This document appears to be a transcript from an employment law webinar. It discusses various scary employment law questions and issues that employers may face, such as FMLA compliance, ADA accommodations, terminations, and discrimination claims. The presenter aims to make these complex legal topics less scary by providing straightforward advice and summaries. Interactive polling questions are also included to engage participants.
What's New and What's Next in Employment Law for 2014Mark Toth
This document provides a summary of Mark Toth's webinar on employment law updates for 2014. It discusses several new and changing areas of employment law that employers need to be aware of, including developments related to the EEOC, wage and hour laws, FMLA, ADA, social media, and termination practices. Toth emphasizes the importance of knowing the latest laws, focusing on high priority issues, thoroughly investigating all claims, and properly documenting all employment actions to avoid legal risks and stay out of jail in the new year.
This document provides a summary of an employment law presentation aimed at making employment law less scary. It begins with official disclaimers about not relying on the presentation as legal advice. The presenter then outlines some of the scariest employment law issues according to surveys, including medical leave, terminations, wage and hour issues, and harassment. Throughout, the presentation provides tips on how to reduce legal risks in these areas through proper documentation, training, and consultation with legal experts. The overall goal is to help employers better understand and manage their employment law obligations.
Everything You Ever Wanted To Know About NegotiationMark Toth
This document is a summary of a webinar on negotiation skills. It provides tips on preparing for negotiations, different negotiation models and strategies, building negotiation skills, and closing deals. It emphasizes the importance of preparation, understanding interests rather than positions, finding mutual gains, and maintaining a collaborative approach. Interactive polling questions gauge participants' negotiation comfort levels and preferences. Resources like books and movies on negotiation are also recommended.
What's New and What's Next in Employment Law for 2014Mark Toth
Mark Toth, Chief Legal Officer for North America at ManpowerGroup, provided a presentation on the latest employment law updates and trends. Some of the key points covered include:
- Employment laws are becoming more complex and difficult to comply with, and employment law claims are increasing. Wage and hour lawsuits and EEOC recoveries are rising.
- Many employee engagement levels are low, and employees are increasingly disgruntled. Employers need to focus on keeping employees "gruntled".
- EEOC priorities include pregnancy discrimination, ADA compliance, harassment issues, and access to the legal system. LGBT and criminal background check compliance were also discussed.
- Wage and hour compliance remains
This webinar covered various employment law topics including wage and hour issues, unions, investigations, terminations, and ADA compliance. It provided updates on recent legal developments, answered audience questions, and offered practical advice and checklists for compliance. The presentation emphasized the importance of knowing employment laws, properly investigating complaints, consistently applying policies, and treating employees with dignity to avoid costly litigation. It also provided additional free resources for participants to stay informed on legal issues.
The document discusses an agenda for a webinar about employment law that includes a quiz show, discussion of recent lawsuits and verdicts, and what's new in employment law enforcement. It notes the passage of the Lilly Ledbetter Fair Pay Restoration Act, which extends the statute of limitations for filing unfair pay claims.
The webinar covered strategies for avoiding legal trouble in 2013, including complying with employment laws, reducing discrimination claims, and minimizing the chances of costly lawsuits. Data was presented showing that employment law risks are increasing and juries are more likely to rule against employers. The webinar advised employers to focus on engaging and retaining employees to reduce legal risks.
Answers to the World's Scariest Employment Law QuestionsMark Toth
Here are a few tips to help simplify FMLA administration:
1. Designate leave as FMLA-protected as soon as you have enough information to do so. This protects the employee's job and puts everyone on the same page.
2. Use a third-party administrator to handle paperwork and certification. They are experts and can streamline the process.
3. Train managers on their notification obligations when leave is foreseeable vs. unforeseeable. Clear communication is key.
4. Maintain leave records electronically for easy access and tracking intermittent leave.
5. Certify chronic conditions annually rather than every 6 months if the condition/treatment plan hasn't changed.
6.
What's New and What's Next in Employment Law for 2014Mark Toth
This document provides a summary of Mark Toth's webinar on employment law updates for 2014. It discusses several new and changing areas of employment law that employers need to be aware of, including developments related to the EEOC, wage and hour laws, FMLA, ADA, social media, and termination practices. Toth emphasizes the importance of knowing the latest laws, focusing on high priority issues, thoroughly investigating all claims, and properly documenting all employment actions to avoid legal risks and stay out of jail in the new year.
This document provides a summary of an employment law presentation aimed at making employment law less scary. It begins with official disclaimers about not relying on the presentation as legal advice. The presenter then outlines some of the scariest employment law issues according to surveys, including medical leave, terminations, wage and hour issues, and harassment. Throughout, the presentation provides tips on how to reduce legal risks in these areas through proper documentation, training, and consultation with legal experts. The overall goal is to help employers better understand and manage their employment law obligations.
Everything You Ever Wanted To Know About NegotiationMark Toth
This document is a summary of a webinar on negotiation skills. It provides tips on preparing for negotiations, different negotiation models and strategies, building negotiation skills, and closing deals. It emphasizes the importance of preparation, understanding interests rather than positions, finding mutual gains, and maintaining a collaborative approach. Interactive polling questions gauge participants' negotiation comfort levels and preferences. Resources like books and movies on negotiation are also recommended.
What's New and What's Next in Employment Law for 2014Mark Toth
Mark Toth, Chief Legal Officer for North America at ManpowerGroup, provided a presentation on the latest employment law updates and trends. Some of the key points covered include:
- Employment laws are becoming more complex and difficult to comply with, and employment law claims are increasing. Wage and hour lawsuits and EEOC recoveries are rising.
- Many employee engagement levels are low, and employees are increasingly disgruntled. Employers need to focus on keeping employees "gruntled".
- EEOC priorities include pregnancy discrimination, ADA compliance, harassment issues, and access to the legal system. LGBT and criminal background check compliance were also discussed.
- Wage and hour compliance remains
This webinar covered various employment law topics including wage and hour issues, unions, investigations, terminations, and ADA compliance. It provided updates on recent legal developments, answered audience questions, and offered practical advice and checklists for compliance. The presentation emphasized the importance of knowing employment laws, properly investigating complaints, consistently applying policies, and treating employees with dignity to avoid costly litigation. It also provided additional free resources for participants to stay informed on legal issues.
The document discusses an agenda for a webinar about employment law that includes a quiz show, discussion of recent lawsuits and verdicts, and what's new in employment law enforcement. It notes the passage of the Lilly Ledbetter Fair Pay Restoration Act, which extends the statute of limitations for filing unfair pay claims.
The webinar covered strategies for avoiding legal trouble in 2013, including complying with employment laws, reducing discrimination claims, and minimizing the chances of costly lawsuits. Data was presented showing that employment law risks are increasing and juries are more likely to rule against employers. The webinar advised employers to focus on engaging and retaining employees to reduce legal risks.
Answers to the World's Scariest Employment Law QuestionsMark Toth
Here are a few tips to help simplify FMLA administration:
1. Designate leave as FMLA-protected as soon as you have enough information to do so. This protects the employee's job and puts everyone on the same page.
2. Use a third-party administrator to handle paperwork and certification. They are experts and can streamline the process.
3. Train managers on their notification obligations when leave is foreseeable vs. unforeseeable. Clear communication is key.
4. Maintain leave records electronically for easy access and tracking intermittent leave.
5. Certify chronic conditions annually rather than every 6 months if the condition/treatment plan hasn't changed.
6.
This document provides an overview of employment law basics for manager training. It discusses discrimination laws, harassment, the Family and Medical Leave Act, the Americans with Disabilities Act, and documentation best practices. The presentation aims to help managers recognize applicable state and federal employment laws to promote a productive work environment and avoid liability.
Everything You Ever Wanted To Know About Employment Law Mark Toth
The document provides an overview of a presentation on employment law given by Mark Toth, Chief Legal Officer of North America for ManpowerGroup. Some key points from the presentation include:
- Employees are generally disgruntled, with over half saying they would fire their boss and nearly half thinking about leaving their current company.
- Wage and hour violations, particularly in California, often result in large class action lawsuits against employers. Proper classification of employees and compliance with overtime rules is important to avoid liability.
- Employers only win about half of the employment lawsuits filed against them. Discrimination, particularly age and disability, are common claims.
- Social media use policies and NLRB compliance around
Everything You Ever Wanted to Know About Employment Law (in 60 seconds or less)Mark Toth
Mark Toth, Chief Legal Officer of North America for ManpowerGroup, gave a presentation on employment law topics. He discussed how employees are increasingly disgruntled, with over half thinking about leaving their current job. He also covered new legal developments, common discrimination claims, ways employers get sued, wage and hour issues like classifying workers correctly, and managing risks from social media. Toth emphasized staying compliant with laws, properly training managers, and addressing any legal issues promptly to avoid costly lawsuits.
Everything You Ever Wanted to Know about Employment LawMark Toth
This document provides an overview of employment law topics, including:
- Employment law disputes are the #1 legal headache for US businesses.
- Employers have around a 22% chance of winning an employment law case at trial.
- EEOC complaints, recoveries, class actions, and mediations all hit record highs last year.
- Retaliation is the most common discrimination claim filed with the EEOC.
- Wage and hour violations are most likely to result in large class action lawsuits.
- Employment law enforcement and costs continue to increase for employers.
Data Ethics in the Workplace: Beyond AI, Privacy and SecurityCase IQ
The rate at which we generate data is increasing at a dizzying pace, with estimates of 463 exabytes of data being created each day by 2025. While security and privacy are often top-of-mind when discussing data, organizations must also consider the ethics of data collection, analysis and movement and the risks that they present. Operating without a data ethics framework can cause permanent damage. On the other hand, a healthy approach to data ethics has immeasurable benefits.
Join Neal O’Farrell, data ethics expert, advisor and trainer, as he tackles this timely and important topic. Learn how to create a culture of data ethics in your workplace that can make almost everything better - from AI and big data, security and privacy, trust and reputation, even workplace harmony and productivity.
