The document discusses strategies for avoiding discrimination claims in hiring and employment. It notes an increase in discrimination charges filed with the EEOC in recent years. Key recommendations include establishing a strict anti-discrimination policy, training managers and employees, and having clear procedures for addressing complaints promptly and conducting fair investigations. Employers are advised to avoid making improper inquiries or requiring medical exams during the hiring process to prevent discrimination claims.
This document summarizes the key topics presented at the 31st Annual Employment Law Seminar. It discusses the rise in workplace discrimination claims in Utah and nationwide. It provides statistics on sexual harassment claims filed with the EEOC. It outlines best practices for avoiding discrimination claims in hiring, such as developing job-related qualifications and asking all applicants the same interview questions. It also discusses recommendations for preventing discrimination claims in the workplace, such as implementing anti-harassment policies and training, and having fair procedures for investigating complaints.
This document discusses the importance of carefully documenting employee discipline and terminations. It notes that employees can bring legal claims or lawsuits related to discipline and termination. Proper documentation is important to show that all legal obligations were fulfilled and that decisions were made for legitimate reasons rather than discrimination. The document provides examples of how to properly document employee misconduct, performance improvement plans, termination procedures and decisions. It also discusses common mistakes to avoid, such as inconsistent discipline, bringing up irrelevant issues, and failing to follow legal processes.
This document summarizes an employment law seminar on conducting compliance audits of human resource policies and procedures. It discusses why regular audits are important to identify any gaps, weaknesses, and issues that need improvement. The seminar covers many topics that should be evaluated in an audit, including workforce assessment, personnel files, recruitment and hiring practices, wage and hour compliance, leave policies, and terminations. Attendees are encouraged to review their own policies and practices against the issues raised and consider conducting regular audits to help their business remain compliant with employment laws.
This document summarizes a seminar on political speech in the workplace. It discusses the tension between an employer's desire to control its image and workplace, and an employee's freedom of political expression. It outlines exceptions where employees may have protections for political speech, such as under the National Labor Relations Act, state laws, and anti-discrimination statutes. The document provides practical tips for employers, such as developing social media and no political activity policies, enforcing policies evenly, and seeking legal counsel before disciplining employees for political activities. A scenario describes an employer considering its options after an employee was allegedly involved in the January 6th Capitol riots.
The document discusses strategies for avoiding discrimination claims in hiring and employment. It notes an increase in discrimination charges filed with the EEOC in recent years. Key recommendations include establishing a strict anti-discrimination policy, training managers and employees, and having clear procedures for addressing complaints promptly and conducting fair investigations. Employers are advised to avoid making improper inquiries or requiring medical exams during the hiring process to prevent discrimination claims.
This document summarizes the key topics presented at the 31st Annual Employment Law Seminar. It discusses the rise in workplace discrimination claims in Utah and nationwide. It provides statistics on sexual harassment claims filed with the EEOC. It outlines best practices for avoiding discrimination claims in hiring, such as developing job-related qualifications and asking all applicants the same interview questions. It also discusses recommendations for preventing discrimination claims in the workplace, such as implementing anti-harassment policies and training, and having fair procedures for investigating complaints.
This document discusses the importance of carefully documenting employee discipline and terminations. It notes that employees can bring legal claims or lawsuits related to discipline and termination. Proper documentation is important to show that all legal obligations were fulfilled and that decisions were made for legitimate reasons rather than discrimination. The document provides examples of how to properly document employee misconduct, performance improvement plans, termination procedures and decisions. It also discusses common mistakes to avoid, such as inconsistent discipline, bringing up irrelevant issues, and failing to follow legal processes.
This document summarizes an employment law seminar on conducting compliance audits of human resource policies and procedures. It discusses why regular audits are important to identify any gaps, weaknesses, and issues that need improvement. The seminar covers many topics that should be evaluated in an audit, including workforce assessment, personnel files, recruitment and hiring practices, wage and hour compliance, leave policies, and terminations. Attendees are encouraged to review their own policies and practices against the issues raised and consider conducting regular audits to help their business remain compliant with employment laws.
This document summarizes a seminar on political speech in the workplace. It discusses the tension between an employer's desire to control its image and workplace, and an employee's freedom of political expression. It outlines exceptions where employees may have protections for political speech, such as under the National Labor Relations Act, state laws, and anti-discrimination statutes. The document provides practical tips for employers, such as developing social media and no political activity policies, enforcing policies evenly, and seeking legal counsel before disciplining employees for political activities. A scenario describes an employer considering its options after an employee was allegedly involved in the January 6th Capitol riots.
The document summarizes recent guidance from the EEOC and FTC on employer use of background checks. It discusses concerns that criminal record exclusions can disproportionately impact certain racial groups. The new guidance recommends employers conduct targeted background checks narrowly tailored to essential job duties, allow for individual assessments, and address inaccuracies in criminal records. It also stresses compliance with antidiscrimination laws and the Fair Credit Reporting Act when obtaining and using background check information.
This document summarizes key legal barriers to recruitment in Canada, including human rights legislation, corporate culture assessments, and reference checking. It outlines prohibited grounds of discrimination under human rights codes and restrictions on questioning candidates. Assessing corporate fit requires objective criteria to avoid discrimination claims. Reference checks also require candidate consent and have limits, such as credit checks only being allowed for roles with financial responsibility. Employers must comply with rapidly changing human rights and privacy laws during all stages of recruitment.
