This interactive webinar is an ideal overview of harassment training laws and harassment trends for employers located all over the country.
2011 is a harassment prevention “re-train” year for most California employers. The state’s strict training law, AB 1825, requires any organization that does business in California, and that has more than 50 employees, to provide 2 hours of anti-harassment training to all California supervisors, every 2 years. The California law has had a profound effect on organizations across the country.
This presentation will:
- Discuss why preventing harassment matters: Examples and impact
- Explain basics of discrimination and harassment liability
- Focus on what sexual harassment is
- Outline what managers need to know to prevent or respond to harassment
This presentation will:
- Discuss why preventing harassment matters: Examples and impact
- Explain basics of discrimination and harassment liability
- Focus on what sexual harassment is
- Outline what managers need to know to prevent or respond to harassment
Top Ten Reasons Employees Sue Their EmployerPraxiom
Every potential job applicant, employee who enters your workplace, and every former employee who leaves it, represents a potential plaintiff in a lawsuit against your company. This is increasingly true in these difficult economic times. An employee may believe he or she has been discriminated against, harassed, or subjected to retaliation. The employee may just be looking for money - or payback. If your company finds itself in a lawsuit tomorrow, will it be ready to defend its business decisions? In this seminar, Mr. Ussery will discuss the most common factors that motivate employees to sue their employers. More importantly, he will discuss the steps your company can take to defend against liability, if not avoid the lawsuit all together.
Recognise and prevent sexual harassment at work to build safe and respectful workplaces.
Learn to identify what could constitute as harassment and how your organisation can help. How individual contributors and managers can be sensitised to the subject.
Training Progam I delivered for a Pennsylvania Employer in 2013. Info should be closely checked to ensure it is in line with your company policies as well as home state laws and regs.
Learning Objective: Discuss sexual harassment in the workplace and techniques to combat
Despite great efforts to train employees and enforce strong consequences for sexually harassing behavior, it still remains a great challenge for many. Victims of sexual harassment are often afraid to speak up and fear the consequences or impact on professional success and image. In this workshop, we break the silence by addressing this issue head on and supporting each other in protecting our rights to respect and honor in the workplace.
At the end of this seminar, participants will be able to:
a. Clarify the difference between appropriate, inappropriate, and illegal behaviors associated with sexual harassment
b. Practice sending convincing messages to set appropriate boundaries.
c. Practice making positive decisions based on context and relationships.
d. Explore consequences of decisions and behavior.
e. Examine and challenge beliefs, definitions, and assumptions around sexual harassment.
DBL Law Partners Bob Hoffer and Kelly Schoening train corporate managers in the basics of employment law. The goal of the training is to help new managers (a) recognize state and federal laws regarding employee issues, (b) spot potential issues before they occur, and (c) promote and maintain a comfortable and productive work environment.
Top Ten Reasons Employees Sue Their EmployerPraxiom
Every potential job applicant, employee who enters your workplace, and every former employee who leaves it, represents a potential plaintiff in a lawsuit against your company. This is increasingly true in these difficult economic times. An employee may believe he or she has been discriminated against, harassed, or subjected to retaliation. The employee may just be looking for money - or payback. If your company finds itself in a lawsuit tomorrow, will it be ready to defend its business decisions? In this seminar, Mr. Ussery will discuss the most common factors that motivate employees to sue their employers. More importantly, he will discuss the steps your company can take to defend against liability, if not avoid the lawsuit all together.
Recognise and prevent sexual harassment at work to build safe and respectful workplaces.
Learn to identify what could constitute as harassment and how your organisation can help. How individual contributors and managers can be sensitised to the subject.
Training Progam I delivered for a Pennsylvania Employer in 2013. Info should be closely checked to ensure it is in line with your company policies as well as home state laws and regs.
Learning Objective: Discuss sexual harassment in the workplace and techniques to combat
Despite great efforts to train employees and enforce strong consequences for sexually harassing behavior, it still remains a great challenge for many. Victims of sexual harassment are often afraid to speak up and fear the consequences or impact on professional success and image. In this workshop, we break the silence by addressing this issue head on and supporting each other in protecting our rights to respect and honor in the workplace.