7 Ways to Increase Ethical Accountability and Decrease Fraud Risk Case IQ
It’s long been clear that organizations with strong ethical cultures perform better than those without. In addition to the multitude of positive impacts a strong ethical culture provides, these organizations will also typically experience less fraud and misconduct. However, to achieve maximum results, a strong ethical culture must focus on accountability and include robust fraud prevention measures.
Ethical accountability takes time and effort to build, but the rewards of fostering the right culture in an organization are measurable. Fewer fraud incidents, for example, can be demonstrated by hard numbers. A strong code of conduct is a great start, but it’s critical to have a comprehensive ethics program that fosters accountability.
Join Joseph Agins, CFE, CCEP, adjunct professor and fraud expert, as he outlines strategies organizations can use to ensure every employee from the C-Suite down has the tools they need to help them make ethical decisions and prevent fraud.
The webinar will cover:
The importance of tone from the top
Identifying the pressures employees face and thus the ethics and fraud risks
Understanding the resources employees have (or not) to report wrongdoing
Whether the internal imagining of the culture matches the reality
Developing tools and strategies for fostering ethics in the workplace
Anti-fraud measures that should be incorporated into every ethics policy
Encouraging ethics and accountability
Ethics for Human Resource ProfessionalsPaul Falcone
Establishing and reinforcing a company’s ethical culture and values always represents a challenge. But you need to understand historically how we got where we are in order to appreciate the rich fabric that makes up today’s complex workplace. From ethics theory to U.S. employment law history, from Sarbanes-Oxley to corporate governance standards, this PowerPoint presentation whisks you from the 1930s through to the first decade of the new millennium with an insightful overview of the laws that influence today’s business decisions. We’ll cover the real nature of employment-at-will, the rise of labor unions and their historical appeal to workers, the difference between progressive discipline and “summary offenses,” and “you make the call” workplace ethical scenarios that are sure to raise debate among your staffers. Finally, we’ll touch on ethical considerations in an international context, the environmental justice movement, and even pay trends in executive compensation. Turn to this guide for an on-the-mark overview of our labor history, employment laws, and our evolving workplace. (72 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Social media has become a common mechanism to share information for more than three billion users worldwide. Facebook, the largest platform, has 2.5 billion users who post more than 100 billion messages each day. With so much information being shared daily, there’s a significant risk for companies whose employees use social media as part of their jobs and in their personal lives.
Human Resources & Employment Law 2015 - HRD Strategies - Michael Lovett, Nina...HRDstrategies
Michael Lovett and Nina Lovett of HRD Strategies, Inc. in Greensboro, North Carolina, provide an update on HR employment law at the 2015 North Carolina Literacy Association (NCLA) Conference. This presentation was part of the Executive Track
Gain a new perspective on your HR challenges and knowledge for meeting them confidentially and legally. Keeping up with the latest legal trends, changes in best practices, legal updates is a tough job . . . even for a seasoned HR professional.
In this presentation, you will gain an understanding of:
- What to consider before hiring an employee to ensure your process is legal and consistent
- Best practices for onboarding a new hire during the employee orientation
- Practical, legal and security issues for managing employee personnel records
- Key issues such as background checks, disciplinary action, documentation and at-will employment
- Latest trends, news and updates around employment law today
- What employees are looking for from employers
- Reference materials of federal employment laws
Visit www.hrdstrategies.com to learn more.
10 Critical Mistakes in Workplace Investigation Programs and How to Avoid ThemCase IQ
The document outlines 10 critical mistakes that can occur in workplace investigation programs and how to avoid them. It discusses mistakes related to having an incomplete system, not taking care of details, not paying attention to trends, not collaborating with others, not following proper processes, using the wrong investigator, not challenging the investigator, overstepping boundaries, assuming procedural fairness is easy, and thinking investigations can't be challenged. It provides tips for business leaders, HR leaders, and investigators to review practices, collaborate with peers, and continuously improve their workplace investigation programs to avoid common pitfalls.
Mind Your (Workplace) Manners: Business Etiquette 101Robert Half
Have you committed an office etiquette offense? View this Slideshare to learn more about managers’ and employees’ opinions on workplace etiquette and courtesy
Preventing Bullying and Harassment Through Diversity and Inclusion in the Wor...Case IQ
In a 2019 Monster survey, 90 per cent of employees said they had experienced bullying in the workplace. The Pew Research Center reports that 69 per cent of women say they have been sexually harassed in a professional setting. These numbers point to a serious problem that leaders can’t afford to ignore.
Policies and training are, of course, critical to the prevention of bullying and harassment, but there are other avenues that you may not have considered. Diversity and inclusion have benefits that go far beyond compliance. Not only do companies that embrace diversity and inclusion outperform those that don’t, but understanding, accepting and valuing differences ensures a fairer, more collaborative environment with less conflict.
Join Catherine Mattice-Zundel, president of Civility Partners, a training and consulting firm focused on helping organizations build positive workplace cultures, as she explores strategies for using diversity and inclusion to prevent harassment and bullying.
The webinar will cover:
What constitutes bullying and harassment in the workplace
Best practices for addressing and preventing bullying and harassment
How diversity and inclusion helps to reduce bullying and harassment
How to achieve diversity and inclusion
Case studies of how bullying, inequities and harassment tie together, and how resolving one requires resolving all
This document summarizes a presentation on disciplinary measures and best practices for employers. The presentation covers topics such as the legal obligations of employers, types of discipline including progressive and positive discipline, common workplace problems requiring special attention like absenteeism and workplace violence, and ensuring disciplinary actions are consistent and fair. It also discusses the differences between traditional progressive discipline which focuses on punishment versus positive discipline which emphasizes communication, problem solving, and helping employees improve performance.
HR 101 - What all employers need to know...tritesman
Here are some key points to remember when asking about citizenship/national origin:
- You can ask if they are authorized to work in the US.
- Do not ask about specific national origin, citizenship status of parents/spouse or ask them where they/their parents were born.
- Focus on their ability/authorization to perform the job successfully with no issues related to work status.
The document provides an overview of employment law and at-will employment. It discusses what employment law encompasses, including laws around hiring, termination, wages/benefits, discrimination, and privacy. At-will employment allows employers or employees to terminate the work relationship at any time for any non-discriminatory reason. The document then examines some key employment law concepts like discrimination, fair pay, and privacy in more detail.
This document provides a disclaimer and overview of a toolbox of employment law information and resources. The summary states that the toolbox is intended for educational purposes and should not be considered legal advice. It also notes that using the toolbox does not create an attorney-client relationship and that competent legal advice should be sought from a licensed attorney. The toolbox includes glossaries, checklists, guides on topics like ADA/FMLA interaction and wage and hour law, as well as tools for investigations, terminations, reducing legal fees and more.
This document provides a summary of the Family and Medical Leave Act (FMLA) including:
- Employers with 50 or more employees are covered by the FMLA
- Eligible employees are those who have worked for their employer for 12 months and 1,250 hours in the last year
- The FMLA provides up to 12 weeks of unpaid, job-protected leave per year for qualified medical and family reasons
- Employers can require employees to substitute accrued paid leave for unpaid FMLA leave.
The document discusses various employment laws including the Fair Labor Standards Act (FLSA), Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), Age Discrimination in Employment Act (ADEA), Equal Pay Act (EPA), Employee Retirement Income Security Act (ERISA), Fair Credit Reporting Act (FCRA), and Consolidated Omnibus Budget Reconciliation Act (COBRA). It provides summaries of the key aspects of each law such as covered employers and employees, prohibited conduct, required protections, potential penalties for noncompliance, and compliance tips.
This document provides an agenda and materials for a webinar on leadership presented by Mark Toth, Chief Legal Officer of North America. The webinar covers various topics related to leadership such as defining a leader, leadership styles throughout history, how not to lead through examples like pride and lies, and exercises for developing leadership skills like caring, learning, and developing others. It also includes polling questions to engage participants and information on receiving continuing education credits for attending.
The Essentials of HR and Labor Law. October 15, 2014. Asian Institute of Mana...PoL Sangalang
This document provides an overview of labor law and human resources (HR) principles using the acronym D.O.C.U.M.E.N.T. It emphasizes the importance of documentation, understanding labor law, mastering HR practices, embracing best practices like written employment contracts, and negotiating disputes with experts. The document also discusses labor-management cooperation and collective bargaining agreements. It aims to help employers and employees have win-win relationships based on good faith, as required by law.
This document provides an overview of employment law basics for manager training. It discusses discrimination laws, harassment, the Family and Medical Leave Act, the Americans with Disabilities Act, and documentation best practices. The presentation aims to help managers recognize applicable state and federal employment laws to promote a productive work environment and avoid liability.
Everything You Ever Wanted To Know About Employment Law Mark Toth
The document provides an overview of a presentation on employment law given by Mark Toth, Chief Legal Officer of North America for ManpowerGroup. Some key points from the presentation include:
- Employees are generally disgruntled, with over half saying they would fire their boss and nearly half thinking about leaving their current company.
- Wage and hour violations, particularly in California, often result in large class action lawsuits against employers. Proper classification of employees and compliance with overtime rules is important to avoid liability.
- Employers only win about half of the employment lawsuits filed against them. Discrimination, particularly age and disability, are common claims.
- Social media use policies and NLRB compliance around
Everything You Ever Wanted to Know About Employment Law (in 60 seconds or less)Mark Toth
Mark Toth, Chief Legal Officer of North America for ManpowerGroup, gave a presentation on employment law topics. He discussed how employees are increasingly disgruntled, with over half thinking about leaving their current job. He also covered new legal developments, common discrimination claims, ways employers get sued, wage and hour issues like classifying workers correctly, and managing risks from social media. Toth emphasized staying compliant with laws, properly training managers, and addressing any legal issues promptly to avoid costly lawsuits.