The document discusses how labour inspectors can help tackle gender discrimination and inequality in the workplace. It provides examples of direct and indirect discrimination that inspectors may find. It also outlines a 5-step process for labour inspectors to conduct an enterprise analysis to identify potential discrimination, including analyzing procedures, quantitative data, and applying a discrimination test. The goal is to assess whether practices are justified or discriminatory according to principles of suitability, necessity and proportionality.
The document discusses key concepts in US employment law, including the employment-at-will doctrine and its exceptions, major federal statutes governing wages/hours and workplace safety/health, leave laws like FMLA, and protections against discrimination based on characteristics like race, gender, age, and disability under laws such as Title VII, EPA, ADEA, and ADA. Defenses to discrimination claims include business necessity, BFOQ, seniority systems, and after-acquired evidence of employee misconduct.
This document provides guidance on strengthening employment practices to avoid legal issues. It discusses how most employers screen job applicants through applications, interviews, background checks, and drug tests. Common hiring problems include unqualified candidates, integrity issues, and lawsuits. The document recommends a standardized hiring process including: a legal application, screening for red flags, conducting open-ended interviews, checking references, making conditional offers contingent on passing drug/background screens, completing paperwork for new hires, providing mandatory training on policies and laws, and implementing performance management to avoid wrongful termination claims.
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.
This document provides a summary of key legal issues in human resources across three main areas: required posters and federal/state employment laws, the pre-employment and hiring process, and employment issues. It outlines specific laws and regulations regarding topics like discrimination, testing, independent contractors, employment agreements, workplace safety, and termination. The document is intended as an overview to help human resources professionals understand their legal obligations in managing employees.
The document discusses absence or leave as a reasonable accommodation under the Americans with Disabilities Act (ADA). It provides an overview of the ADA and what constitutes a disability and a qualified individual. It discusses requests for accommodation and the employer's obligation to engage in an interactive process. It addresses various types of accommodations including leave, modified schedules, working from home, and best practices for employers.
This document summarizes the key points of a seminar on ADA issues arising from the COVID-19 pandemic. It discusses how the ADA applies to disability-related inquiries, medical examinations, reasonable accommodations, and protective measures in the workplace during the pandemic. The document provides an overview of the ADA and outlines considerations and guidelines for employers in complying with the ADA as they navigate workplace policies and procedures during the COVID-19 crisis.
Avoiding Workplace Pitfalls for Domestic and Foreign Workers - Discrimination...Badmus & Associates
Employment lawsuits and government audits and investigations are at a record high. In 2013 the government settled the largest immigration fine in history with a Plano, TX based company in the amount of $34 million for charges of visa and I-9 non-compliance. Avoid the penalties, damages, and negative publicity for those who have been caught unaware. Regardless of size or industry, your company must be able to prove its observance of federal and state employment laws and regulations concerning both domestic and foreign workers. The Frisco Chamber of Commerce International Business Council and Cowles & Thompson, PC present three educational events to help your organization meet regulatory challenges for your domestic and foreign employee workforce.
This presentation gives tips and tools to prevent and defend against employment and immigration discrimination claims.
The document discusses the City of Topeka's policies on discrimination and harassment in the workplace. It states that the city is committed to a discrimination and harassment-free work environment and all employees are expected to conduct themselves professionally and not engage in discriminatory or harassing behavior. It defines discrimination, workplace harassment, and sexual harassment and provides examples. It emphasizes the importance of reporting such issues and outlines the investigation and disciplinary procedures. The presentation aims to educate employees on identifying and preventing discrimination and harassment.
This document provides an overview and summary of an employment law seminar focused on ADA issues arising from the COVID-19 pandemic. The seminar covers ADA overview topics such as reasonable accommodations, disability-related inquiries, medical examinations, and safeguarding health information. It then discusses how the ADA applies specifically to the COVID-19 pandemic, including issues around direct threats, protective measures like masks and vaccines, and reasonable accommodations. The seminar concludes with a Q&A section addressing common questions employers have around disability inquiries, medical examinations, and providing reasonable accommodations during the pandemic.
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 summarizes best practices for hiring and firing employees. It discusses conducting background checks on social media and online, mitigating risks in the hiring process, accommodation requirements under accessibility laws, using employment agreements properly, assessing notice periods for dismissals without cause, performance management processes for potential dismissals with cause, investigating misconduct claims fairly, and avoiding human rights violations. Key recommendations include having consistent hiring protocols, filtering out inappropriate applicant information, logging hiring decisions, providing accommodation as required, and ensuring investigations are objective with opportunities for employee response.
Hiring Hazards: How to Avoid the 7 Most Common Legal LandminesComplyRight, Inc.
Hiring talented, hard-working employees is a vital part of running a successful business. But it’s not always easy – nor is it risk-free. Make one wrong move, and a job seeker could sue your company for discriminatory or unfair hiring practices.
In this climate of heightened attention and regulatory enforcement, you can’t afford to cut corners when hiring. Strict compliance with employment laws comes into play at nearly every stage – from writing a job description and placing an ad to interviewing and screening applicants. This free webinar will examine the biggest legal landmines when hiring, with practical pointers on navigating a safe and compliant hiring path.
