Title VII of the Civil Rights Act (1964)
An employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment.
Coverage
All public or private employers of 15 or more persons.
All private and public educational institutions, the federal government, and state and local governments
All public and private employment agencies
All labor unions with 15 or more members
Title VII of the Civil Rights Act (1964)
An employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment.
Coverage
All public or private employers of 15 or more persons.
All private and public educational institutions, the federal government, and state and local governments
All public and private employment agencies
All labor unions with 15 or more members
Affirmative Action Basics & Affirmative Action Compliance from OutSolveOutSolve
OutSolve principal Jeremy Mancheski reviews what federal contractors need to know about affirmative action planning, affirmative action compliance, OFCCP regulations and enforcement, affirmative action plan components and OFCCP audits.
Affirmative Action must be taken by covered employers to recruit and advance qualified minorities, women, persons with disabilities, and covered veterans. Affirmative Actions include training programs, outreach efforts, and other positive steps. These procedures should be incorporated into the company’s written personnel policies. Employers with written Affirmative Action programs must implement them, keep them on file and update them annually.
How can you keep your EPLI claims exposure down and achieve early resolution to employee disputes before they become claims? What factors do the insurance carriers consider when rating your EPLI program? How can you manage your claims to mitigate risk and improve your EPLI program? This webinar will answer these and other questions regarding managing your EPLI program and deploying effective risk mitigation techniques.
Presented by AlphaStaff VP of Employment Relations, Carrie Cherveny, Esq.
The human resources (HR) function is at the centre of most employers’ efforts to identify, hire and retain the people the organization needs to execute its strategy and achieve its goals.But the HR function is a key player within the organization’s compliance structure as well.
There are numerous laws and regulations governing the employment relationship that HR professionals must understand and navigate in order to help ensure their organizations avoid costly fines and other penalties, including the potential harm to the organization’s reputation.
This presentation will help the organizations to focus on the HR legal requirements and manage the HR compliance in an effective manner.
These are the slides from a presentation I made at the 2011 HRO Summit in Singapore on the 12th of May. The information will be interesting to any HR Leader with responsibility for HR Compliance in the APAC region.
In today’s business climate in Ontario, change is everywhere and companies must adapt to survive. HR compliance and due diligence remains a critical consideration for competitive success. Ensure that your company has the right information and tools to comply with highly complex, ever-changing HR laws and employment laws.
Affirmative Action Basics & Affirmative Action Compliance from OutSolveOutSolve
OutSolve principal Jeremy Mancheski reviews what federal contractors need to know about affirmative action planning, affirmative action compliance, OFCCP regulations and enforcement, affirmative action plan components and OFCCP audits.
Affirmative Action must be taken by covered employers to recruit and advance qualified minorities, women, persons with disabilities, and covered veterans. Affirmative Actions include training programs, outreach efforts, and other positive steps. These procedures should be incorporated into the company’s written personnel policies. Employers with written Affirmative Action programs must implement them, keep them on file and update them annually.
How can you keep your EPLI claims exposure down and achieve early resolution to employee disputes before they become claims? What factors do the insurance carriers consider when rating your EPLI program? How can you manage your claims to mitigate risk and improve your EPLI program? This webinar will answer these and other questions regarding managing your EPLI program and deploying effective risk mitigation techniques.
Presented by AlphaStaff VP of Employment Relations, Carrie Cherveny, Esq.
The human resources (HR) function is at the centre of most employers’ efforts to identify, hire and retain the people the organization needs to execute its strategy and achieve its goals.But the HR function is a key player within the organization’s compliance structure as well.
There are numerous laws and regulations governing the employment relationship that HR professionals must understand and navigate in order to help ensure their organizations avoid costly fines and other penalties, including the potential harm to the organization’s reputation.
This presentation will help the organizations to focus on the HR legal requirements and manage the HR compliance in an effective manner.
These are the slides from a presentation I made at the 2011 HRO Summit in Singapore on the 12th of May. The information will be interesting to any HR Leader with responsibility for HR Compliance in the APAC region.
In today’s business climate in Ontario, change is everywhere and companies must adapt to survive. HR compliance and due diligence remains a critical consideration for competitive success. Ensure that your company has the right information and tools to comply with highly complex, ever-changing HR laws and employment laws.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Overall Comments Overall you made a nice start with your U02a1 .docxjacksnathalie
Overall Comments:
Overall you made a nice start with your U02a1 assignment. Please see my specific feedback below for each objective, and I can be reached at: [email protected] or 813-417-0860 if you have any questions about my comments.
COMPETENCY: Analyze the impact of legal and regulatory issues on staffing management.
CRITERION: Describe the important issues in the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify the important issues in the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the important issues of this case, and be sure to describe why this is a case of disparate impact.
”
CRITERION: Distinguish the theory of disparate (or adverse) impact from the theory of disparate treatment.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Partially distinguishes the theory of disparate (or adverse) impact from the theory of disparate treatment.
Faculty Comments:“
You made a nice start with this objective; however, I would like to see your content developed further to clearly distinguish the theory of disparate treatment from disparate or adverse impact, and this is only briefly addressed in your assignment.
”
CRITERION: Analyze the outcome of the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not state the outcome of the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the outcome of this case, and be sure to apply disparate impact theory.
”
CRITERION: Analyze the evidence of discriminatory effects.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not describe the evidence of discriminatory effects.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the evidence of discriminatory effects in this case, and provide specific examples of connections to the rule, policy or process.
”
CRITERION: Describe how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
Faculty Comments:“
Please develop your content further to address this in your work.
”
COMPETENCY: Communicate in a manner that is scholarly and professional.