Everything You Ever Wanted to Know about Employment LawMark Toth
This document provides an overview of employment law topics, including:
- Employment law disputes are the #1 legal headache for US businesses.
- Employers have around a 22% chance of winning an employment law case at trial.
- EEOC complaints, recoveries, class actions, and mediations all hit record highs last year.
- Retaliation is the most common discrimination claim filed with the EEOC.
- Wage and hour violations are most likely to result in large class action lawsuits.
- Employment law enforcement and costs continue to increase for employers.
Data Ethics in the Workplace: Beyond AI, Privacy and SecurityCase IQ
The rate at which we generate data is increasing at a dizzying pace, with estimates of 463 exabytes of data being created each day by 2025. While security and privacy are often top-of-mind when discussing data, organizations must also consider the ethics of data collection, analysis and movement and the risks that they present. Operating without a data ethics framework can cause permanent damage. On the other hand, a healthy approach to data ethics has immeasurable benefits.
Join Neal O’Farrell, data ethics expert, advisor and trainer, as he tackles this timely and important topic. Learn how to create a culture of data ethics in your workplace that can make almost everything better - from AI and big data, security and privacy, trust and reputation, even workplace harmony and productivity.
7 Ways to Increase Ethical Accountability and Decrease Fraud Risk Case IQ
It’s long been clear that organizations with strong ethical cultures perform better than those without. In addition to the multitude of positive impacts a strong ethical culture provides, these organizations will also typically experience less fraud and misconduct. However, to achieve maximum results, a strong ethical culture must focus on accountability and include robust fraud prevention measures.
Ethical accountability takes time and effort to build, but the rewards of fostering the right culture in an organization are measurable. Fewer fraud incidents, for example, can be demonstrated by hard numbers. A strong code of conduct is a great start, but it’s critical to have a comprehensive ethics program that fosters accountability.
Join Joseph Agins, CFE, CCEP, adjunct professor and fraud expert, as he outlines strategies organizations can use to ensure every employee from the C-Suite down has the tools they need to help them make ethical decisions and prevent fraud.
The webinar will cover:
The importance of tone from the top
Identifying the pressures employees face and thus the ethics and fraud risks
Understanding the resources employees have (or not) to report wrongdoing
Whether the internal imagining of the culture matches the reality
Developing tools and strategies for fostering ethics in the workplace
Anti-fraud measures that should be incorporated into every ethics policy
Encouraging ethics and accountability
Ethics for Human Resource ProfessionalsPaul Falcone
Establishing and reinforcing a company’s ethical culture and values always represents a challenge. But you need to understand historically how we got where we are in order to appreciate the rich fabric that makes up today’s complex workplace. From ethics theory to U.S. employment law history, from Sarbanes-Oxley to corporate governance standards, this PowerPoint presentation whisks you from the 1930s through to the first decade of the new millennium with an insightful overview of the laws that influence today’s business decisions. We’ll cover the real nature of employment-at-will, the rise of labor unions and their historical appeal to workers, the difference between progressive discipline and “summary offenses,” and “you make the call” workplace ethical scenarios that are sure to raise debate among your staffers. Finally, we’ll touch on ethical considerations in an international context, the environmental justice movement, and even pay trends in executive compensation. Turn to this guide for an on-the-mark overview of our labor history, employment laws, and our evolving workplace. (72 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Social media has become a common mechanism to share information for more than three billion users worldwide. Facebook, the largest platform, has 2.5 billion users who post more than 100 billion messages each day. With so much information being shared daily, there’s a significant risk for companies whose employees use social media as part of their jobs and in their personal lives.
Human Resources & Employment Law 2015 - HRD Strategies - Michael Lovett, Nina...HRDstrategies
Michael Lovett and Nina Lovett of HRD Strategies, Inc. in Greensboro, North Carolina, provide an update on HR employment law at the 2015 North Carolina Literacy Association (NCLA) Conference. This presentation was part of the Executive Track
Gain a new perspective on your HR challenges and knowledge for meeting them confidentially and legally. Keeping up with the latest legal trends, changes in best practices, legal updates is a tough job . . . even for a seasoned HR professional.
In this presentation, you will gain an understanding of:
- What to consider before hiring an employee to ensure your process is legal and consistent
- Best practices for onboarding a new hire during the employee orientation
- Practical, legal and security issues for managing employee personnel records
- Key issues such as background checks, disciplinary action, documentation and at-will employment
- Latest trends, news and updates around employment law today
- What employees are looking for from employers
- Reference materials of federal employment laws
Visit www.hrdstrategies.com to learn more.
10 Critical Mistakes in Workplace Investigation Programs and How to Avoid ThemCase IQ
The document outlines 10 critical mistakes that can occur in workplace investigation programs and how to avoid them. It discusses mistakes related to having an incomplete system, not taking care of details, not paying attention to trends, not collaborating with others, not following proper processes, using the wrong investigator, not challenging the investigator, overstepping boundaries, assuming procedural fairness is easy, and thinking investigations can't be challenged. It provides tips for business leaders, HR leaders, and investigators to review practices, collaborate with peers, and continuously improve their workplace investigation programs to avoid common pitfalls.
Mind Your (Workplace) Manners: Business Etiquette 101Robert Half
Have you committed an office etiquette offense? View this Slideshare to learn more about managers’ and employees’ opinions on workplace etiquette and courtesy
Preventing Bullying and Harassment Through Diversity and Inclusion in the Wor...Case IQ
In a 2019 Monster survey, 90 per cent of employees said they had experienced bullying in the workplace. The Pew Research Center reports that 69 per cent of women say they have been sexually harassed in a professional setting. These numbers point to a serious problem that leaders can’t afford to ignore.
Policies and training are, of course, critical to the prevention of bullying and harassment, but there are other avenues that you may not have considered. Diversity and inclusion have benefits that go far beyond compliance. Not only do companies that embrace diversity and inclusion outperform those that don’t, but understanding, accepting and valuing differences ensures a fairer, more collaborative environment with less conflict.
Join Catherine Mattice-Zundel, president of Civility Partners, a training and consulting firm focused on helping organizations build positive workplace cultures, as she explores strategies for using diversity and inclusion to prevent harassment and bullying.
The webinar will cover:
What constitutes bullying and harassment in the workplace
Best practices for addressing and preventing bullying and harassment
How diversity and inclusion helps to reduce bullying and harassment
How to achieve diversity and inclusion
Case studies of how bullying, inequities and harassment tie together, and how resolving one requires resolving all
This document summarizes a presentation on disciplinary measures and best practices for employers. The presentation covers topics such as the legal obligations of employers, types of discipline including progressive and positive discipline, common workplace problems requiring special attention like absenteeism and workplace violence, and ensuring disciplinary actions are consistent and fair. It also discusses the differences between traditional progressive discipline which focuses on punishment versus positive discipline which emphasizes communication, problem solving, and helping employees improve performance.
HR 101 - What all employers need to know...tritesman
Here are some key points to remember when asking about citizenship/national origin:
- You can ask if they are authorized to work in the US.
- Do not ask about specific national origin, citizenship status of parents/spouse or ask them where they/their parents were born.
- Focus on their ability/authorization to perform the job successfully with no issues related to work status.
The document provides an overview of employment law and at-will employment. It discusses what employment law encompasses, including laws around hiring, termination, wages/benefits, discrimination, and privacy. At-will employment allows employers or employees to terminate the work relationship at any time for any non-discriminatory reason. The document then examines some key employment law concepts like discrimination, fair pay, and privacy in more detail.
This document provides a disclaimer and overview of a toolbox of employment law information and resources. The summary states that the toolbox is intended for educational purposes and should not be considered legal advice. It also notes that using the toolbox does not create an attorney-client relationship and that competent legal advice should be sought from a licensed attorney. The toolbox includes glossaries, checklists, guides on topics like ADA/FMLA interaction and wage and hour law, as well as tools for investigations, terminations, reducing legal fees and more.
This document provides a summary of the Family and Medical Leave Act (FMLA) including:
- Employers with 50 or more employees are covered by the FMLA
- Eligible employees are those who have worked for their employer for 12 months and 1,250 hours in the last year
- The FMLA provides up to 12 weeks of unpaid, job-protected leave per year for qualified medical and family reasons
- Employers can require employees to substitute accrued paid leave for unpaid FMLA leave.
The document discusses various employment laws including the Fair Labor Standards Act (FLSA), Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), Age Discrimination in Employment Act (ADEA), Equal Pay Act (EPA), Employee Retirement Income Security Act (ERISA), Fair Credit Reporting Act (FCRA), and Consolidated Omnibus Budget Reconciliation Act (COBRA). It provides summaries of the key aspects of each law such as covered employers and employees, prohibited conduct, required protections, potential penalties for noncompliance, and compliance tips.
This document provides an agenda and materials for a webinar on leadership presented by Mark Toth, Chief Legal Officer of North America. The webinar covers various topics related to leadership such as defining a leader, leadership styles throughout history, how not to lead through examples like pride and lies, and exercises for developing leadership skills like caring, learning, and developing others. It also includes polling questions to engage participants and information on receiving continuing education credits for attending.
The Essentials of HR and Labor Law. October 15, 2014. Asian Institute of Mana...PoL Sangalang
This document provides an overview of labor law and human resources (HR) principles using the acronym D.O.C.U.M.E.N.T. It emphasizes the importance of documentation, understanding labor law, mastering HR practices, embracing best practices like written employment contracts, and negotiating disputes with experts. The document also discusses labor-management cooperation and collective bargaining agreements. It aims to help employers and employees have win-win relationships based on good faith, as required by law.
The document provides an overview of employment law topics including an alphabet soup glossary of common acronyms, cheat sheets on the ADA, ADEA, EPA, ERISA and COBRA, as well as sections on investigations, terminations, wage & hour laws, retaliation, social media policies, and reducing legal fees. The intended purpose is to educate about key employment laws and provide tools and resources for employers to stay compliant.
