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Managers 411      ruthseiler@staffmanagers.com<br />August 13, 2009<br />
Top Reasons Employers Get Sued<br />
NUMBER 1<br />Failing to model respectful behavior<br />Ensure that others do too<br />
NUMBER 2<br />Risky Pre-Employment Questions<br />Failing to manage the perception<br />Disparate Impact<br />
NUMBER 3<br />Failing to understand the true role of a “manager of people”<br />Goal setting/Expectations<br />Hold employ...
NUMBER 4<br />Not providing honest, timely feedback<br />Avoiding confrontation<br />Dishonest evaluations<br />Using “Lay...
NUMBER 5<br />Not referring to the handbook<br />Clocking out for breaks<br />Raising concerns<br />Preserving employment-...
NUMBER 6<br />Not asking for advice<br />Rash disciplinary decisions<br />Firing on the spot<br />
NUMBER 7<br />Not reporting time accurately<br />Exempt/Non-Exempt status<br />Volunteer work<br />Deductions without auth...
NUMBER 8<br />Leave requests and Medical decisions<br />the &quot;Bermuda Triangle&quot; of FMLA, ADA, and workers&apos; c...
NUMBER 9<br />Not writing and keeping accurate, complete documentation<br />
NUMBER 10<br />Retaliating against employees<br />
Let us be your safety net!<br />
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Managers 411

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  • There are also many positive things that managers can do to promote a workplace that is free of discrimination and harassment.  One of the most effective is for you, as a manager, to model the behavior you seek to establish.Managers should always treat every employee politely and with respect.  They should always strive to see employees as people, not as representatives of a class.  Managers should always avoid crude jokes, and comments or nicknames that may be seen as pejorative.  In fact, managers should always avoid any references at all to age, gender, ethnicity, or membership in any protected class, unless they are clearly necessary and appropriate.
  • Transcript of "Managers 411"

    1. 1. Managers 411 ruthseiler@staffmanagers.com<br />August 13, 2009<br />
    2. 2. Top Reasons Employers Get Sued<br />
    3. 3. NUMBER 1<br />Failing to model respectful behavior<br />Ensure that others do too<br />
    4. 4. NUMBER 2<br />Risky Pre-Employment Questions<br />Failing to manage the perception<br />Disparate Impact<br />
    5. 5. NUMBER 3<br />Failing to understand the true role of a “manager of people”<br />Goal setting/Expectations<br />Hold employees accountable<br />Constant communication<br />
    6. 6. NUMBER 4<br />Not providing honest, timely feedback<br />Avoiding confrontation<br />Dishonest evaluations<br />Using “Layoff” for a Performance Problem<br />
    7. 7. NUMBER 5<br />Not referring to the handbook<br />Clocking out for breaks<br />Raising concerns<br />Preserving employment-at-will rights<br />
    8. 8. NUMBER 6<br />Not asking for advice<br />Rash disciplinary decisions<br />Firing on the spot<br />
    9. 9. NUMBER 7<br />Not reporting time accurately<br />Exempt/Non-Exempt status<br />Volunteer work<br />Deductions without authorizations<br />
    10. 10. NUMBER 8<br />Leave requests and Medical decisions<br />the &quot;Bermuda Triangle&quot; of FMLA, ADA, and workers&apos; compensation<br />
    11. 11. NUMBER 9<br />Not writing and keeping accurate, complete documentation<br />
    12. 12. NUMBER 10<br />Retaliating against employees<br />
    13. 13. Let us be your safety net!<br />
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