Watch now and learn:
- Why your job application may be illegal
- 5 questions you should NEVER ask candidates
- How to use pre-employment testing without getting into trouble
- The proper – and legal – way to construct a job offer
- Tips for completing new hire paperwork correctly
- The one thing you should provide to every new employee for your protection
Legal issues in Human Resources Management | File A ComplaintFileAComplaint FAC
This document provides an overview of common legal issues faced by human resource professionals. It discusses federal laws prohibiting employment discrimination based on protected classes such as race, gender, religion, and disability. The Equal Employment Opportunity Commission enforces anti-discrimination laws and investigates complaints. The document also outlines legal requirements around compliance, safety, military leave, labor relations, employee privacy, and negligence. Key Supreme Court cases that established standards for disparate treatment claims and hostile work environment sexual harassment are also summarized.
AlphaStaff Webinar Importance of Drug and Background ScreeningAlphaStaff
Hiring someone is a decision that should not be based solely on the person’s ability to handle the job. While skills required to conduct the job are necessary, one cannot rule out threats caused by an employee with a checkered past (or present). Someone with a criminal record or someone who isn’t who they say they are can potentially cause significant damage to the welfare of the company and its staff.
This webinar, led by one of the country’s premier background check and drug screening companies and a key partner of AlphaStaff, will highlight the need, the process and the advantages of proper pre-employment screenings. Presented by Sterling Infosystems.
The State of Employment Law: How to Comply with Trending Hiring LawsComplyRight, Inc.
The second in our two-part series, this presentation offers valuable insights on the state of employment law today. This time, we’re covering the major trends (and challenges) every employer must manage for more effective hiring. For example, did you know more than 33 states now restrict criminal history inquiries, and salary history bans are in effect in 11 states?
Get expert direction on the best strategies — and practical solutions — for maintaining compliance and shielding your business from legal risk.
· Welcome to Week 4This week will cover material about Backgroun.docxodiliagilby
· Welcome to Week 4
This week will cover material about Background Checks.
In this lesson, we will discuss:
· What are communication strategies that can be used to communicate the regulatory changes to hiring leaders within an organization?
· Background Checks
· Education History
· Employment History
· Financial History
· Medical History
· Criminal History
· Social Media History
· Driving History
· Recordkeeping and Maintenance
Course Learning Objectives:
By the end of this lesson, you will be able to:
· Apply theory and concept to real world of HR policy and situations in the workplace
· Examine employee relations and discuss laws and policies related to employment opportunities, allegations of discrimination, employment practices, diversity, and affirmative action programs
· LESSON
Background Checks
LESSON TOPICS
· Background Checks
· Education History
· Employment History
· Financial History
· Medical History
· Criminal History
· Ban the Box
· Social Media History
· Driving History
· Background Check Summary
· Additional Resources on Background Checks
· Recordkeeping and Maintenance
· Communicating Policy
INTRODUCTION
This lesson will focus on two main areas. The first will be on background checks and the second will be on communicating policy changes to hiring managers within an organization. Although the two topics may seem unrelated, we will explore how they are connected. Anytime a policy is added, changed, or updated, the appropriate personnel must be informed. Communicating the new information in an effective way can be just as important as the policy itself.
Background Checks
Before we jump into our discussion on employment background checks, we need to understand what it means. Essentially, it means to verify or authenticate the information provided by an applicant or employee. This could include checking the information provided on an application, in a resume, or from an interview. The employer wants to ensure the employee or candidate has the background and experience they are claiming.
If it is determined that an applicant was untruthful about their experience, credentials, education, qualifications and so forth, then the employer can release, or fire that person provided the person signed or attested to the truthfulness of the information.
Information an employer might want to gather about an applicant could include some or all of the following; education history, work history, financial history, medical history with some exceptions), criminal history, and their use of social media. It is not against the law for an employer to ask questions about the applicant or employees background or to require a background check.
There are many reasons an employer would want to conduct a background check. The most common reason is to avoid negligent hiring. If an employee kills or injures someone, the company could be held liable. Some positions require it by law such as those that work with children, elderly, or the disabled. Recen ...
The document summarizes recent guidance from the EEOC and FTC on employer use of background checks. It discusses concerns that criminal record exclusions can disproportionately impact certain racial groups. The new guidance recommends employers conduct targeted background checks narrowly tailored to essential job duties, allow for individual assessments, and address inaccuracies in criminal records. It also stresses compliance with antidiscrimination laws and the Fair Credit Reporting Act when obtaining and using background check information.
This document summarizes key legal barriers to recruitment in Canada, including human rights legislation, corporate culture assessments, and reference checking. It outlines prohibited grounds of discrimination under human rights codes and restrictions on questioning candidates. Assessing corporate fit requires objective criteria to avoid discrimination claims. Reference checks also require candidate consent and have limits, such as credit checks only being allowed for roles with financial responsibility. Employers must comply with rapidly changing human rights and privacy laws during all stages of recruitment.
The document discusses how labour inspectors can help tackle gender discrimination and inequality in the workplace. It provides examples of direct and indirect discrimination that inspectors may find. It also outlines a 5-step process for labour inspectors to conduct an enterprise analysis to identify potential discrimination, including analyzing procedures, quantitative data, and applying a discrimination test. The goal is to assess whether practices are justified or discriminatory according to principles of suitability, necessity and proportionality.
The document discusses key concepts in US employment law, including the employment-at-will doctrine and its exceptions, major federal statutes governing wages/hours and workplace safety/health, leave laws like FMLA, and protections against discrimination based on characteristics like race, gender, age, and disability under laws such as Title VII, EPA, ADEA, and ADA. Defenses to discrimination claims include business necessity, BFOQ, seniority systems, and after-acquired evidence of employee misconduct.
