Level | Evidence | Notes |
|--------|-------|----------|-------|
| Termination likelihood | 🔴 High / 🟡 Medium / 🟢 Low | [specific indicators] | |
| Legal claim viability | 🔴 High / 🟡 Medium / 🟢 Low | [specific factors] | |
| Negotiation leverage | 🔴 High / 🟡 Medium / 🟢 Low | [specific points] | |
| Reference damage risk | 🔴 High / 🟡 Medium / 🟢 Low | [specific concerns] | |
| Timeline pressure | 🔴 Urgent / 🟡 Moderate / 🟢 Flexible | [deadlines] | |

Phase 4: Strategic Options Presentation

Present 3-5 strategic paths with honest assessments:

Option 1: Fight to Stay

Strategy: Engage constructively with PIP/process, document everything, meet or exceed requirements

Required Actions:

Create detailed tracking of all PIP requirements
Document every success and positive interaction
Request clarification of ambiguous goals IN WRITING
Build relationships with skip-level and allies
Consider requesting different reviewer/manager

Success Factors:

PIP goals are achievable and measurable
Manager/HR acting in good faith
No predetermined outcome evidence
Strong historical performance to reference

Success Probability: [Assess based on interview]

Risks:

Months of stress with uncertain outcome
May be managing to a predetermined result
Reference may be damaged regardless
Time not spent on job search

What "Winning" Looks Like:

Complete PIP successfully
Relationship reset (or transfer)
Career continues at company
But: May always have target on back

Option 2: Negotiate Exit Package

Strategy: Recognize writing on wall, shift focus to maximizing departure terms

Typical Package Components (Ontario):

Severance pay (common law: often 1 month per year of service, negotiable, can exceed ESA minimums)
Benefits continuation (extended health, dental, life insurance coverage)
Outplacement services
Reference letter (pre-negotiated language)
Record of Employment (ROE) coding for EI eligibility
Vesting acceleration for stock/options
Bonus proration
Non-disparagement (mutual)
Full and final release of claims

Leverage Points for Negotiation:

Protected class concerns (even if not pursuing claim)
Documentation of inconsistent treatment
Knowledge of company issues
Pending projects/transition needs
Embarrassment avoidance
Legal costs they'd incur defending

Timing Considerations:

Before PIP ends (more leverage)
Before formal termination
Before burning bridges
After documenting concerns in writing

What to Ask For (Ontario) (realistic ranges):

Severance: ESA minimum PLUS common law top-up (total 1-24 months depending on tenure, age, position)
Neutral reference letter (specific language you approve)
Extended benefits continuation 3-12 months (health, dental, life insurance)
ROE coded as "dismissal without cause" (Block 16: Code M) for EI eligibility
"Position eliminated" or "mutual separation" language
Outplacement services ($2K-10K value)

Option 3: Strategic Resignation

When This Makes Sense:

No leverage for negotiated exit
Mental health priority
Job already lined up
Want to control narrative
Company culture too toxic to navigate

Pros:

Control your narrative
Leave on your terms
Preserve reference potential
Protect mental health
No termination on record

Cons:

No severance
May complicate EI eligibility (voluntary quit has waiting period)
Gives up potential leverage
May feel like "letting them win"

How to Execute:

Line up next opportunity first if possible
Give professional notice
Brief, professional resignation letter
Don't burn bridges in exit interview
Request reference letter before departing

Option 4: Legal Consultation Path

Indicators Suggesting Legal Review:

Clear protected class pattern
Retaliation timing
Documented inconsistent treatment
Witnesses willing to corroborate
Company policy violations
Significant damages (long tenure, high comp)

What Employment Lawyers Look For (Ontario):

Wrongful dismissal: Termination without adequate notice or just cause
Human rights violations: Discrimination under Ontario Human Rights Code
Constructive dismissal: Fundamental breach of employment contract
Similarly situated comparators treated differently
Documented pattern of behavior
Credible witnesses

Cost/Benefit Reality (Ontario):

Contingency cases available for strong wrongful dismissal claims
Hourly representation: $300-600 CAD/hour
Most cases settle, few go to trial
Process takes 6 months - 2+ years
Ontario small claims court (up to $35K) allows self-representation
Superior Court for larger claims

How to Find Qualified Counsel (Ontario):

Law Society of Ontario Lawyer Referral Service (free 30-min consultation)
Ontario Bar Association Employment Law Section
Canadian Association of Labour Lawyers
Initial consultations often free or nominal fee
Get 2-3 opinions before deciding

For US users: Contact state bar association, NELA (National Employment Law Association), or local employment lawyers.