How to Administer a Performance Improvement PlanMary Wright
A performance improvement plan (PIP) is a written document that provides guidance to an employee on how to improve performance or correct misconduct. A PIP identifies deficiencies, sets goals for improvement, and outlines consequences for failure to improve. While warnings are not always required, a PIP meeting should be held privately to deliver the PIP in writing, discuss the contents, and have both the employee and witnesses sign to acknowledge receipt. Progress is then monitored and documented until goals are achieved or consequences are imposed if improvement is not made.
This document discusses different types of difficult people and how to deal with them. It identifies aggressive people who try to control situations, argumentative people who discredit others' views, blowhards who don't know what they're talking about but act like experts, indecisive people who overanalyze and never commit to decisions, pessimists who bring down morale, chronic complainers who provide little useful information, and more. It concludes by noting that difficult people are everywhere, and the best way to handle them is through effective communication skills. Mastering how to communicate with unreasonable people can lead to less stress, stronger relationships, and greater leadership abilities.
A mentor provides career guidance and support to a mentee. There are two main types of mentoring functions - career functions like coaching and exposure, and psychosocial functions like role modeling and counseling. The mentoring relationship progresses through stages from initiation to separation. Both mentors and mentees benefit, with mentees gaining career advancement and mentors helping develop the next generation. Formal mentoring programs aim to match mentors and mentees but research shows informal relationships may be more effective. Effective mentoring requires communication, setting goals, and awareness of relationship dynamics.
Mentoring involves a developmental relationship where an experienced person provides guidance and support to help a mentee achieve personal and career goals. The relationship is based on trust and involves coaching, counseling, sharing knowledge, and providing emotional support. An effective mentor acts as a role model, facilitates the mentee's growth, and helps the mentee develop new skills and perspectives over the long term through both directive and non-directive influence. Key responsibilities of mentors include listening without judgment, asking questions to help mentees learn, and supporting mentees as they work to find their own solutions.
Mentoring has an invaluable role to play in developing leaders in your organisation. This Slideshare outlines some tools and techniques to make mentoring relationships more effective.
To find out more about how you can use mentoring as part of your Talent Development Strategy, download your FREE Talent Development Audit at www.antoinetteoglethorpe.com/talent-development-audit
The Audit will help you assess how effective your talent development strategy. Learn how to increase your competitive advantage; engage, retain and develop your best people; and save serious amounts of time and money.
Download your FREE Talent development Audit at http://www.antoinetteoglethorpe.com/talent-development-audit/
Mentoring has been widely recognized by top firms as an extremely beneficial career development tool, affecting employees’ success, job satisfaction and turnover rate. Mentoring PowerPoint Presentation Content slides include topics such as: 8 steps of mentoring, 29 points on emotional intelligence, 5 slides on organization’s gains, 6 mentor gains, 5 protégé’s gains and responsibilities, different ways of mentoring, qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, and life cycle of mentoring relationship, increasing the pool of talented people, reducing recruiting and training costs, how to's and much more.
Employee Retention - How having a mentoring program can assistStephen Grindrod
This document discusses how mentoring programs can help boost employee retention and outlines tips for creating an effective mentoring program to support retention. It notes that common reasons employees leave are lack of career development opportunities, poor manager relationships, and other companies offering better jobs. An effective mentoring program can help address these issues by guiding career paths, developing targeted skills, sharing professional networks, matching managers for advice and skill-building, and reducing overall turnover. The document provides tips for launching a mentoring program, including surveying employees, identifying and training mentors and mentees, creating a matching process, setting goals, and re-surveying later to measure results.
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ReadySetPresent (Challenging Employees PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Every workplace can be filled with “different and unique” personalities. Knowing how to react and handle these sometimes challenging employees is a critical ability to develop. Challenging Employees PowerPoint Presentation Content slides include topics such as: 20 slides on the 5 different personalities: the bull – the fox – the time bomb - the whiner – and the wall, with their qualities and specific strategies for each, 20 slides with tips for dealing with difficult people, 6 Q&A slides on dealing with different situations, 25 slides on giving and receiving feedback, 9 points on controlling anger, and 9 techniques on increasing employee enthusiasm and more!
Every company is unique, and so are its mentoring needs. Allow professionals with decades of experience, innovative e-mentoring software, and endless compassion and understanding to guide you in making the best choice.
At Management Mentors, we are those professionals. For over 25 years, we’ve been helping organizations implement successful corporate mentoring programs.
Contact us today to discuss your company's corporate mentoring needs. There's no obligation, nothing to lose. We look forward to hearing from you.
Hybrid Workplace Harassment: Are You Protecting Your Company from Hidden Thre...Case IQ
In today’s “new world of work,” many organizations run on a hybrid model, with some employees working remotely and others in the physical office. While this set-up is convenient, it can cause unique interpersonal issues between employees.
Reduced face-to-face communication makes it harder for teams to bond, while making it easier for harassers to get away with bad behavior. To reduce harassment incidents in your hybrid workplace, you need to foster a culture of openness, willingness to learn, and compassion.
Join workplace investigation and executive management expert Kenneth McCarthy as he outlines how to address and prevent hybrid workplace harassment incidents.
Nicholas Tomsen, MD - DPC Changed the Rules: Reclaim Full-Scope Practice - DP...Hint
The document discusses liability and provides disclaimers for educational materials presented at a DPC Summit. It states that the information is for educational purposes only and is not intended as recommendations for how to conduct medical practice. It also notes that performance data from practices is for illustration only. The document disclaims liability for any claims arising from the use of presented materials. It also discloses that faculty do not have any conflicts of interest.
The document then lists learning objectives related to expanding the scope of DPC practice to include both outpatient and inpatient settings. It aims to identify opportunities, added value, and resources to help DPC physicians expand their skills and scope of practice.
Stress, burnout, rage, despair- all common experiences to many in the information security community. This panel will discuss the issues, compare and contrast them to other industries. We’ll also discuss how to recognize stress in ourselves and others, and steps that can be taken to combat it. We aren’t looking at medical or psychological cures, but rather what the average would call common sense approaches to dealing with stress in your life.
We will start with a presentation of common stress and burnout issues and triggers encountered in information security. These factors can be internal (for example, some of the personality types drawn to the field), external (harassment by coworkers, lack of respect by business), and cultural (stereotypes of “geeks”). The discussion will continue with a look at other high stress careers and examine what (if anything) we can learn from them. Many of the commonly considered “high stress” occupations, such as law enforcement, medicine, and military have much more visceral activities and responses- this must be considered when attempting to transfer lessons from these occupations to infosec.
Talk was delivered at Security BSides Las Vegas, 2011
One of the first things all aspiring commercial divers hear, be it in school, from recruiters, other divers and at their place of employment, is that 80% of divers don’t make it past the first 1-5 years. This may be partly the individual's shortcomings that leads to quitting the industry, but it is also a reflection of a bigger issue.
In order to begin to solve a problem, the problem needs to be defined. We asked you, and you answered. Here is what you said.
ARE YOU AS SAFE AS YOU THINK?Ask yourself three questions.
QUESTION #1:
How could I get
hurt at work?
All workers have the right to know.
Your employer has a responsibility for your safety by:
Providing training
Pointing out hazards
Developing safe work procedures
Ensuring that you are trained to use and wear Personal Protective Equipment (PPE), as required by the task
Providing proper supervision
You have a role to play in staying safe by:
Learning to recognize hazards
Looking for hazards everywhere
Thinking of all four hazard categories
Physical
Chemical
Biological
Ergonomic
Reporting hazards to a supervisor
Your turn . . .
Complete the Hazard Assessment table for the photograph shown on the next slide.
Remember . . . You have the right to know.
Knowing all the ways
you can get hurt at work, can
help you stay safe
QUESTION #2:
Do I have a say in
my workplace
safety?
Participating can include:
Talking about safety
Asking questions about safety
Making suggestions about safety
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The document discusses various causes and costs of stress. It notes that 50-60 million working days are lost each year to stress in the UK, costing £7 billion annually. In the US, job-related stress costs over $200 billion per year. Common causes of stress include pollution, lack of infrastructure, negative emotions, things we don't want to do, technological advancements, competitiveness, loss of income, extreme circumstances, and the challenge to constantly improve. The document recommends managing stress through positive thinking, meditation, exercise, and embracing change and creativity.
The document discusses workplace safety and outlines three questions for workers to ask themselves: 1) How could I get hurt at work? 2) Do I have a say in my workplace safety? 3) When do I say "no"? It encourages workers to learn about their safety rights, participate in safety processes, and refuse unsafe work. Workers are advised to talk to supervisors and health and safety representatives if they have safety concerns or need to refuse unsafe tasks.
The document discusses workplace safety and encourages workers to ask themselves three questions: 1) How could I get hurt at work? 2) Do I have a say in my workplace safety? and 3) When do I say "no"?. It outlines workers' rights to know about hazards, participate in health and safety, and refuse unsafe work. Workers are encouraged to report hazards, serve on safety committees, and use their right to refuse if needed by discussing concerns with supervisors or health and safety representatives.
But the light-bulb has to want to change: Why do usability problems so often...Caroline Jarrett
New: accessible version / Creative Commons ShareAlike
Steve Krug and I did this presentation at the User Experience Professionals’ Association Conference, Las Vegas, Nevada 2012
At the time, I didn't know about how important it is to make the slides accessible. This new version has proper alt-text on each image, and we hope it will work if you're using a screenreader. Please let me know if you have any problems with it.
We've also changed the permissions: it's now Creative Commons ShareAlike.
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Michael Carducci brings a fascinating background to this webinar. He’s a technologist and regularly works to help senior leaders improve their results. He’s also a professional mentalist and has been a student of psychology, human behavior and the principles of influence for nearly two decades.