At the end of this seminar, participants will be able to:
a. Clarify the difference between appropriate, inappropriate, and illegal behaviors associated with sexual harassment
b. Practice sending convincing messages to set appropriate boundaries.
c. Practice making positive decisions based on context and relationships.
d. Explore consequences of decisions and behavior.
e. Examine and challenge beliefs, definitions, and assumptions around sexual harassment.
DBL Law Partners Bob Hoffer and Kelly Schoening train corporate managers in the basics of employment law. The goal of the training is to help new managers (a) recognize state and federal laws regarding employee issues, (b) spot potential issues before they occur, and (c) promote and maintain a comfortable and productive work environment.
CMMI High Maturity Best Practices HMBP 2010: Process Performance Models:Not N...QAI
Process Performance Models:Not Necessarily Complex -Himanshu Pandey and Nishu Lohia(Aricent Technologies) presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QAI
Minimizing Exposure For Workplace Harassment And RetaliationTamsenL
This presentation is a good overview of harassment and retaliation law and provides practical guidance for minimizing employer liability associated with these issues.
SHIFT offers, thought-provoking scenarios that stimulate understanding and consideration. Real-life situations that busy professionals face in the workplace. Interactive format designed to keep your employees focused and engaged while learning. SHIFT's programs offer you the ability to, view on desktops and tablets, administer, track and report employee use, you can use our LMS or your own LMS (Scorm & AICC-Compliant), and it can be customized to your corporate brand.
Five Steps to Prevent Abusive Conduct and Workplace BullyingAnderson-davis, Inc.
This checklist will assist you in writing a comprehensive abusive conduct policy and walk you through the key elements of an effective, engaging and interactive story-based anti-bullying/abusive conduct prevention training course.
The checklist provides excerpts of three definitions of abusive conduct, identifies what to include and what not to include, and euphemisms to avoid in an abusive conduct policy and its distribution. The list identifies the key elements of how to write a story-based and engaging abusive conduct prevention training course and topics to include, i.e., intervention, policy as a ‘living’ document, when supervisors should document and contact HR/EEO, four changes in CA law. It also notes the new Tennessee and California guidelines covering anti-bullying legislation and abusive conduct.
Important: Most of the policy and training checklists’ guidelines and suggestions also apply to writing a comprehensive anti-harassment policy and creating/vetting engaging and story-based harassment prevention and resolution training.
This interactive webinar will give you a live, guided demo of ELT’s online Ethics & Code of Conduct training program, discuss the laws that mandate training, and provide a practical overview of best training practices.
Online ethics training programs have become critical to many organization’s compliance and risk management strategies. Legal mandates over the past decade have significantly reduced fines and penalties for organizations that train employees on their Code. The regulatory environment continues intensify, demanding increased accountability and transparency from employers.
More than ever, organizations have a strong incentive to build both an ethical culture and effective compliance programs – to reduce risk, to avoid litigation, to build defenses and to create tangible value. Enterprise-wide employee education is central to this effort.
Responses to first 15 question should be in your own words and be .docxronak56
Responses to first 15 question should be in your own words and be 75 words or more
1. What are your own limits concerning questionable language, jokes, or forwarding e-mails? Do you have the same standards in the workplace? What are your views of those whose standards are either more or less tolerant of questionable language or jokes? How might these differences in perspective cause problems?
2. Workplace security focuses on protecting the employer’s property, inventory, data, and productivity. Employee theft, excessive time spent surfing the Internet, revealing trade secrets to competition, online gambling, viewing online pornography, sending offensive or harassing e-mails, or using the company’s customer database for personal gain could damage the company. But how far can this protection extend? Shouldn’t we consider employees’ rights, too? How do we create a balance?
3. What is your opinion of labor unions?
4. What can organizations do to make sure their hiring officials are not using data collection to discriminate against applicant’s, but rather hiring them based on skills?
5. Do you think there will ever be equal employment in the workforce?
6. How far can employers stretch the “green jobs” label before it loses legitimacy? Does Starbucks or McDonald’s policy of rewarding their coffee suppliers who use sustainable growing practices mean that they are green employers? How “green” do they need to be? Is the Society of Human Resource Management adequate by defining “green jobs” as those that meet the need for environmentally responsible production and work processes and the development of green goods and services? This includes “reducing pollution or waste, reducing energy usage, and reducing use of limited natural resources.