This document provides guidance on strengthening employment practices to avoid legal issues. It discusses how most employers screen job applicants through applications, interviews, background checks, and drug tests. Common hiring problems include unqualified candidates, integrity issues, and lawsuits. The document recommends a standardized hiring process including: a legal application, screening for red flags, conducting open-ended interviews, checking references, making conditional offers contingent on passing drug/background screens, completing paperwork for new hires, providing mandatory training on policies and laws, and implementing performance management to avoid wrongful termination claims.
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.
This document provides a summary of key legal issues in human resources across three main areas: required posters and federal/state employment laws, the pre-employment and hiring process, and employment issues. It outlines specific laws and regulations regarding topics like discrimination, testing, independent contractors, employment agreements, workplace safety, and termination. The document is intended as an overview to help human resources professionals understand their legal obligations in managing employees.
The document discusses absence or leave as a reasonable accommodation under the Americans with Disabilities Act (ADA). It provides an overview of the ADA and what constitutes a disability and a qualified individual. It discusses requests for accommodation and the employer's obligation to engage in an interactive process. It addresses various types of accommodations including leave, modified schedules, working from home, and best practices for employers.
This document summarizes the key points of a seminar on ADA issues arising from the COVID-19 pandemic. It discusses how the ADA applies to disability-related inquiries, medical examinations, reasonable accommodations, and protective measures in the workplace during the pandemic. The document provides an overview of the ADA and outlines considerations and guidelines for employers in complying with the ADA as they navigate workplace policies and procedures during the COVID-19 crisis.
Avoiding Workplace Pitfalls for Domestic and Foreign Workers - Discrimination...Badmus & Associates
Employment lawsuits and government audits and investigations are at a record high. In 2013 the government settled the largest immigration fine in history with a Plano, TX based company in the amount of $34 million for charges of visa and I-9 non-compliance. Avoid the penalties, damages, and negative publicity for those who have been caught unaware. Regardless of size or industry, your company must be able to prove its observance of federal and state employment laws and regulations concerning both domestic and foreign workers. The Frisco Chamber of Commerce International Business Council and Cowles & Thompson, PC present three educational events to help your organization meet regulatory challenges for your domestic and foreign employee workforce.
This presentation gives tips and tools to prevent and defend against employment and immigration discrimination claims.
The document discusses the City of Topeka's policies on discrimination and harassment in the workplace. It states that the city is committed to a discrimination and harassment-free work environment and all employees are expected to conduct themselves professionally and not engage in discriminatory or harassing behavior. It defines discrimination, workplace harassment, and sexual harassment and provides examples. It emphasizes the importance of reporting such issues and outlines the investigation and disciplinary procedures. The presentation aims to educate employees on identifying and preventing discrimination and harassment.
This document provides an overview and summary of an employment law seminar focused on ADA issues arising from the COVID-19 pandemic. The seminar covers ADA overview topics such as reasonable accommodations, disability-related inquiries, medical examinations, and safeguarding health information. It then discusses how the ADA applies specifically to the COVID-19 pandemic, including issues around direct threats, protective measures like masks and vaccines, and reasonable accommodations. The seminar concludes with a Q&A section addressing common questions employers have around disability inquiries, medical examinations, and providing reasonable accommodations during the pandemic.
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 summarizes best practices for hiring and firing employees. It discusses conducting background checks on social media and online, mitigating risks in the hiring process, accommodation requirements under accessibility laws, using employment agreements properly, assessing notice periods for dismissals without cause, performance management processes for potential dismissals with cause, investigating misconduct claims fairly, and avoiding human rights violations. Key recommendations include having consistent hiring protocols, filtering out inappropriate applicant information, logging hiring decisions, providing accommodation as required, and ensuring investigations are objective with opportunities for employee response.
Hiring Hazards: How to Avoid the 7 Most Common Legal LandminesComplyRight, Inc.
Hiring talented, hard-working employees is a vital part of running a successful business. But it’s not always easy – nor is it risk-free. Make one wrong move, and a job seeker could sue your company for discriminatory or unfair hiring practices.
In this climate of heightened attention and regulatory enforcement, you can’t afford to cut corners when hiring. Strict compliance with employment laws comes into play at nearly every stage – from writing a job description and placing an ad to interviewing and screening applicants. This free webinar will examine the biggest legal landmines when hiring, with practical pointers on navigating a safe and compliant hiring path.
Watch now and learn:
- Why your job application may be illegal
- 5 questions you should NEVER ask candidates
- How to use pre-employment testing without getting into trouble
- The proper – and legal – way to construct a job offer
- Tips for completing new hire paperwork correctly
- The one thing you should provide to every new employee for your protection
Legal issues in Human Resources Management | File A ComplaintFileAComplaint FAC
This document provides an overview of common legal issues faced by human resource professionals. It discusses federal laws prohibiting employment discrimination based on protected classes such as race, gender, religion, and disability. The Equal Employment Opportunity Commission enforces anti-discrimination laws and investigates complaints. The document also outlines legal requirements around compliance, safety, military leave, labor relations, employee privacy, and negligence. Key Supreme Court cases that established standards for disparate treatment claims and hostile work environment sexual harassment are also summarized.