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How to Remove Bias From Your Hiring ProcessAmanda Herbert
At most organizations, hiring quality candidates isn’t just limited to the recruiting team. Qualifying all parties involved in the hiring process is critical, as studies have shown that interviewer conduct is amongst the top-mentioned factors in candidate feedback surveys.
HR professionals are tasked with ensuring that interviewers are qualified in order to provide a professional hiring experience to avoid common biases that appear in the hiring process. This presentation will:
- Share proprietary wage gap data and personal experiences with pay inequality from Hired's "2018 State of Wage Inequality in the Workplace" report.
- Discuss tactics to streamline recruiting practices, avoid unconscious bias and eliminate the wage gap.
- Prepare your team with the knowledge and resources necessary to identify and hire top talent while remaining compliant.
Lecture Notes First Hint of Trouble CareNet Systems .docxsmile790243
Lecture Notes:
First Hint of Trouble
CareNet Systems
Internal Memo
Date: October 2005
To: Bill Jenkins, President
From: Mary Jo Larder, Director, Human Resources
As you know I have been having regular meetings with hospital employees in my efforts to implement our quality assurance program. While the purpose of the meetings is educational in nature there is considerable discussion around many issues. Some of the comments concerned me enough to let you know about them.
A number of people said that they believe the management is being hypocritical in trying to implement a QA program when there are so many obvious outstanding problems that could be addressed by management.
1. There are physicians who have acted abusively toward employees and yet nothing appears to have been done to correct this behavior.
2. Management is continually commenting on the financial problems the hospital is having and yet they are building new facilities instead of giving raises.
3. Employees are also concerned about the hiring freeze because many say they can't carry a greater workload. Many are worried about their jobs and said they are looking at other opportunities.
4. Because of the hiring freeze, managers appear to be tolerating sub par performance by some employees for fear of not being able to replace them.
5. Some employees noted that they are sometimes embarrassed to tell friends and neighbors that they work here because the reputation of our emergency room is not good. They commented on the long waits and rude treatment by the staff.
6. A number of people felt that management does not recognize their good performance and hard work.
Mr. Jenkins, I know this is rather stark. I would be pleased to talk with you and provide more insight but I wanted to document what I heard over the past couple of weeks before I forget it.
Think about it
This case study presents a complex situation with different types of problems. Analyze the situation using the questions below before you read further.
· What should Bill Jenkins do with this memo? How important is it?
· Did Mary Larder do the right thing by sending this memo?
· The memo addresses a number of issues. How would you describe each and how important is it? Rank the issues in order of importance.
· How can Jenkins address the issues raised in the memo?
· Is there a process Jenkins should follow in addressing these issues?
· What other information does Jenkins need to respond to the contents of this memo?
· Whom should Jenkins consult, both within the organization and outside it?
· What are Jenkins' options? How would you prioritize them?
· How would you recommend Jenkins evaluate the success or failure of each of the chosen strategies?
· For each strategy, who will perceive they benefited and who will perceive they were hurt or harmed?
· If a strategy is shown to be failing what are the alternatives and exit strategies?
Physician Behavior
Working with a medical staff requires ...
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Here are the key NLRB rulings in plain English:
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Answers to the World's Scariest Employment Law Questions
1. Answers to the World’s Scariest
Employment Law Questions
with
Mark Toth
Chief Legal Officer
North America
2. General Information
• Share the webinar
• Votes (polling questions)
• Rate (before you leave)
• Attachments (download)
3. Audio Problems?
The audio for this event is streaming
to your computer. If you lose sound at
any point, simply refresh your browser
and the sound will return.
4. Earning HRCI Credit
To receive 1 HRCI for this webinar,
participants must attend the
webinar in its entirety
(one person per computer).
5. Answers to the World’s Scariest
Employment Law Questions
with
Mark Toth
Chief Legal Officer
North America
6. 6
Official Disclaimer
The presentation you are about to witness
should not be relied upon or construed as
legal advice.
Failure to stay awake for the entirety of this
presentation could result in long-lasting
side-effects, including litigation headaches,
recurring nightmares and/or severe
gastrointestinal discomfort from having
to spend too much time with lawyers.
Please consult with your own HR and
Legal departments before making any
major policy and/or procedure changes.
You have been warned.
7. 7
Tweet along:
#mpwebinar
Follow Mark on Twitter:
@manpowerblawg
Visit Mark’s Blawg:
marktoth.com
Find us on Facebook:
facebook.com/manpowerUS
12. 12
1. FMLA (18%)
2. ADA (15%)
3. WAGE & HOUR (12%)
4. DISCRIMINATION (11%)
5. FIRING (11%)
6. INVESTIGATIONS (8%)
7. OTHER (7%)
8. SOCIAL MEDIA (5%)
9. HARASSMENT (4%)
10. HIRING (3%)
TOP 10 SCARIEST EMPLOYMENT LAW ISSUES
Source: ManpowerGroup Employment Blawg
13. Really very extremely easier
Really very extremely scarier
13
Question
Is compliance with employment
laws getting scarier or easier?
Somewhat easier
No change
Somewhat scarier
0%
3%
Source: ManpowerGroup Employment Blawg
16%
58%
23%
14. 14
Question
Are you seeing an increase in
employment law claims?
Yes, substantial increase
Yes, moderate increase
No change
No, moderate decrease
No, substantial decrease
3%
Source: ManpowerGroup Employment Blawg
30%
63%
3%
1%
15. 15
What spooks you
most about the
world of work
right now?
20. 20
Scary
Q
Here’s what drives me bats:
it seems that employees are
getting more and more and more
creative about why they can’t
come to work. I’m seeing lots and
lots and lots of ADA, FMLA and
WC abuse. Is it just me or is that
something everyone’s seeing?
Eeeeeeeeeeeeeeeeeeeeeeeeek!
21. 21
“I woke up in a good mood and didn’t want to ruin it.”
“I was at the casino all weekend and still had money
left to play with on Monday morning."
“I just put a casserole in the oven.”
“My feet fell asleep while I was sitting on the toilet.
When I stood up I fell and broke my ankle.”
“My plastic surgery needed some ‘tweaking.’”
“I had a ‘lucky night’ and didn’t know where I was.”
“I got stuck in the blood pressure machine at the
grocery store and couldn’t get out.”
“I have a gall stone that I want to heal holistically.”
“My uniform caught on fire when I put it
in the microwave to dry.”
“I accidentally got on a plane.”
2014’s MOST CREATIVE EXCUSES
Source: CareerBuilder
22. Un-scary
A
EXCUSE-O-RAMA
• 28% admit faking sickness
• 24% have caught fakers using
social media
• 66% have asked to see a doctor’s note
• 49% have called an employee
• 15% have driven by an employee’s house
• 18% have fired for using a fake excuse
22 Source: CareerBuilder
26. 26
Scary
Q
The FMLA continues to make
me SCREAM more than any
other law. I’m confused.
Employees are confused.
The lawyers I call are
confused. Could you
please help simplify it?
28. 28
Scary
Q
I heard that a court recently
ruled that sending FMLA
notices in the mail is insufficient.
Then I heard that another
court ruled that sending ‘em
by email is insufficient as
well. Seriously? What are we
supposed to do? Staple it to
the employee’s forehead?
29. 29
Un-scary
A
FMLA NOTICE
• Don’t staple things to
employee’s foreheads.
• Get signature in person or
get confirmation receipt.
• If the employee claims she/he
didn’t get it, be reeeeeally
careful about firing.
30. 30
Scary
Q
Reality is what freaks me out.
I like how you include real-life
examples in your webinars to
help us see what employers
are REALLY facing right now
(especially under the ADA).
Will you do that in this
webinar, too?
36. 36
Scary
Q
An employee sustained a serious injury
at work, which resulted in a disability for
which he’s requesting accommodations.
He’s also demanding intermittent leave
under the FMLA. He also alleges that we
unlawfully released personal health
information about him in violation of HIPAA.
Here’s my question: How on earth can
an employer apply the ADA, FMLA, HIPAA
and WC (and let’s throw in GINA for good
measure) separately and simultaneously?
HELP!!!!!!!
38. 38
Scary
Q
I’m afraid that our do-more-and-more-
and-more-with-less-and-less-and-
less society is driving more
and more and more employees
(especially younger ones) to use
supposed performance-boosting
drugs like Adderall to get ahead at
work. How do drug-testing rules
apply to something like that?
39. 39
Drug Testing Made Un-scary
Medical
Review
Officer
Objective,
not
subjective
Avoid
prescription
bans
Reasonable
suspicion
Confidential
40. 40
Drugs @ Work Made Un-scary
“Currently engaging”? No
Recovering? Safe Harbor (unless “currently engaging”)
Prescribed meds? Probably (unless direct threat)
UI? No (other than legally prescribed meds)
42. 42
Scary
Q
Let’s say I only have time
and energy to freak out
about one thing in the
employment law universe.
What should it be?
43. 43
Poll
Q
Which of the following legal risk
areas should be your top
priority right now?
A. Overtime
B. Pre/post-shift work
C. Meal/rest periods
D. Doing business in California
E. All of the above
44. 44
Poll
Q
Which of the following legal risk
areas should be your top
priority right now?
A. Overtime
B. Pre/post-shift work
C. Meal/rest periods
D. Doing business in California
E. All of the above
45. 45
FLSA Fixes
Know the Law
Train managers & employees on time-keeping
Complaint system: investigate promptly
Audit classifications and records
Address any discrepancies promptly & carefully
47. 47
The EEOC’s brand-new
Pregnancy Discrimination
Guidance scares me. I’ve
heard different opinions about
it. I heard it’s not really law.
Can we ignore it?