7. Employment branding makes the company name stand out when applicants are researching employers. Essentially, it’s about marketing the company as an attractive employer in the same way that consumer products and services such as cars, beverages, and hotels have distinctive brand images. Identify other employers in your area that seem to have an “employment brand.” Does that image help to recruit workers?
8. Should companies use stress interviews? Should interviewers be permitted to assess professionalism, confidence, and how one reacts to the everyday nuisances of work by putting applicants into a confrontational scenario? Does becoming angry in an interview indicate a propensity toward outbursts or violence under work stress? Should HRM advocate the use of an activity that could possibly slip out of control?
9. Few states lost more jobs in the great recession than Michigan where nearly one in every ten jobs disappeared. The country needs a new plan to attack unemployment. It needs to reinvent how to put those unemployed workers to work. Whose responsibility is it to deal with that problem; is it the governments, the businesses or the unemployed person?
10. What are your thoughts and opinions on employers ...
CHCLEG003Manage legal and ethical complianceAssessmentJinElias52
CHCLEG003Manage legal and ethical compliance
Assessment Student Name: .............................................................
Table of Contents
CHCLEG003 Manage legal and ethical compliance 3
How to work through this assessment 3
Assessment information and scope 4
Assessment tasks 4
Resubmissions 4
Authenticity Requirements 5
Part A – Questions 6
Student Declaration 31
Record of assessment 32
CHCLEG003 Manage legal and ethical compliance
This unit describes the skills and knowledge required to research information about compliance and ethical practice responsibilities, and then develop and monitor policies and procedures to meet those responsibilities. The unit applies to people working in roles with managerial responsibility for legal and ethical compliance in a small to medium sized organisations. There may or may not be a team of workers involved.
Skills must have been demonstrated in the workplace or in a simulated environment that reflects workplace conditions. The following conditions must be met for this unit:
· use of suitable facilities, equipment and resources, including
· current legislation and regulations
· workplace policies and procedures
· modelling of industry operating conditions, including:
· use of real or simulated organization for which the candidate develops policies and procedures
· integration of problem-solving activitiesHow to work through this assessment
This assessment is designed to assess your performance of competency for the unit CHCLEG003 Manage legal and ethical compliance. Your assessor or workplace supervisor will help you fully understand assessment requirements for this unit. The features of this assessment are detailed in the following table.
Feature of the assessment resource
Explanation
Assessment information and scope
This section provides details of the unit of competency covered, setting out information about the aims of the unit, what areas are covered, how the assessment tasks must be completed and how the assessment is conducted.
Assessment tasks
This section outlines the assessment tasks in detail, including the relevant documentation you need to complete and submit along with your assessment tasks.
Record of assessment
As you progress through the assessment tasks, your assessor will use the record of outcome to confirm your performance and provide relevant advice and feedback.
Before you commence your Assessment tasks, you should review the information provided by your training organisation about assessment. You should not commence your Assessment tasks until you have read and understood this information. Your training organisation must also provide information about assessment while on practical placement, including specific timelines.Assessment information and scope
Who is the assessment designed for?
The assessment is designed for candidates to demonstrate their competency having completed formal learning experiences in this unit. Assessment may occur in real and/or sim ...
Pg. 04Question Four Assignment 1Deadline Day 21.docxmattjtoni51554
Pg. 04
Question Four
Assignment 1
Deadline: Day 21/10/2017 @ 23:59
[Total Mark for this Assignment is 5]
Decision support systems
IT 445
College of Computing and Informatics
Question One
1 Mark
Learning Outcome(s):
Instructors: State the Learning Outcome(s) that match this question
Explain how decision style can effect on the decision makers think and react to a problem?
Question Two
2 Marks
Learning Outcome(s):
Instructors: State the Learning Outcome(s) that match this question
Explain of closed-loop Cycle business performance management methodology and its four processes in detail.Question Three
1 Mark
Learning Outcome(s):
Instructors: State the Learning Outcome(s) that match this question
What are the major categories that classified the managers’ roles? Explain the following roles and match them with their categories (Negotiator, Leader, Spokesperson, and Entrepreneur)?
Question Four
1 Mark
Learning Outcome(s):
Instructors: State the Learning Outcome(s) that match this question
Explain and draw the architecture of web-based data warehousing.
What are ethics?
Ethics is a cumulative effort to understand and to control individualism (or existentialism).