CRITERION: Commun.
Americans With Disabilities Act Training Presentation (ADA)Jackie Xicara
Training presentation was created for an Employee and Labor Relations school course assignment. This presentation discusses ADA compliance requirements for employers.
Chapter 3 The Legal ContextIntroductionHow Can Legal ComplianEstelaJeffery653
Chapter 3 The Legal Context
Introduction
How Can Legal Compliance Be Strategic?
· Avoid the expense of lawsuits
· Avoid the negative public relations that comes with litigation
· Allows companies to capitalize on the strengths of diversity and perform
· better because they focus more on performance and merit
· Be better able to hire quality people from all segments of the labor force
Why Do Employment Laws Exist?
· Because the employer typically has disproportionate power in the
· employment relationship
· Help to promote fairness and consistent treatment among different
· employees by prohibiting unfair discrimination in employment and
· providing equal employment opportunity for everyone
Complying With Employment Laws
· Enhances hiring quality
· Enhances the firm’s reputation and image as an employer
· Promotes fairness perceptions among job candidates
· Reduces spillover effects (for example, rejected applicants not becoming
· customers or discouraging others from applying for jobs)
· Reinforces an ethical culture
· Enhances organizational performance by ensuring that people are hired
· or not hired based on their qualifications, not biases
· Promotes diversity, which can enhance an organization’s ability to appeal
· to a broader customer base
Types of Employment Relationships
· Employee: someone hired by another person or business for a wage or
· fixed payment in exchange for personal services, and who does not
· provide the services as part of an independent business; employment
· contract can be explicit or implicit
· Independent contractor: performs services wherein the employer
· controls or directs only the result of the work
· Contingent workers: any job in which an individual does not have a
· contract for long-term employment
· Temporary workers
· Leased workers
· Part-time and seasonal workers
· Unionized workers (e.g., hiring electricians for a project from a union
· hall)
· Outsourced work
Employment at Will
· Definition: either party can terminate the employment relationship at any
· time, for just cause, no cause, or any cause that is not illegal, with no
· liability as long as there is no contract for a definite term of employment
· Following formal discipline and termination procedures whenever
· possible is still advised to help avoid discrimination and wrongful
· termination claims
· Best used as a legal defense to keep the organization from being forced
· to follow its own policies inflexibly
· Signing an employment application or to acknowledge receipt of an
· employee handbook produces a written record that the policy has been
· read and understood
Exceptions to Employment at Will
· Retaliatory discharge (prohibited by EEO laws)
· Implied employment contract (when an employer’s personnel policies or
· handbooks indicate that an employee will not be fired except for good
· cause or specify a procedural process for firing)
· Implied covenant of good faith and fair dealing (e.g., firing an employee
· to prevent their ves ...
If there are both legitimate and illegitimate reasons for discrimi.docxscuttsginette
If there are both legitimate and illegitimate reasons for discrimination then it amounts to:
Mixed motive cases
Disparate impact cases
Disparate treatment cases
Consumer cases
Where a plaintiff establishes illegal discrimination, not on the basis of intentional discriminatory but on the basis of statistical evidence that an employer practice has an adverse impact on a protected class, then it amounts to:
Disparate treatment analysis
Disparate impact analysis
Mixed motive cases
None
The employer’s subjective intent to discriminate is required in a:
Mixed motive case 555
Disparate impact case
Disparate treatment case 236, 307
Antidiscrimination case
Interview questions must be linked to:
Job analysis and performance criterion data
Interpretation of federal laws
Equal Employment Opportunity commissions guidelines
A particular international treaty
The Congress in 1991 provided that Anthe employees who face discrimination at work place; in a disparate treatment case may recover:
Only compensatory damages
Only punitive damages
Only the other form of relief provided by the Act
Compensatory and punitive damages and other relief under the Act
After the 1991 amendments in the Civil Rights Act, plaintiffs can now request that a case be tried before a jury-a major benefit to:
Minorities
Immigrants
Employers
Employees
If a secretary doing high-level administrative work for a company is paid less than a custodial engineer working for the same company; the Equal Pay Act:
Helps the secretary alter the pay inequity
Would not help the secretary change the pay inequity
Mandates the company to give equal pay to both of them
Mandates dismissal of the secretary for raising the issue of pay inequity
Forms of equal pay legislation that were meant to address the discrimination were grounded in the principle of:
Inequality at work
Women and equal pay
Equal pay for equal work
Equal pay for women
When an employee believes that her boss fired her on the basis of gender, she must produce evidence under Civil Rights Act that the firing was:
Not according to the employment agreement
Based on illegal discrimination using the disparate treatment analysis
Based on the conspiracy done by a colleague
Based on the ulterior wrongful motive of the employer
To succeed under Civil Rights Act, women must present evidence that the employer uses criteria for decision making (whether for hiring, promotions, or other use) that have a disproportionately greater:
Natural impact on a women
Impact on men and women
Negative impact on women
Positive impact on women
It is unnecessary to prove discriminatory intent in a:
Disparate impact case
Racial discrimination case
Sexual discrimination case
Discrimination based on their color
An employer facing a disparate impact case can defend itself by producing evidence that the practices or policies that have an adverse impact on a protected class are:
Harmful to the business and are not job-related
Necessary to the business and are job related
Optional.
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
Basic presentation on employment law for recruiters. Significant content in speaker notes only; many slides are all or mostly visuals. Contact me if interested in using.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
9. Diversity Management Program Steps in a Diversity Management Program: Assess the situation Provide strong leadership Provide diversity training and education Change culture and management systems Evaluate the diversity management program 1 2 3 4 5