AlphaStaff Webinar Importance of Drug and Background ScreeningAlphaStaff
Hiring someone is a decision that should not be based solely on the person’s ability to handle the job. While skills required to conduct the job are necessary, one cannot rule out threats caused by an employee with a checkered past (or present). Someone with a criminal record or someone who isn’t who they say they are can potentially cause significant damage to the welfare of the company and its staff.
This webinar, led by one of the country’s premier background check and drug screening companies and a key partner of AlphaStaff, will highlight the need, the process and the advantages of proper pre-employment screenings. Presented by Sterling Infosystems.
The State of Employment Law: How to Comply with Trending Hiring LawsComplyRight, Inc.
The second in our two-part series, this presentation offers valuable insights on the state of employment law today. This time, we’re covering the major trends (and challenges) every employer must manage for more effective hiring. For example, did you know more than 33 states now restrict criminal history inquiries, and salary history bans are in effect in 11 states?
Get expert direction on the best strategies — and practical solutions — for maintaining compliance and shielding your business from legal risk.
· Welcome to Week 4This week will cover material about Backgroun.docxodiliagilby
· Welcome to Week 4
This week will cover material about Background Checks.
In this lesson, we will discuss:
· What are communication strategies that can be used to communicate the regulatory changes to hiring leaders within an organization?
· Background Checks
· Education History
· Employment History
· Financial History
· Medical History
· Criminal History
· Social Media History
· Driving History
· Recordkeeping and Maintenance
Course Learning Objectives:
By the end of this lesson, you will be able to:
· Apply theory and concept to real world of HR policy and situations in the workplace
· Examine employee relations and discuss laws and policies related to employment opportunities, allegations of discrimination, employment practices, diversity, and affirmative action programs
· LESSON
Background Checks
LESSON TOPICS
· Background Checks
· Education History
· Employment History
· Financial History
· Medical History
· Criminal History
· Ban the Box
· Social Media History
· Driving History
· Background Check Summary
· Additional Resources on Background Checks
· Recordkeeping and Maintenance
· Communicating Policy
INTRODUCTION
This lesson will focus on two main areas. The first will be on background checks and the second will be on communicating policy changes to hiring managers within an organization. Although the two topics may seem unrelated, we will explore how they are connected. Anytime a policy is added, changed, or updated, the appropriate personnel must be informed. Communicating the new information in an effective way can be just as important as the policy itself.
Background Checks
Before we jump into our discussion on employment background checks, we need to understand what it means. Essentially, it means to verify or authenticate the information provided by an applicant or employee. This could include checking the information provided on an application, in a resume, or from an interview. The employer wants to ensure the employee or candidate has the background and experience they are claiming.
If it is determined that an applicant was untruthful about their experience, credentials, education, qualifications and so forth, then the employer can release, or fire that person provided the person signed or attested to the truthfulness of the information.
Information an employer might want to gather about an applicant could include some or all of the following; education history, work history, financial history, medical history with some exceptions), criminal history, and their use of social media. It is not against the law for an employer to ask questions about the applicant or employees background or to require a background check.
There are many reasons an employer would want to conduct a background check. The most common reason is to avoid negligent hiring. If an employee kills or injures someone, the company could be held liable. Some positions require it by law such as those that work with children, elderly, or the disabled. Recen ...
The document discusses best practices for legally compliant hiring and firing. It covers topics such as protected classes, recruiting, job descriptions, interviewing, reference and background checks, drug testing, offer letters, and post-acceptance duties. Employers are advised to consider anti-discrimination laws, use consistent and job-related screening criteria, train interviewers, get authorization for checks, and document all hiring processes.
This document provides an overview and summary of equal employment opportunity (EEO) laws and sexual harassment prevention training for new employees. It discusses the mission of EEO, prohibited bases of discrimination, what constitutes unlawful harassment, the EEO complaint process, and alternatives to formal complaints like mediation. The training emphasizes setting a respectful work environment and addressing issues before they become severe or pervasive problems. It encourages promoting equal opportunity, respecting individuals, and resolving disputes through open communication and third party involvement.
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.
Understanding Employer Obligations Under Bill 168Enercare Inc.
This document provides information to employers about their obligations under Bill 168 to address workplace violence and harassment. It discusses conducting risk assessments to identify potential sources of violence. The summary is:
Bill 168 places new obligations on employers to proactively prevent workplace violence and harassment. Employers must conduct risk assessments, develop policies and programs, provide training, and review procedures annually. Risk assessments involve collecting information on previous incidents and input from employees to identify factors that could contribute to violence.
Week 4 ChatKey AssignmentPhase 4 IP AssignmentKey Assi.docxcockekeshia
Week 4 Chat
Key Assignment
Phase 4 IP Assignment
Key Assignment Draft
The Key Assignment for this course will involve creating polices for the various laws that are covered in the employee handbook. The purpose of the handbook is to equip managers with the information they need to lead their teams. For this assignment, you will create a paper of 1000 words.
Include the information below in your assignment. When discussing each act, provide an example of how it might be violated by an employer or employee and the approach that can be used (such as EEOC, diversity, grievances, counseling, documentation, or termination) to address the violation.
A policy for the Americans with Disabilities Act (ADA)
A policy for the Age Discrimination in Employment act (ADEA)
A policy for dealing with different types of harassment.
A policy for the Occupational Safety and Health Act (OSHA)
A policy for the Family Medical Leave Act (FMLA)
A policy for the Fair Labor Standards Act (FLSA)
A policy for the Equal Pay Act (EPA)
A policy for employee use of technology because new sources of social media and more advanced electronic devices are regularly being introduced to the market. Address topics such as: refraining from workplace commentary on social media, maintaining a professional image, what can be shared and what not to share on social media, harassment, privacy, and IT security.