Scary
Q
48. 48
GUIDANCE HIGHLIGHTS
• Not law but …
• Past, current & future pregnancies
• Offer light duty if available
• Don’t require leave
• May have to accommodate
• No adverse action for abortion,
lactation or in vitro fertilization
Un-scary
A
49. 49
Scary
Q
I thought wellness plans
were, well, well. But now I’m
hearing that the EEOC is
coming after employers and
suing them and I’m scared
ours might have problems.
What’s up with that?
50. 50
UNWELL WELLNESS PLANS
• Make it mandatory, not optional
• Fire those who don’t participate
• Decline coverage to those who
don’t complete tests/assessments
• Require disability disclosures
Un-scary
A
54. 10 Commandments of Religious Discrimination
1. Thou shalt not assume a religion unknown to you is not a religion.
2. Thou shalt not discriminate on the basis of religion.
3. Thou shalt not harass employees based on religion.
4. Thou shalt reasonably accommodate an employee’s religious beliefs.
5. Thou shalt be careful enforcing dress codes.
6. Thou shalt be careful enforcing grooming standards.
7. Thou shalt allow employees to participate in religious observances.
8. Thou shalt provide a time and place for employees to pray, if requested.
9. Thou shalt treat religious displays in the workplace equally among religions.
10.Thou mayst have an exception if thou art a religious organization.
54
(Source: Snell & Wilmer LLP)
55. 55
Scary
Q
Here’s my never-ending nightmare.
We’ve had dozens of diversity
initiatives in the past but our
diversity has actually decreased.
Our CEO is demanding real change
and is tying our performance to
achieving diversity goals,
including earmarking certain
strategic positions to be diversity
hires. Is that OK?
59. 59
Everyone in my company is
terrified of terminations. I’ve
been in HR for about 87 years
but haven’t seen a termination
checklist I really like. Do you
have one you can provide?
For free? Please?
Scary
Q
61. 61
Termination Test
Reasonable notice of consequences?
Related to (a) efficient and safe operations and
(b) performance company should reasonably expect?
Full, fair and timely?
Sufficient evidence that guilty as charged?
Rule consistently applied to all?
Punishment fit the crime, considering
(a) seriousness of offense and (b) service record?
Notice
Rule
Investigation
Proof
Consistency
Penalty
63. 63
Scary
Q
The cyberspace workplace
terrifies me. What are the
rules on disciplining
employees for what they
tweet, blog or post online?
64. 64
Un-scary
A
SOCIAL MEDIA TO-DO LIST
• Have a policy.
• Enforce it.
• Train employees:
– Facebook is forever.
Keep your shirt on.
– You are what you tweet.
Think before you click.
• Beware protected activity.
69. 69
Scary
Q
Here’s what scares me: Halloween.
People come to work in costumes
that are waaaaay too revealing, too
violent, too derogatory toward certain
races and/or galactically lacking in
taste and judgment. Others refuse
to take part and object to any parties
on religious grounds. Other than
firing everyone so I can get some
peace and quiet around here,
what else should I do?
70. 70
Un-scary
A
HALLOWEEN TRICKS
• Chill: almost no one ever sues
over a Halloween party.
• Some don’t allow costumes,
citing a professional dress code.
• Some allow costumes, citing
a professional dress code.
• Whatever you do, don’t mandate
attendance/participation.
71. 71
OK, so what’s YOUR
nightmare, Mr. Webinar
Blawg Guy? What ONE
thing have you seen
employers do over and
over in your career that
you wish they would stop?
Scary
Q
73. 73
Scary
Q
The Supreme Court
scares me. With one
stroke of the pen those
dudes can change everything.
What’s on the docket that
we should care about?
74. 74
Un-scary
A
WHAT’S UP WITH THE SUPREMES?
1. Religious accommodations
2. Pregnancy accommodations
3. Security screening pay
4. Mandatory EEOC conciliation
75. 75
Non-competes drive me absolutely
bats. Our CEO wants to make everyone
from our highest-ranking SVP down
to our custodial staff sign nationwide
2-year non-competes and then sue
each and every person that violates
them. At the same time, he wants us
to hire lots of our competitors’
employees whether or not they have
non-competes. What should I tell him?
(Feel free to include swear words.)
Scary
Q
76. 76
Un-scary
A
NON-COMPETE NON-NEGOTIABLES
• Be reasonable, man.
• States vary but most really,
very sincerely hate NCs.
• General rule: reasonable time and
location restraint tied to legit
business reasons AND must
be consistently enforced.
77. @manpowerblawg
If you had to boil
all of employment law
down to one word,
what would it be?
78. 78
I’m a bottom-line kind of
person. What things are
most likely to result in
BIG verdicts against my
company right now?
Scary
Q
80. 80
Get Sued BIG Now
Forget What You Learned Today
Don’t Address Wage & Hour Issues
Manage Medical Leave Badly
Don’t Do the ADA Interactive Dance
Ignore the EEOC
Don’t Use The Termination Checklist
Tweet and Text Terribly
Don’t LOVE your employees
89. Did you watch this webinar
as a recording?
Please request your certificate at
www.manpowergroup.us/requesthrci
Image credits: Shutterstock
Editor's Notes
Mark: Thanks, Hannah! Hello everyone and thank you for joining us today!
Welcome to our special Halloween-themed Answers to the World’s Scariest Employment Law ?s where for the next 58-and-a-half minutes we will attempt to reduce your terror level by answering as many spooky employment law ?s as humanly possible.
We’re going to go at warp speed but if you miss anything a handy SlideShare version of my PPT plus lots of other stuff will be available for your reading pleasure on my blawg at marktoth.com.
OK, here’s where things officially get spooky. Because I’m a lawyer we’ll begin with some frightening legalese [read].
In other words, you can’t sue me, Hannah, ManpowerGroup or anyone else based on anything you hear here today. So there.
As an extra added bonus, ManpowerGroup’s own Kade Kimber will somehow be magically tweeting along as me during today’s webinar using the handle @manpowerblawg – that’s b-l-a-w-g – using the hashtag mpwebinar. Thank you, Kade, and please don’t say anything that’ll get me fired.
Today’s webinar is brought to you by … YOU. Thanks to the hundreds of you out there in Webinarland who submitted ?s and topics in advance for our consideration. We’ve included questions we thought would be most helpful to our audience and did some creative combining and editing to make this as impactful as humanly possible. Nice mix of big-picture and nuts-and-bolts stuff. In other words, if you don’t like what you see here today, you have no one to blame but … YOU.
Here’s what we’ll cover today. First, we’ll look at some of our pre-webinar survey results to see what YOU want us to talk about. Then we’ll dive right in and de-spook-ify ?s in the topic areas you suggested. To help keep you stay awake we’ll mix in a variety of Tweet- and Text-o-ramas for valuable prizes. We’ll then conclude today’s proceedings with our latest how to get sued BIG now tips. But that’s not all. Immediately after the webinar tune into my blawg at marktoth.com for our Least Zombie-ish Webinar Attendee Contest and other great free stuff.
We’ll also post on my Blawg our 187% free EL Tool Box. Includes a glossary to help decode the alphabet soup of employment laws; cheat sheets on every major employment law; an investigation checklist; termination tools; an overview of wage and hour basics; tools for reducing legal fees and much much more.
OK, let’s move on to the results of our pre-webinar survey. What keeps YOU awake at night?
We asked you to rank the world’s scariest employment law issues. Here’s your official top 10, topped off with FMLA and ADA, followed by wage and hour, discrimination, fiing, investigations, social media, harassment and hiring. We used this data to scientifically select the ?s we’ll be covering today topic-by-topic.
We also asked you: Is compliance with employment laws getting scarier or easier. Yikes. 81% of you responded with either somewhat or really very extremely scarier. A grand total of 0% of you said really very extremely easier. So, the percentage of you experiencing some form of increased scariness is 81% vs. 3% in the decreased scariness category – or 27 TIMES more of you. Wow. That’s very scary.
And here’s our Quarterly Litigation Index, where we ask you: Are you seeing an increase in emp’t law claims? Similar to the last slide, 33% of you report an increase vs only 4% of you reporting a decrease. In other words, the number of you seeing an increase in is 8 times greater than the number who are seeing a decrease. So that’s scary too.
We also asked you to answer this question in 10 words or less: What spooks you most about the world of work right now?
Here’s basically what you said …
Hundreds of responses. That’s the main theme right there on your screen. We’ll try to publish a summary on the Blawg in the next few days but it’s going to be difficult because you identified everything under the sun and then some. But one thing is absolutely clear: there’s an absolutely unprecedented level of FEAR.
We’re here to help. Our goal is simple: to de-spook-ify employment law one law at a time. For those of you who follow my blog, starting Monday we’ll be breaking down each and every major employment law in a single post each and every day until we’re done and you know absolutely everything. We want you to be 187% fear-free.
In line with your votes putting the ADA and FMLA at the very top of your nightmare list, we’ll begin with medical mayhem. Lots of questions in this area.
Let’s kick things off with today’s Tweet-o-rama, or in honor of Halloween – Twick or Tweet. The first person to tweet the correct answer using the Twitter handle you see there on your screen – at manpowerblawg – that’s b-l-a-w-g -- will when a prize.
The following is an amalgamation and only slightly exaggerated combination of ?s we have received over the years. Here goes: An employee comes into your office at 4:59 on a Friday and informs you that he suffers from multiple medical conditions, including “work-induced narcolepsy,” “spontaneous combustion syndrome” and “episodic cubicle-confinement hyper-grumpiness.” He demands several accommodations, including: (1) a portable I.V. hooked up to an espresso machine, (2) a fire extinguisher mounted to his head; (3) three-and-a-half weeks off each month and (4) your office.
If you have time to make only ONE call, to whom should it be? One call, that’s all, to whom should it be? Tweet your answer for all the world to see using the Twitter handle you see there on your screen.