Necessary to control this self-regarding human characteristic to live peacefully as an extended group of people.
Ethical behaviour =balance between self-interest and group responsibility.
It is largely a learned skill, rather than an instinct.
Ethics = informal guide to professional decision-making with clear moral guidelines.
The Concept of Engineering Ethics
Ethics is a study of morality in practice
Ethics is given relevance as the application of moral values, particularly in a professional capacity.
2
Ethics =provision of a value system
Very often a guide to proper conduct in society/ work place, rather than imposition of a set of rules like the Road Code
It enables professionals to be influenced and guided in their decision making
Ethical guidelines can very often be informative and descriptive, rather than authoritarian and prescriptive
Values, Etiquette, Morals and Ethics
Values: Your own subjective principles including worth and desirability
Etiquette: Considered good mannered and polite
Morality: Applying a set of morally correct/ honourable set of rules/ principles to situation
Morality = generally accepted standards of right and wrong in a society
Ethics = study of moral decision-making
Used when referring to professional behaviour
Can appear in a code of professional ethics
In New Zealand
A code of engineering ethics is published by IPENZ, which is the professional body, representing professional engineers from all disciplines in New Zealand.
The ethical objectives of the institution are to develop and promote ethical engineering practices benefiting the wider community.
Which is particularly appropriate for engineers, and which is published for the information of the public.
These ethical values .
Week 8 Assignment 3 - Submit Here
Students, please view the "Submit a Clickable Rubric Assignment" in the Student Center.
Instructors, training on how to grade is within the Instructor Center.
Assignment 3: Pay, Benefits, and Terms and Conditions of Employment
Due Week 8 and worth 300 points
It is your responsibility as the HR Director of the same organization from Assignment 2 to a) create policies regarding pay and benefits for the selected job opportunity, and b) develop methods for both addressing unionization and implementing OSHA regulations. You will present your findings to the Vice President of Human Resources for approval.
In preparation for this assignment, review the following articles on contractors vs. employees and temp workers:
·
Bier, Ellin & Tucker: Distinguishing Between Independent Contractors and Employees
·
Murray: Difference Between Independent Contractors and Employees
· “
The Expendables: How the Temps Who Power Corporate Giants Are Getting Crushed
”
Create a PowerPoint presentation with fifteen to twenty (15-20) slides in which you:
1. Create a Wage and Hour standard for the job opportunity that you had selected in Assignment 2, and support your standard by using the Fair Labor Standards Act (FLSA) and Equal Pay Act to prevent any potential discriminatory impact.
2. Decide on three (3) benefits required for the job opportunity using ERISA. Propose two (2) methods that the employer can use in order to manage the fiduciary duties wisely and with the employees’ best interests in mind. Provide a rationale for your response.
3. Elaborate on two (2) rights regarding unionization that Section 7 of the NLRA guarantees. Next, examine two (2) unfair labor practices, and argue the importance of your organization refraining from using such practices during any self-organization and collective bargaining activities. Explore two (2) potential repercussions of an organization’s interference with self-organization and collective bargaining practices.
4. Propose three (3) ways to discourage employees from considering unionization. Then, compose one (1) strategy for championing a supportive and satisfying work environment within the organization.
5. Select one (1) OSHA violation case, and determine whether the resulting penalties were sufficient to deter the organization in question from repeating the same violative action. Justify your response.
6. Outline a plan for investigating workplace injuries, and formulate a policy that explains the process for filing a worker’s compensation claim within the selected organization.
7. Narrate each slide, using a microphone, and indicate what you would say if you were actually presenting in front of an audience.
8. Use at least three (3) quality academic resources in this assignment.
Note
: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
· Format the PowerPoint presentation with headings on e ...
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 .
Life cycle of employee training and development - may 2015Polsinelli PC
Polsinelli's Labor and Employment the "Life Cycle of an Employee" webinar series, a year-long examination of the full range of considerations that employers face at each stage of employee development, and how new legal regulations affect best practices from hiring to termination.
Moderator Eric Packel and panelists Chris Mason, Scott Gilbert, Steve Fox and Teeka Harrison discuss exception issues, policies and procedures, confidentiality, and how to retain quality employees.