U.S. Equal Employment Opportunity Commission (EEOC)
Overview
The U.S. Equal Employment Opportunity Commission (EEOC) is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person's race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. It is also illegal to discriminate against a person because the person complained about discrimination, filed a charge of discrimination, or participated in an employment discrimination investigation or lawsuit.
Most employers with at least 15 employees are covered by EEOC laws (20 employees in age discrimination cases). Most labor unions and employment agencies are also covered.
The laws apply to all types of work situations, including hiring, firing, promotions, harassment, training, wages, and benefits.
Authority & Role
The EEOC has the authority to investigate charges of discrimination against employers who are covered by the law. Our role in an investigation is to fairly and accurately assess the allegations in the charge and then make a finding. If we find that discrimination has occurred, we will try to settle the charge. If we aren't successful, we have the authority to file a lawsuit to protect the rights of individuals and the interests of the public. We do not, however, file lawsuits in all cases where we find discrimination.
We also work to prevent discrimination before it occurs through outreach, education and technical assistance programs.
The EEOC provides leadership and guidance to .
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.
This document provides an overview and agenda for a workshop on core principles of human resources. The workshop will review the duty to accommodate employees with disabilities, staffing basics like recruiting and compensation, and designing human resources policies. It also presents examples of accommodating employees with disabilities and the responsibilities of both employers and employees in the accommodation process. Key topics include when the duty to accommodate applies, types of accommodations and disabilities, and maintaining confidentiality of employee medical information.
Is that seemingly qualified, trustworthy individual you want to hire really safe to hire? Can you really know for sure? Companies use background checks to inform and improve the quality of their hiring decisions. However, many are unsure exactly how to evaluate the results of a background check report, especially how to handle a “negative” background check.
This document provides a summary of an HR safety training presentation on labor law issues and risks ("labor landmines") in 2017. It covers several topics:
1. Harassment/discrimination training requirements for California employers with 50+ employees.
2. Recent changes to the Fair Employment and Housing Act regulations in California regarding written policies, protected classifications, and anti-bullying training.
3. Considerations for employers regarding transgender employees' access to facilities, California law on harassment protections for unpaid interns/volunteers, and EEOC guidance on questioning prospective employees about HIV/AIDS.
This document provides an overview and agenda for the Ninth Annual Boise Employment Law Seminar taking place on September 22, 2021 in Boise, Idaho. The seminar will cover hot topics in employment law, including discussions on the statutory basis for 85% of employment law claims, sexual harassment and what it is, LGBTQ+ discrimination, conducting sexual harassment investigations, and determining whether a worker is an employee or independent contractor. Key tests for making this determination, such as the IRS 20-factor test and post-1996 IRS approach focusing on behavioral and financial control, will be reviewed.
Recruiting and Hiring, Including Restrictive Covenants (Series: Protecting Yo...Financial Poise
This document provides information about an upcoming webinar on recruiting and hiring employees. The webinar will discuss legal issues related to interviewing, background checks, job offers, and restrictive covenants. It introduces the four panelists who are attorneys that specialize in labor and employment law. The webinar is part of a series that addresses various aspects of the employer-employee relationship from hiring to termination.
Too Much Information: The Use and Misuse of Pre-Employment Inquiries, Applica...Parsons Behle & Latimer
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Essential Tips for Avoiding Discrimination Claims
1. Utah SHRM Crossroads Conference
September 24 and 25
Davis Convention Center | Layton, Utah
PA R S O N S B E H L E . C O MN AT I O N A L E X P E R T I S E . R E G I O N A L L AW F I R M .
Essential Tips for Avoiding
Discrimination Claims
Derek Langton
801.536.6704 | dlangton@parsonsbehle.com
3. 3
SCOPE OF THE PROBLEM
In Utah, there was a 146% rise in the number of workplace
discrimination claims brought in the last decade
o There were 107 charges of discrimination filed in 2009
o There were 264 charges filed in 2017
With respect to sexual harassment charges filed with the
EEOC nationwide, there was a 12% increase from FY2017
to FY2018, which was the first increase in such charges in
five years
4. 4
SCOPE OF THE PROBLEM (cont’d.)
In FY2018, EEOC’s litigation attorneys filed 41 separate
sexual harassment federal lawsuits, which was more than a
50% increase from the previous year
Reasonable cause findings in sexual harassment cases
increased from 970 to nearly 1,200, an increase of more
than 23%
In FY2018, the EEOC recovered nearly $70 million for
victims of sexual harassment through administrative
enforcement proceedings and litigation – an increase of
more than 22% over FY2017
5. 5
SCOPE OF THE PROBLEM (cont’d.)
A survey conducted in March 2018 by the Working
Mother Research Institute and the ABA Journal
surveyed almost 3,000 people online, 65% of whom
were female
o Of the female respondents, 68% indicated that they had
experienced sexual harassment at work
6. 6
SCOPE OF THE PROBLEM (cont’d.)
o But importantly, only 30% reported the harassment to
the company
o The main reasons for not reporting the harassment
were that: it would negatively impact their job; a belief
that such behavior was tolerated; and lack of
confidence that senior leadership would address the
issue
7. 7
SCOPE OF THE PROBLEM (cont’d.)
