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Prepare for the job search through personal assessment and research of companies and positions of interest. Learn about the employer's hiring process and what your process should look like as a proactive job searcher. Learn about free job search resources available to Murray State University students and alumni.
Prepare for the job search through personal assessment and research of companies and positions of interest. Learn about the employer's hiring process and what your process should look like as a proactive job searcher. Learn about free job search resources available to Murray State University students and alumni.
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Putting procedures in place
Managing absence
Return to work
Problem areas - pregnancy related illness; holidays & sickness; notice pay
Long term absence
Dismissal - capability
Potential claims - unfair dismissal
Disability discrimination
Pregnancy related claims
New proposals for dealing with sickness absence
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Taylor & Emmet - Managing Absence MasterclassTom Draper
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https://www.hipaajournal.com/hipaa-training-requirements/
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Deborah Jacobs Southern California Edison
Managing Sickness Absence - Employment Workshop Pat Coyle
Employee absence can be a significant cost to businesses and effective sickness absence management involves finding a balance between providing support to help employees with health problems stay in and return to work and taking consistent and firm action against employees who try to take advantage.
This session gives an informative overview of sickness absence, focussing on:
Putting procedures in place
Managing absence
Return to work
Problem areas - pregnancy related illness; holidays & sickness; notice pay
Long term absence
Dismissal - capability
Potential claims - unfair dismissal
Disability discrimination
Pregnancy related claims
New proposals for dealing with sickness absence
F.U.N. slides Family and Medical Leave Act (FMLA)gwhumanresources
GW Human Resources provides F.U.N. Slides (Facts Understood Now Slides) on Human Resources & HR Compliance. F.U.N. Slide on FMLA http://gwhumanresources.com/slides/
DBL Law Partners Bob Hoffer and Kelly Schoening train corporate managers in the basics of employment law. The goal of the training is to help new managers (a) recognize state and federal laws regarding employee issues, (b) spot potential issues before they occur, and (c) promote and maintain a comfortable and productive work environment.
Taylor & Emmet - Managing Absence MasterclassTom Draper
The employment law experts at Taylor & Emmet recently conducted a T & E Advance Managing Absence Masterclass. The event was fully booked and therefore for those of you who were unable to attend we have shared the slides from the event. If you have any questions on the subject of employee absence please contact Tom Draper on 0114 2184311.
The Health Insurance Portability and Accountability Act (HIPAA) was created primarily to modernize the flow of healthcare information, stipulate how Personally Identifiable Information maintained by the healthcare and healthcare insurance industries should be protected from fraud and theft, and address limitations on healthcare insurance coverage – such as portability and the coverage of individuals with pre-existing conditions.
https://www.hipaajournal.com/hipaa-training-requirements/
Presentation designed to explain Business Associates the basics of HIPAA and real-life examples of cases that failed to implement and follow HIPAA requirements on a timely basis.
How Hiring Managers Can Interview Like a ProReuben Rail
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This simple presentation offers steps and advice on how Hiring Managers can best conduct themselves so they can make a great first impression on all interviewees, and attract the best talent.
The Impact of FMLA and ADA Compliance on EmployersSedgwick
Presentation at DMEC 2013
Denise Fleury Sedgwick
Barbara LaRocque Pepsico
Letitia gallman Delta Airlines
Ellen Shelnutt SunTrust Banks Inc.
Deborah Jacobs Southern California Edison
Compliance Overview - Americans with Disabilities Act (ADA)ntoscano50
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The ADA requires a covered employer to provide a reasonable accommodation to an employee or job applicant with a disability, unless doing so would impose an undue hardship on the operation of the employer's business. Reasonable accommodation might include, for example, making the workplace accessible for wheelchair users or providing a reader or interpreter for someone who is blind or hearing impaired.
The Education HR in the North West Conference, January 2018 - Capability and ...Browne Jacobson LLP
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-The intersection between the ADA and workplace violence threats
-Medical marijuana, opioid and prescription drug use in the workplace
-Navigating a direct threat to health and safety decision
-Fitness for duty tests and examinations
-Managing employees on extended leaves after FMLA has expired
-Identifying accommodations that previously were per se unreasonable, but now must be considered
Please join Gary and Will as they cover these and other tough ADA issues in the workplace.
Employers today encounter more and more restrictions on the management of their workplace. An effective employee relations program is crucial for managing your most valuable asset, your employees.