OK on to the first SCAAAARY question …
Nope. It’s not just you. One of the areas in which you said you struggle most is leave abuse. To help you avoid getting taken advantage of, here are the Top 10 Most Creative Excuses for Missing Work from the past year. Hopefully you haven’t heard these from any of your employees or tried them yourselves … [read]. Plane .. Man, I hate when that happens.
Some data …
So, back to our first Tweet-o-rama. Your very first call when facing a tough disability leave or accommodation issue is: JAN, the Job Accommodation Network. I’m always shocked at how few HR people and lawyers know about this awesome service. Experts on disability, medical leave and accommodation issues of all types. Call ‘em myself. The EEOC has stated publicly that it LOOOVES when employers use this service – shows good faith. Call ‘em, email ‘em, they’re FREE, which is a quite a bit cheaper than most lawyers.
Here’s our next question. Very timely …
Key message: similar to H1N1 and SARS before it -- prepare don’t panic.
Employers who already had pandemic plans in response to H1N1 have had an easier time knowing what to do. Dust those off and follow the latest guidance from OSHA, CDC, FDA and WHO, depending on industry.
OSHA has ID’d certain industries most at risk: healthcare, airline and other travel, mortuary workers, lab workers, border/customs worker, emergency responders. But all employers should have an action plan and communicate it. OSHA has detailed procedures on training requirements and on how to deal with potentially infected employees and work sites. If you haven’t already done so, have your EE safety person check out OSHA’s – as well as CDC’s and if you’re a food org, the FDA – and, for good measure, the WHO site, immediately.
If global company, take note of travel advisories issued by the gov’t, including right now Liberia, Guinea or Sierra Leone, and be exceedingly careful about travel to other affected countries, including Kenya, Nigeria and Uganda. Prohibit non-essential travel to those areas and develop procedure based on gov’t guidance for any Ees returning to the US from those areas.
Of course, balance plans with anti-discrimination laws, including Title VII prohibition against discn based on national origin, race or color.Also keep the ADA and HIPAA in mind, which require confidentiality on the disclosure of employee medical information in certain circumstances.
Could also be FMLA impacts – Ebola most certainly would be considered a serious health condition – as well as NLRA impacts if Ees engage in protected concerted activity such as collectively refusing to work in an area or with a person believed to be infected by Ebola.
Check the government sites often. Updated continually. CDC just issued some new guidance yesterday.
In short, if you have reason to believe your workplace may have an actual Ebola impact, hang up on me immediately and go deal with it now.
This question is backed up by our poll identifying FMLA as the #1 scream-inducing law right now. Here it is …
Believe it or not, the government has published a handy doc that actually makes something simple. As we’ve mentioned in previous webinars, there on your screen is something every HR person and emp’t lawyer should read: The EE’s Guide to the FMLA, described as a QUOTE “plain language booklet designed to answer common FMLA questions and clarify who can take FMLA leave and what protections the FMLA provides.” Lots of colorful flowcharts and diagrams for people like me who can’t stand legalese. Your employees are reading it — so should you.
Another very timely question …
Please don’t staple things to employee’s foreheads. If at all possible, hand deliver FMLA notices and get signatures in person or use a method that requires receipt or other proof of delivery. Get proof or you may not able to prove it. Sounds simple but lots of employers neglect.
Next question …
***POLL***Ask and you will receive. Here’s an actual real-life case ripped straight out of recent headlines. But instead of just listening to me blah blah blah YOU be the judge. Let’s say you own a security company. You have a security guard who loses an arm in an automobile accident. Being the good employer that you are you keep him on as an employee despite the limb loss and assign him to one of your clients. However, that client then complains, saying QUOTE: “The company is a joke. You sent me a one-armed security guard.” Based on the pressure from the client you remove the guard from that assignment. You then try to find him other assignments but are unable to do so. The guard sues your company for disability discrimination. Who wins?
That’s right, the employee. Big lesson here that far too many employers forget: The client ISN’T always right. The EEOC loooooves to take cases like this to trial. That’s what they did here and won. After the verdict, the plaintiff said QUOTE “He hopes that other employers will get the message that they cannot rely on stereotypes and assumptions, and must treat people based on their actual abilities.“ Good thing to keep in mind.
As you can see on our screen there, it’s time for our Text-o-rama. Who do you think wins the following case? Let’s go with the THIRD person to text us at the number on the screen: 414/751-0126, that’s 414/751-0126 -- with the correct answer will win a $50 gift certificate good for any of the fine merchants @ giftcertificates.com. Just type in your first name so we can identify you + your answer to the question “Who wins?” Another real case. The facts: An employer agrees with an employee that he has an ADA-covered disability. But one of the symptoms displayed by the employee is reeeeeally angry outbursts directed at subordinates at work. And then, without asking, the employee starts bringing his shih tzu named Sugar Bear to work, claiming that Sugar Bear helps him control his anger. According to the plaintiff’s co-workers, the plaintiff allowed Sugar Bear to wander around and even wee-wee in the workplace. You then fire the employee based on his abusive conduct and for bringing a wee-weeing dog into the workplace without permission. The employee sues, claiming disability discrimination. Who wins? Again, send your texts with your first name and answer to the number there on the screen. The answer … in a moment.
While we’re awaiting your responses, here’s the ADA on 1 slide. The ADA is all about bringing the employer and employee together to interact in what is affectionately known as the Interactive Dance. The steps are there on your screen. Discuss discuss discuss discuss and then discuss some more. The goal is a good faith open dialogue that balances business needs AND EE needs. If more employers did that, fewer would get sued.
And here’s the answer to our Text-o-rama. Once again, the EMPLOYEE wins. The defendant sought summary judgment on the grounds that a disability can’t excuse abusive conduct toward subordinates and/or bringing a wee-weeing dog into work w/o permission. The court disagreed, finding that basically the employer failed to engage in the interactive dance. It said QUOTE “there are questions of fact regarding whether the employee requested to bring Sugar Bear to work as an accommodation, and if he had, whether the request was reasonable.”
Next question. LOTS of these out there …
Sleep better. Open the Tool Box we’ll provide after this webinar. Included is a handy checklist on each major leave law plus an analysis of how they intersect and interact with each other.
And now, let’s talk about drugs. One expert says that as many as 1 in 10 employees in highly competitive fields abuse Adderall or other similar drugs to get ahead. Here’s the question …
5 main things to keep in mind here. 1. Don’t rely on subjective perceptions or jump to conclusions. 2. Test on “reasonable suspicion” or after a workplace accident – note the word “reasonable.” Just because someone wears a Grateful Dead shirt to work doesn’t mean you can test them. 3. Avoid bans on prescribed meds without an individualized assessment. Very important. 4. Keep everything related to drug testing confidential just like you would for medical records. And 5. Have positive tests for prescription meds reviewed by a medical review officer to help you make the right decision.
Just bc someone is under the age of 25 and seems competitive and focused doesn’t mean they’re on Adderall. Lots of cases out there where Ers have had to pay big dollars for not following these simple rules, including one Er who paid close to half a million. Be very careful.
So, that’s drug testing. So what about drugs @ work generally?
1. There is generally NO ADA protection for those “currently engaging” in use of illegal drugs. 2. There is, however, a safe harbor for recovering addicts who aren’t currently engaging. So, what exactly does “currently” mean? No bright line in terms of days. Again, it requires individual assessment. 3. Prescribed meds may be covered unless they clearly pose a “direct threat” to safety. Not an easy test. Has to be a VERY direct and immediate threat. 4. And last there on the screen, it’s generally OK to prohibit being under the influence of any substance other than legally prescribed meds.
What about medical marijuana? Very state-specific. Talk to your favorite emp’t lawyer, which is always a good idea when it comes to drugs @ work. But these are some general guidelines to keep in mind.
Our next most scariest law according to YOU is the FLSA. Also the #1 source of humongous class actions so please stay awake during this portion.
***POLL***Read
The top three risk areas in the law in order are wage and hour, wage and hour and wage and hour. All of the areas you see there on your screen should be at the top of your priority list, especially if you do business anywhere in the great state of California, which, just to keep things interesting, recently passed 21 brand new laws that impact employers in that state. Enjoy.
But there’s no need to fear. Here’s what you should do to avoid being a defendant in the next huge class action. First: KNOW THE LAW. When I was in private practice I was often astounded at how many HR and business folks don’t know basic exemption and overtime requirements. Please please please don’t let that happen to you. Can be fatal to your company’s future. Train managers and employees on proper time-keeping. Now. Huge risk if you don’t. If you don’t have a complaint system, implement one and investigate complaints promptly. You’d much rather have employees complain to you than having them go directly to a plaintiffs’ law firm. Work with your favorite emp’t lawyer to audit classifications and records periodically. The law changes frequently and plaintiffs’ lawyers love to pounce on companies that don’t keep up. And, last, address any discrepancies promptly and carefully. Now. Please.
I once gave a speech at the annual SHRM convention. On the plane ride afterward I found myself sitting next to someone who attended the presentation. We talked about some of hot employment law issues for awhile and then right before we parted ways she revealed that she works for the EEOC. I found myself going over and over every single word I said in the presentation and on the plane to make sure I hadn’t said anything that could get me sued. Happy to say no lawsuits were forthcoming. But more than that I discovered that EEOC employees are actually human beings just like you and me. She was kind and warm and even humorous. Actually was quite humbling. The message? Please don’t demonize the EEOC. And if you do things right you don’t have to fear ‘em.
Question …
Like all EEOC guidance, not law and in fact could be overruled by the courts. But the EEOC really doesn’t like it when you ignore what it puts out. So what does it actually say? A lot of controversial things that have some business groups up in arms …
Another EEOC question …
Just yesterday, it hit the news that the EEOC is seeking an injunction against a company to stop its wellness plan. Big news. The key in the EEOC’s eyes is whether the plan is mandatory vs voluntary. If you want the EEOC in your face …
I remember reading a prediction a few years ago that discrimination is dead. Umm, not so much. Here are some questions and answers to help you navigate your way out of the scary forest of potential discrimination disasters.