Workplace harassment can negatively impact employers in a
variety of ways, including:
Loss of employee morale
Employee turnover
Increased absences
Reduced productivity
Distraction of company’s personnel in gathering documents,
conducting investigation, and time invested in fighting claim
Amounts paid in settlement or awarded by jury
Legal fees
8. 8
AVOIDING CLAIMS IN THE HIRING PROCESS
Discrimination in the hiring process happens when an employer
selects a candidate based on criteria other than applicant’s
qualifications
Employers need to be careful not to discriminate against
applicants due to, among other things, race, gender, religion,
age (40 and over), national origin, disability or pregnancy (and in
Utah, sexual orientation and gender identity)
To avoid discrimination in the hiring process, an employer needs
to analyze the duties required for the position being filled – what
are the essential job functions?
9. 9
AVOIDING CLAIMS IN THE HIRING PROCESS
The employer should develop specific education and
experience qualifications for job candidates for the position;
require only those qualifications necessary to perform the
required duties of the particular position
During the interview process, ask questions designed to
determine whether the applicant meets the qualifications for
the particular position
The interviewer should write out the interview questions
based on the analysis of the duties required for the position,
and the education and experience qualifications required
10. 10
AVOIDING CLAIMS IN THE HIRING PROCESS
Ignore reference to one of protected classes that an
applicant may make (e.g., pregnancy), and inform the
candidate that it will not be a factor in the selection
Ask each applicant every question on your list; follow-up
questions may vary depending on the applicant’s response
At least two people should attend each interview on behalf
of employer
At least one person should keep good notes of the interview
11. 11
AVOIDING CLAIMS IN THE HIRING PROCESS
Everyone involved in hiring process should receive
training about:
o Basics of Title VII, ADA, ADEA, etc.
o Nuts and bolts of interviewing
o How to properly conduct background and reference checks
o Training or refresher on Company policies and benefits
• Leave, seniority, vacation, etc.
• Where Company doesn’t have policies (e.g., – too small for FMLA)
o Following procedures for every hire
12. 12
AVOIDING CLAIMS IN THE HIRING PROCESS
HYPOTHETICAL SITUATION:
Don is a 58-year-old attorney. He applies for a senior inhouse position
in FotoKonnect’s legal department. The job description required
applicants to have “3 to 7 years (no more than 7 years) of relevant legal
experience.” Don had more than seven years of pertinent experience.
FotoKonnect did not hire Don, but instead hired a 29-year-old applicant
who met but did not exceed the prescribed experience requirement.
Don sues FotoKonnect for age discrimination.
Did FotoKonnect engage in prohibited discrimination?
13. 13
AVOIDING CLAIMS IN THE HIRING PROCESS
HYPOTHETICAL SITUATION:
Carol applied for a warehouse job. At the interview, the hiring official
told her the job requirements and asked if she would be able to meet
them. One of the job requirements was the ability to lift up to 50
pounds. Carol said that she could not meet the lifting requirement
because she was pregnant but otherwise would be able to meet the job
requirements. She was not hired. The employer asserts that it did not
select Carol because she could not meet the lifting requirement and
produces evidence that it treats all applicants the same with regard to
this hiring criterion.
Did the company unlawfully discriminate against Carol?
14. 14
AVOIDING CLAIMS IN THE HIRING PROCESS
ADA – Employment Medical Inquiries
The ADA limits an employer's ability to make disability-related
inquiries or require medical examinations at three stages:
pre-offer, post-offer, and during employment. The rules
concerning disability-related inquiries and medical
examinations are different at each stage.
15. 15
AVOIDING CLAIMS IN THE HIRING PROCESS
Medical Inquiries – Pre-Offer
At the first stage (prior to an offer of employment), an
employer may not ask any disability-related questions or
require any medical examinations, even if they are related to
the job.
16. 16
AVOIDING CLAIMS IN THE HIRING PROCESS
Medical Examinations – Conditional Offer
At the second stage (after an applicant is given a
conditional job offer, but before he or she starts work),
an employer may ask disability-related questions and
conduct medical examinations, regardless of whether they
are related to the job, as long as it does so for all entering
employees in the same job category.
But if criteria ultimately screens out individuals with
disabilities, the criteria must be job-related and consistent
with business necessity.