“Managing Labor & Employee Relations” specifically addresses the issues facing employers. This half-day session will provide information to better equip you in dealing with workplace management issues including reasonable accommodation end employee benefits to OSHA inspection survival and an overview of how the NLRB affects non-union employers.
This presentation covers aspects of absenteeism management including: statistics, absenteeism at work and legislative protections, and management with respect involuntary and voluntary absenteeism.
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This Presentation covers the DOL's new Proposed Rules. Topics covered include:
• The DOL Adopting more Restrictive Tests for Independent Contractor
• The Proposed Changes to DOL White Collar Exempt Status Regulations
• The Computer Professionals Exemption Decision Tree
• The Salary Basis Test, Permitted Salary Deductions
• The Exceptions from "No Pay-Docking" Rule
• Examples & Effects of Improper Deductions
• Payroll Practices that Do Not Violate the Salary Basis Test
• Additional Compensation.
DISCLAIMER:
By using this site and accessing the information presented by CowanPerry, PC., you understand that there is no attorney client relationship between you and CowanPerry, PC. The site and information contained therein should not be used as a substitute for competent legal advice from a licensed professional attorney in your state.
The information contained on this site is summary in nature and does not include all conditions, limitations, or exceptions that may be applicable to a particular situation. Every effort has been made to present current information without inaccuracies; however, errors, additions, deletions, and changes in the laws or procedures may occur and could make the information out of date or inaccurate. CowanPerry, PC does not assume any liability whatsoever for the "up-to-dateness", accuracy and completeness of the information.
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1. How to capture video testimonials that convert from your audience 🎥
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What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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2. Basic Premise
• Title I of the ADA requires an employer to provide
reasonable accommodation to qualified
individuals with disabilities who are employees or
applicants for employment, except when such
accommodation would cause an undue hardship.
3. Disability defined
The term “disability” means, with respect to an
individual(A) a physical or mental impairment that
[substantially] limits one or more major life activities
of such individual;
(B) a record of such an impairment; or
(C) being regarded as having such an impairment.
4. Disability defined
ADA Regs: Impairment may still be substantially limiting
even if it is expected to last less than 6 mos.
DFEH regs: Exclude conditions that are mild, which have
little or no residual effects,
• The common cold; seasonal or common influenza; minor
cuts, sprains;
• Muscle aches, soreness, bruises, or abrasions; nonmigraine headaches; and
• Minor non-chronic gastrointestinal disorders.
5. Disability defined
Definition also excludes:
• Statutorily specified conditions, e.g. compulsive
gambling, kleptomania, pyromania, pedophilia, e
xhibitionism, and voyeurism
• Current abuse of alcohol or drugs
6. Qualified individual
A qualified individual with a disability is an
individual who, with or without reasonable
accommodation, can perform the essential
functions of the employment position that such
individual holds or desires.
7. Essential Functions
• The fundamental job duties of the employment
position the individual with a disability holds or
desires
• Look at:
–
–
–
–
–
Employer’s judgment/written job descriptions
Time spent performing
Consequences of not requiring the person to perform
CBA terms
Work experience
8. Reasonable accommodation/Undue
Hardship
“Reasonable accommodation” may include• (A) making existing facilities used by employees
readily accessible; and
• (B) job restructuring, part--time/ modified work
schedules; reassignment to a vacant position;
acquiring or modifying equipment; modifying
exams, training materials or policies; qualified
readers or interpreters; and other similar
accommodations
9. Reasonable accommodation/Undue
Hardship
“Undue hardship” means an action requiring
significant difficulty or expense, when considered in
light of:
• the nature and cost of the accommodation;
• the facility and the employer’s financial resources
and number of employees; and
• the effect on operations.
10. ADA Amendments Act of 2008
Expanded definition of disability by saying don’t
consider “mitigating measures” in determining
whether individual is “substantially limited in a
major life activity”
• Medications
• Medical supplies/equipment
• Prosthetics
• Hearing aids
• Mobility devices
11. ADA Amendments Act of 2008
Expanded definition of disability to include
impairments that are episodic or in remission if they
would substantially limit a major life activity when
active.