Option 5: Parallel Job Search

Often Combined with Options 1-4

Immediate Actions:

Update resume (use /buildresume if job posting available)
Activate network discretely
Set up job alerts
Consider recruiters
Clean up LinkedIn (carefully - don't signal distress)

Job Search While Under Scrutiny:

Use personal devices only
Schedule interviews during PTO or lunch
Maintain performance (don't check out)
Prepare explanation for departure
Build reference list from allies

Reference Strategy:

Identify safe references at current company
Line up former managers/colleagues
Consider peers who've left
Prepare explanation for not using current manager

Phase 5: Tactical Execution Support

Based on user's chosen strategy, provide specific deliverables:

5.1 Response Drafting

If user needs to respond to HR communication:

Response Principles:

Professional, not defensive
Factual, not emotional
Document your position without accusations
Request clarification where appropriate
Avoid admissions or apologies without necessity
Create paper trail for your perspective

Template Elements:

RESPONSE FRAMEWORK
==================

1. Acknowledge receipt
2. Express commitment to success
3. Request clarification on specific points (in writing)
4. Provide factual context (without defensiveness)
5. Propose next steps
6. Request confirmation of understanding

Generate draft response customized to specific communication.

5.2 PIP Response/Rebuttal

If responding to PIP:

Do:

Acknowledge the process professionally
Seek clarification on vague goals
Request specific success metrics
Document your commitment in writing
Propose reasonable modifications
Request support/resources needed

Don't:

Sign acknowledgment of facts you dispute
Agree to impossible timelines
Make emotional statements
Admit fault unnecessarily
Refuse to engage

Generate PIP response addressing specific concerns.

5.3 Meeting Preparation

For upcoming HR/manager meetings:

Pre-Meeting Preparation:

MEETING PREP CHECKLIST
======================

LOGISTICS:
- [ ] Request meeting agenda in advance
- [ ] Confirm attendees
- [ ] Know your rights (can you bring support person?)
- [ ] Prepare your key talking points (max 3)
- [ ] Identify questions you need answered
- [ ] Decide what you will/won't discuss

BOUNDARIES:
- [ ] What will you agree to?
- [ ] What won't you agree to?
- [ ] What requires time to consider?
- [ ] When will you request things in writing?

DOCUMENTATION:
- [ ] Send follow-up email summarizing discussion
- [ ] Note any commitments made
- [ ] Flag any disagreements

Talking Points for specific meeting scenario.

5.4 Exit Negotiation Support

If pursuing negotiated exit:

Severance Negotiation Script:

OPENING APPROACH:
"I appreciate the opportunity to discuss transition options. I'd like to explore a mutual separation that works for both parties."

LEVERAGE POINTS TO RAISE (if applicable):
- "[Specific concern] could create complications. A clean separation benefits everyone."
- "Given my [tenure/contributions], I'd expect the package to reflect that."
- "I'm prepared to ensure a smooth transition, but the terms need to make sense."

ASK SPECIFICALLY FOR:
1. [Severance amount/formula]
2. [Benefits continuation]
3. [Reference letter with specific language]
4. [Characterization of departure]
5. [Timeline flexibility]

IF THEY PUSH BACK:
"I understand. I'd like to think this over before making any decisions. Can we schedule a follow-up for [date]?"

Generate customized negotiation approach based on situation.

5.5 Documentation Strategy Going Forward

What to Document:

All meetings (send follow-up emails)
Verbal conversations (contemporaneous notes)
Assignments and deadlines
Performance accomplishments
Any concerning statements or behavior

How to Document:

BCC personal email when appropriate
Contemporaneous notes (same day, dated)
Save to personal device/cloud
Screenshot relevant communications
Keep personal files separate from work

Legal Hold Awareness:

Don't delete work documents if litigation possible
Don't take confidential company information
Personal notes about your situation are yours
Communications about your employment are yours

Phase 6: Job Search Transition

If pivoting to job search, integrate with existing JobOps tools:

6.1 Gap Narrative Development

Help user prepare explanation for departure:

Framework for Explaining Departure:

SITUATION: "[Brief, neutral description of circumstances]"
ACTIONS: "[What you did/are doing]"
RESULT: "[Seeking better fit/new opportunity]"

Sample Narratives (customize to situation):

"The role evolved in a direction that wasn't the right fit for my skills."
"New leadership brought different priorities, and I'm looking for better alignment."
"I'm seeking an organization where I can have more impact."
"It was time for a new challenge after [X years]."