***POLL***Let’s start with religious discrimination. Lots of ?s about that. Here’s another real-life recent case that mirrors some of the ?s y’all have out there. You be the judge. You’re the HR person for a police department. Again, that’s the POLICE department. An employee works for you as a QUOTE “parking services officer.” As a POLICE department you decide to give weapons training to all of your officers and require them to carry weapons. The employee says no to both, saying that he’s a Jehovah’s Witness and that it’s against his religion to carry a weapon. The department then fired him on the grounds that ensuring the public safety by carrying a weapon is an essential function of the job. The employee sued, claiming the department failed to accommodate him by failing to consider a transfer to a vacant non-pistol-totin’ job. Who wins?
Yep. The POLICE dept apparently thought it was so obvious that officers working for the dept should have to undergo weapons training and actually carry a weapon that it didn’t engage deeply enough in the accommodations process. Some Ers don’t even know that there IS a relig accommodation process similar to the ADA Interactive Dance. So, w/o further ado, here are the Ten Commandments of Religious Disc, courtesy of the fine folks at the law firm of Snell & Wilner.
Thou shalt not assume a religion unknown to you is not a religion. The EEOC and courts have recognized lots of religions you’ve never heard of.
Thou shalt not discriminate on the basis of religion.
Thou shalt not harass employees based on religion.
Thou shalt reasonably accommodate an employee’s religious beliefs.
Thou shalt be careful enforcing dress codes.
Thou shalt be careful enforcing grooming standards.
Thou shalt allow employees to participate in religious observances.
Thou shalt provide a time an place for employees to pray, if requested.
Thou shalt treat religious displays in the workplace equally among religions.
Thou may have an exception if thou are a religious organization.
Here’s a question that’s getting more and more relevant by the moment …
***POLL***Another real-life recent case that echoes ?s our audience has. You be the judge. An organization is desperately trying to increase diversity but hasn’t had much success. It has an opening in a key position. A white male employee applies. He’s told that the position is being earmarked for a person of color for diversity reasons and is discouraged from applying. A person of color who is less qualified than the white male gets the job. The organization’s diversity metrics look better but the white male sues. Who wins?
Yes -- the employee, once again. Starting to see a theme here? 785 thousand reasons to make decisions based on qualifications, not race. That’s how much the jury awarded the plaintiff employee in this case.
No such thing as reverse discrimination. Law is perfectly clear: It’s illegal to discriminate on the basic of race or color whether someone’s white, black, brown, green or purple. Ps firms out there could make a pretty easy living suing companies and then deposing heads of HR and asking about their diversity practices could make lots and lots and lots of $$$.
Our next most terrifying area according to you is terminations. Here’s a ? …
Our next most terrifying area according to you is terminations. Here’s a ? …
Tons of termination tools and tips in the Tool Box. Check it out.
To help guide your termination decisions, here’s a handy one-page time-honored test that can save you lots of grief and money. I personally used this in several cases and won hands-down each time. If you can’t give a definitive “yes” to each of these ?s, don’t terminate. Read.
A category that’s causing increasing levels of terror …
Almost every employer has some sort of SM policy. But almost no employers consistently enforce them or adequately train employees on the perils of posting and tweeting. But 2 recent cases show that Ers may finally be getting the message.
Please please please train your employees – and any teenagers you may have in your house who hope to one day attend college and/or be employed -- on the 2 key messages you see on the screen. Last week, a cook from a well known natl restaurant chain was fired after he posted several revealing photos of himself working shirtless while cooking food and even tagging the restaurant in his post. The restaurant took prompt action, enforcing its policy and then issuing a public statement to reduce the PR hit, proclaiming that it QUOTE "clearly does not encourage this type of behavior in our restaurants. We maintain very high standards of food quality, safety and cleanliness and took immediate steps to ensure the restaurant continues to follow these requirements. Additionally, we ended this team member's employment after learning of his conduct.“
On that last point, let’s look at another real-life case …
Also last week, a well known professional sports organization ousted its president over what it found to be a sexist tweet in which he said of a golfer sounded QUOTE “like a little school girl squealing during recess.” The president quickly apologized but the organization fired him anyway for actions inconsistent with its policies.
The lesson? Again, have a policy and enforce it consistently – whether it’s against the chief or a chef or anyone else.
***POLL***Time for our next straight-from-the-headlines question for you to ponder. Let’s say 2 of your employees are talking in the cafeteria at work and they discover that they both owed more income taxes than they expected. They think the company screwed up. So they do what any normal modern employee would do, they jump on Facebook. One employee writes a not-very-nice post saying calling the company incompetent, saying it can’t even do paperwork correctly and concluding with an abbreviation that stands for something I can’t say during this webinar. That post prompted a number of comments from co-workers, including one who called his boss something I also can’t say during this webinar. The company found out about the posts and fired several employees for disloyalty. The employees went to the National Labor Relations Board. Who wins? Can’t be the employee yet again – can it?
The NLRB takes a very hard line on anything resembling protected concerted activity – which is when 2 or more employees complain collectively about wages or terms and conditions of employment even if it’s with swear words and even if it’s in cyberspace.
We’ve pulled together all the world’s greatest tips into our official Social Media Starter Kit, which is available for free right now on the Blawg. Here’s what you get: Summary of the law, NLRB-approved model policy, the Blawg’s official model policy, Other Fortune 500 policies, SM 101 articles and much much more. And. All. For. Free.
Start right here with your absolute #1 scary area of the law: medical mayhem.
Hope that first point doesn’t jinx you. But it’s true.
Almost nothing worse than trying to defend a case where an employer doesn’t follow its on procedures, particularly when it comes to investigations. Investigation. Firing. Recent case illustrates that graphically. An employee complained of serious racial harassment, including a noose on the worksite. The employer was slammed by a court for doing a QUOTE “ “lackadaisical, out of compliance with its own anti-harassment policy, and otherwise non-effective.” Don’t let that be said of you. Please.
Here are the 4 biggest cases for Ers. The Supremes will decide a case involving Abercrombie and Fitch and when an employer has notice of the need for religious accommodation. In that particular case is wearing a head scarf enough to constitute notice to the employer? Second, the Supremes will decide whether accommodations Ers make available to Ees for other disabilities must also be made available to pregnant Ees. The Court will also decide to what extent time spent in security screening should be paid, as well as whether a court can enforce the EEOC’s mandatory duty to conciliate claims before filing a lawsuit.
Certain sandwich maker made lots of not-so-positive headlines lately. Huffington Post and others ran scathing articles revealing how the company made “sandwich artists” sign 2-year NCs banning any and all work for any restaurant that gets 10% or more of its revenue from sandwiches anywhere within a 3-mile radius of where they were employed. Tell NC story.
And here’s our final Tweet-o-rama of the day. Those of you who have participated in my previous webinars have a built-in advantage on this question. But I’m OK with that. Here’s our first Tweet-o-rama. The very first person to tweet the correct answer to this question using our official Blawg handle you see there on the screen will win a $50 gift certificate good for any of the fine merchants on giftcertficates.com.
It’s a theme we repeat in basically all of my webinars but we want to see if our message is sinking in. If you had to boil all of employment law down to ONE word, what would it be? Again, If you had to boil all of employment law down to ONE word, what would it be? Tweet your answer for all the world to see using the handle @manpowerblawg. That’s @manpowerblawg. B-l-a-w-g.
Last question of the day …
Anyone can tell you how NOT to get sued. To sum up, here on one page is HOW TO GET SUED BIG NOW.
As for that last one there …
And here’s the answer to our last tweet-o-rama. If you remember nothing else today, the absolutely key to employment law, HR and everything else in the universe is this one little word: LOVE. If we treated each other how we’d like to be treated -- with kindness and dignity and respect – we wouldn’t have to have all of those annoying laws and regulations to keep track of and lawyers would all be unemployed. It’d be a beautiful thing. So, want fewer regulations? LOVE your employees. Fewer disputes? LOVE your employees. Fewer lawyers? LOVE your employees. More productivity and engagement and downright happy employees who don’t sue you in massive class actions that take all your time and effort and money? LOVE your employees. It’s that simple.
By the way, this whole LOVE message appears to be catching on. Harvard Business Review had a nice article on the positive impact of LOVE on the workplace and noted that Whole Foods has a set of leadership principles that start with LOVE and PepsiCo lists “caring” as its first guiding principle on its web site. And Zappos says this as part of its values: QUOTE “We watch out for each other, care for each other and go above and beyond for each other.” Interesting.
Just in case you were also wondering how NOT to get sued, here’s what we suggest …
#1: visit my Blawg at least every 35 seconds. Lots of great stuff. You can sign up for our FREE emp’t law alerts which will start up again in a few weeks with all the latest and greatest emp’t law info.
Immediately following the conclusion of today’s webinar, we’ll post on my Blawg our 187% free EL Tool Box. Includes a glossary to help decode the alphabet soup of employment laws; cheat sheets on every major employment law; an investigation checklist; termination tools; an overview of wage and hour basics; tools for reducing legal fees; our patented social media starter kit and much much more.
On the Blawg you can also find the World’s Most Fabulous Employment Library, which is open 24 hours a day 7 days a week 365 and a quarter days a year (which covers all leap years just in case you’re wondering). In it you can find a wealth of information on literally every employment law topic in the history of the universe. And. All. For. Free.
Also immediately following this webinar we’ll be having a contest on the blawg – again, that’s marktoth.com. Simple quiz to determine who stayed the most un-dead throughout today’s presentation.
Believe it or not 2015 is right around the corner. Join us to kick off the new year with my next webinar, What’s New and What’s Next for Employment Law in 2015. You won’t want to miss it.
THANK YOU THANK YOU THANK YOU so much for your time, attention and participation – we really very extremely incredibly much appreciate it!
And now, back over to Hannah.