17. 17
KEY TIPS FOR AVOIDING DISCRIMINATION
CLAIMS IN THE WORKPLACE
Culture. Culture has to come from the top – dignity and
respect; zero tolerance for discrimination or harassment
Policy. Company must have strict and clear policy that
prohibits employment discrimination or harassment
o Policy should be easy to understand
o Policy should provide at least two, and preferably several, different
persons to whom complaints or reports can be made (e.g.,
immediate supervisor, head of HR, officers or partners)
o Policy should be updated periodically to ensure that it complies
with current law
19. 19
KEY TIPS FOR AVOIDING DISCRIMINATION
CLAIMS IN THE WORKPLACE
Training of managers/supervisors. Company needs to
train managers and supervisors regarding implementation of
anti-discrimination and anti-harassment policy with
expectation that prevention is their responsibility
Training of employees. Company needs to train
employees about company policy, and about how to report
or complain about discrimination or harassment
o Be sure to have employees sign off on a training record to indicate
that they attended the training, and are aware of the company’s
policy and the complaint and/or reporting process
20. 20
KEY TIPS FOR AVOIDING DISCRIMINATION
CLAIMS IN THE WORKPLACE
Procedures for addressing complaints. Have procedures in
place for addressing complaints and who will address them; all
complaints should be addressed promptly
Investigating complaints
o Investigate all complaints and reports thoroughly and promptly
o Let the parties know that you cannot guarantee a particular result,
but you can guarantee a fair process
o Interview the complainant or person reporting the harassment or
discrimination, all other relevant witnesses, and then the alleged
discriminator/harasser
21. 21
KEY TIPS FOR AVOIDING DISCRIMINATION
CLAIMS IN THE WORKPLACE
Investigating complaints (cont’d)
o Seek to maintain confidentiality to extent reasonably possible
o Warn the discriminator/harasser that no retaliation will be tolerated
o Ask neutral, not accusatory questions, preferably open-ended
questions; ask about and obtain any corroborating documents
o Ask about any alleged similar acts of discrimination/harassment or
other inappropriate behavior
o Determine quickly whether immediate, temporary action should be
taken to separate the parties during the investigation
22. 22
KEY TIPS FOR AVOIDING DISCRIMINATION
CLAIMS IN THE WORKPLACE
Implementing appropriate remedial action
o Upon completion of investigation, you need to make decision
regarding the extent to which you believe that the complainant or
victim was subjected to unlawful harassment or discrimination
o You will have to decide whose testimony is more credible – the
complainant/victim and witnesses or the alleged
discriminator/harasser
o Decide on discipline for the discriminator/harasser, if any – write-
up; suspension (with or without pay depending on any applicable
policies); termination
o Inform complainant/victim of decision
23. 23
KEY TIPS FOR AVOIDING DISCRIMINATION
CLAIMS IN THE WORKPLACE
Implementing appropriate remedial action (cont’d.)
o Consistency is always important – similar conduct should result in
similar discipline, subject to consideration of history of past
conduct
o Document why you took action the action you did (who you
interviewed, who you believed and why, and why the discipline is
appropriate)
o Disciplinary action goes in personnel file of accused
o The interview summaries should go in a separate investigation file
– not the personnel files of the victim or the witnesses
25. 25
KEY TIPS FOR AVOIDING DISCRIMINATION
CLAIMS IN THE WORKPLACE
HYPOTHETICAL SITUATION:
You are the Director of HR for ABC Widgets. A female employee from the
company’s Sales Department comes into your office and tells you that on the
previous day, the Director of Sales asked the employee if she wanted to go out
for drinks after work. Although she was uncomfortable about the invitation,
she agreed to go out for drinks. After work, they went to a nearby bar, where
they each consumed several alcoholic drinks. Afterwards, they both got into
the Sales Director’s car in the parking lot of the bar. According to the
employee, the Sales Director kissed her and then groped her, at which point
she told him to stop and quickly got out of the car and left. She tells you that
she wanted you to know about the incident, but doesn’t want to get the Sales
Director in trouble, and doesn’t want you to do or say anything about it.
What should you do?
26. 26
KEY TIPS FOR AVOIDING DISCRIMINATION
CLAIMS IN THE WORKPLACE
HYPOTHETICAL SITUATION:
Once again, you are the Director of HR for ABC Widgets. ABC Widgets’
leave policy does not cover employees until they have worked for six
months. An employee who has worked for only three months comes
into your office and tells you that she has a disability, and her doctor
informed her that she needs four weeks of leave for treatment of a
disability, starting as soon as possible.
What should you tell her?
27. 27
AVOIDING CLAIMS IN THE FIRING PROCESS
Termination of an Individual Employee
Make sure there are legitimate reasons for termination
Assess potential legal risk (be sure to involve HR and legal
counsel, if necessary)
Create and maintain relevant documents, including
performance reviews, disciplinary warnings, etc.
Is employee entitled to severance compensation, and if not,
should severance be offered in exchange for release?
Deliver the termination message appropriately
28. 28
AVOIDING CLAIMS IN THE FIRING PROCESS
Delivering the Message
Timing
Prepare for and rehearse
As always, have a witness
Be direct; give the real reasons but without details; be sure
that reasons are consistent with all relevant documents
Avoid giving excuses or personal statements
o For example, don’t say, “This is not my decision,” or “I don’t agree
with the company’s decision.”
29. 29
AVOIDING CLAIMS IN THE FIRING PROCESS
Delivering the Message (cont’d.)
Avoid arguments, but be open to questions or concerns
o Answer questions honestly, but succinctly
Outline status of available employee benefits
Be prepared for negative reaction
o Do we need to have security nearby?
Be sensitive, respectful and professional
30. 30
AVOIDING CLAIMS IN THE FIRING PROCESS
Implementing a RIF
Create a RIF Committee or put one person in charge of
overseeing the RIF
Analyze severance pay issue
Determine how many employees will need to be discharged
and from which areas
Determine criteria to be used in deciding which employees
will be retained and which ones will be discharged
31. 31
AVOIDING CLAIMS IN THE FIRING PROCESS
Implementing a RIF (cont’d.)
Inform managers or front-line supervisors or other decision-
makers who will be making decisions or recommendations
about whom to keep and whom to let go about these criteria
o Criteria are to be strictly followed
o Managers/supervisors should be cautioned not to select
employees to be included in RIF based upon their proximity to
retirement
32. 32
AVOIDING CLAIMS IN THE FIRING PROCESS
Implementing a RIF (cont’d.)
Review by RIF Committee (or person in charge of RIF)
o Individual cases
o Bottom line numbers