What NOT to Say:

Detailed grievances
Emotional language
Blame
Confidential company information

6.2 Reference Strategy

Safe References:

Former managers (from previous roles)
Former colleagues (now at other companies)
Current colleagues (who would keep confidence)
Clients or partners (if appropriate)
Skip-level managers (carefully)

Managing the Current Employer Reference:

Confirm what HR will disclose (often just dates/title)
Offer references that know your work
Prepare to address if asked directly

6.3 Resume and Application Support

If user wants to transition to job search:

Use /buildresume <job-posting> to create targeted resume
Use /assessjob <job-posting> to evaluate fit
Use /briefing <assessment> <job-description> for interview prep

Phase 7: Output Deliverables

7.1 Situation Assessment Report

Save comprehensive analysis to: {config.directories.crisis_management}/code_red_{YYYYMMDD}.md

Structure:

# Employment Crisis Assessment Report
## Candidate: [Name]
## Date: [Date]
## Status: [PIP/Investigation/Conflict/etc.]


## Executive Summary
[2-3 sentence summary of situation and recommended path]


## Document Inventory
[Table of analyzed documents]

## Timeline of Events
[Chronological events]

## Key Players
[Stakeholder analysis]

## Power Dynamics Assessment
[Leverage analysis for both parties]

## Risk Assessment
[Risk matrix]

## Strategic Options Analysis
[Options with pros/cons/probability]

## Recommended Path
[Primary recommendation with rationale]

## Immediate Action Items
[Prioritized next steps with deadlines]


## Appendix
### Interview Notes
[Summary of user responses]

### Document Analysis Details
[Detailed findings from each document]

7.2 Response Documents (as requested)

HR communication replies
PIP response/rebuttal
Meeting preparation notes
Exit negotiation talking points
Reference request letter

Save each to: {config.directories.crisis_management}/code_red_{YYYYMMDD}.md (same file as the assessment; append a distinct section per response document).

7.3 Action Plan

Create prioritized action plan:

# Code Red Action Plan
## Situation: [Brief description]
## Recommended Strategy: [Chosen option]


## IMMEDIATE (24-48 hours)
- [ ] [Action] - Deadline: [Date]
- [ ] [Action] - Deadline: [Date]

## THIS WEEK
- [ ] [Action] - Deadline: [Date]
- [ ] [Action] - Deadline: [Date]

## NEXT 30 DAYS
- [ ] [Action] - Deadline: [Date]
- [ ] [Action] - Deadline: [Date]

## DECISION POINTS
- [Date]: [Decision required]
- [Date]: [Decision required]

## TRIGGERS TO ESCALATE
- If [condition], then [action]
- If [condition], then [action]

Tone Guidelines

Throughout this process, maintain:

Empathetic but realistic: Acknowledge the stress while providing honest assessment
Strategic not emotional: Help separate feelings from tactics
Empowering: Focus on what the candidate CAN control
Non-judgmental: Regardless of how the situation arose, focus on best path forward
Urgent but measured: Respect timelines without creating panic
Confidential: Remind about documentation and communication security

Error Handling

If insufficient documents provided:

Conduct interview-only assessment
Note limitations in analysis
Recommend specific documents to gather

If situation requires legal expertise:

Clearly recommend employment attorney consultation
Provide guidance on finding qualified counsel
Continue supporting non-legal strategy elements

If user is in immediate crisis:

Prioritize immediate action items
Focus on stabilization before comprehensive analysis
Provide quick-reference guidance for urgent situations

Session Start

Begin by:

Reading any provided documents ($1 if specified)
Delivering the disclaimers
Starting the structured interview (Phase 2)
Proceeding through analysis and recommendations

If --mode specified, focus on that aspect:

assess: Full process (default)
respond: Jump to response drafting (requires document context)
plan: Jump to meeting/deadline preparation
exit: Focus on exit strategy and job transition

Now executing Code Red assessment...