12. Treating Everyone The Same Isn’t
Enough
• Equal opportunity ≠ Equal treatment
• Goal is to give disabled employees/applicants
opportunities to work
• Understanding the extent of that obligation is the
challenge
13. Significant Burden on Employers
• The number of impairments that qualify as
disabilities and the range of possible
accommodations are vast
• The ability to rely on a defense of “undue
hardship” is narrow
14. Significant Burden on Employers
• Employers must be prepared to assume
costs, inconvenience, inefficiencies, and
disruption
• The larger the employer, the greater the
obligation
• Even if no accommodation is
available, employers must engage the employee
in a timely, good faith interactive process
15. Misconduct attributed to a
disability
• EEOC Enforcement Guidance says an employer
is free to discipline a disabled employee for
violating a “workplace conduct standard” if it is
job-related and consistent with business
necessity, even if the misconduct resulted from a
disability.
• Case law not as clear – Wills v. Superior Court
(OK to enforce standards where disability-related
misconduct involves threats or violence)
17. What the interactive process
requires
• "Both the employer or other covered entity and
the applicant, employee or the individual’s
representative shall exchange essential
information identified below without delay or
obstruction of the process." (DFEH regs)
18. What the interactive process
requires
The employer must:
1. Grant the applicant or employee’s requested
accommodation.
2. Reject it "after due consideration" and initiate
discussion of other possible accommodations.
3. Ask for "reasonable medical documentation
confirming the existence of the disability and the
need for accommodation."
19. What the interactive process
requires
4. If information provided by the employee isn’t
clear, the employer can specify what further
information it needs.
5. When necessary to assess a requested
accommodation or to advance the interactive
process, the employer can consult with experts.
6. If reassignment is being considered, the
employer can ask about relevant education and
work experience.
20. What the interactive process
requires
Once the necessary information has been
exchanged, the employer must consult with the
individual to identify potential accommodations and
assess their effectiveness. It need not grant the
employee’s preferred accommodation.
21. What triggers the obligation to
engage in the interactive process?
• When the employee requests accommodation
• When an employer becomes aware of the need
for an accommodation through a third party or by
observation. (Don’t assume poor performance or
behavior is due to a disability.)
• If an employee with a disability exhausts the
leave provided under some other law (such as
FMLA) and remains unable to return to work.
22. Examples of accommodation (from
DFEH regs)
• “Providing accessible break
rooms, restrooms, training rooms, or reserved
parking places; acquiring or modifying
furniture, equipment or devices; or making other
similar adjustments.”
• Allowing use of assistive animals.
• Transferring to a more accessible worksite.
• Assistive aids and services such as qualified
readers or interpreters.
23. Examples of accommodation (from
DFEH regs)
• Job Restructuring (although the employer is not
required to reassign essential job functions).
• Part-time or modified work schedules.
• Changing when and/or how an essential function
is performed.
• Adjusting or modifying examinations, training
materials or policies.
• Modifying policies or supervisory methods.
24. Examples of accommodations (from
DFEH regs)
•
•
•
•
Providing additional training.
Letting the employee work from home.
Leaves of absence.
Reassignment to a vacant position
25. Reassignment to a vacant position
• An employee returning from a disability LOA is
entitled to “preferential consideration” over other
applicants or existing employees
• More than the ability to compete
• Absent a bona fide seniority
system, “reassignment means that the employee
gets the vacant position if s/he is qualified for it.”
(EEOC Enforcement Guidance)
26. How can employers reduce their
exposure?
• Policies should spell out the right to
accommodations and how to request
• Job descriptions should be current and
accurately identify essential functions
• Managers should know that there’s an obligation
to accommodate and whom to address disabilityrelated issues to
• Train employees who engage in the interactive
process.
27. How can employers reduce their
exposure?
• The obligation to accommodate is ongoing. If an
accommodation isn’t effective, start over.
• Protect employee privacy
• Document, Document, Document
• Get legal advice, if necessary
28. Sources for further information
• The Americans With Disabilities Act of 1990 – 42
USC §12101 et seq.
• EEOC Regs – 29 CFR Part 1630
• http://www.eeoc.gov/laws/types/disability.cfm EEOC
• http://www.ada.gov – US DOJ Civil Rights Div.
• http://www.eeoc.gov/policy/docs/accommodation.
html#N_90_ - EEOC Enforcement Guidance
(reasonable accommodation)
29. Sources for further information
(continued)
• http://www.eeoc.gov/policy/docs/psych.html EEOC Guidance (psychiatric disabilities)
• http://www.eeoc.gov/policy/docs/guidanceinquiries.html - EEOC Guidance (disabilityrelated inquiries)
• http://californiaemploymentlaw.foxrothschild.com
• http://employmentdiscrimination.foxrothschild.com