Assignment 1 Discussion QuestionsCase Study Inside Intel. For y.docxcarlibradley31429
Assignment 1: Discussion Questions
Case Study Inside Intel. For years, Intel thrived on a business model that co-founder Andy Grove prefected and reinforced under his leadership and the leadership of his successor, Craig Barrett. But Intel's latest CEO, Paul Otellini has different plans. Rather than continuing to build faster chips just for PC computers, Otellini sees bigger opportunities in new "platforms." Otellini also wants to raise the profile of marketing, rather than let engineers determine what products are developed....... This Businessweek case study reviews the changes that Paul Otellini is introducing at Intel and explains how he is building momentum toward these changes (see page 465 in the textbook)...... Read this Bloomberg Business Week article at
http://www.businessweek.com/magazine/content/06_02/b3966001.htm
and prepare for the discussion questions below.
By
Wednesday, November 28, 2012
, go to the
Discussion Area
and post responses to discussion question 1 as assigned by the facilitator. Your responses should range between 300 and 350 words to receive full credit. Support your responses with relevant citations, from both the course materials and outside resources, using proper APA format. Post all discussion questions to the appropriate topic in this
Discussion Area
. Your discussion postings should reflect what you have learned from reading the course text as well as any other reading from the suggested bibliography. Be sure to use content and language that is consistent with the level of the course material.
Before the end of the week
, comment on at least two of your peers' responses. You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. All comments should be posted to the appropriate topic in this
Discussion Area
. Integrate the theory, principles, and concepts in the module's reading material (including additional research) into the area or topic under discussion. Analyze the material from your own perspective by integrating your own personal experiences and those of past or present employers to show how your experiences fit into the concept being discussed.
All written assignments and responses should follow APA rules for attributing sources.
Include the following in your discussion:
Grading Criteria
Maximum Points
Response Criteria
Provided an in-depth explanation or analysis of subject or topic
8
Used a clear, logical, and organized line of reasoning
4
Provided adequate justification and evidence supporting the opinion expressed
4
Submitted on time
4
Participation Criteria
Participated in the discussion by asking a question, providing a statement of clarification, providing a point of view with rationale, challenging a point of discussion, or making a relationship between one or more points of the discussion
4
Displayed consistent sensitivity when .
SubmitQuestion 1 If, as a plant manager, you ente.docxmattinsonjanel
Submit
Question 1
If, as a plant manager, you entered the question "Can we change working hours?" into the company's
intranet search and received feedback on the company's policies regarding work hours, plus state and
federal guidelines, summaries of relevant laws, model documents, and new reports concerning
alternative work schedules, you would probably be using a(n):
Answer
virtual team network.
performance management system.
shared service center.
self-service system.
4 points
Question 2
Which of the following is an implication of e-HRM for the HRM practice of analysis and design of work?
Answer
Job openings can be posted online and candidates can apply for jobs online.
Online learning and simulations can bring training to employees anywhere, anytime.
Employees can review salary and seek information about, and enroll in benefit plans.
Employees in geographically dispersed locations can work together in virtual teams.
4 points
Question 3
The reliance on knowledge workers also affects organizations' decisions about the kinds of people they
are recruiting and selecting leading them to emphasize on:
Answer
specific job skills.
job foundation skills.
operative skills.
general cognitive skills.
4 points
Question 4
__________ knows how the business makes money, who its customers are, and why customers buy
what the company sells.
Answer
Credible activist
Business ally
Cultural steward
Strategic architect
4 points
Question 5
A great deal of HR information is confidential and not suitable for posting on a Web site for everyone to
see. One solution is to set up e-HRM on a(n) __________, which is a network that uses Internet tools but
limits access to authorized users in the organization.
Answer
website
intranet
internet portal
Shared service center
4 points
Question 6
Identify the situation where an employer is least likely to have to go to court to defend his action against
a discrimination lawsuit.
Answer
An airline company specifying heights for pilots
A restaurant hiring only young women as waiters
A company bringing starting pay into line with competitors
A company that pays more to men workers than women workers
4 points
Question 7
Which of the following is a standard that human resource managers must satisfy for HRM practices to be
ethical?
Answer
Respect for the principle of employment-at-will
Greatest good for the largest number of people
Respect for employees' right of lifetime employment
Maintaining the policy that customers are right
4 points
Question 8
The right to freedom of speech is the right to:
Answer
criticize an organization's ethics if they do so in good conscience.
refuse to do something that is environmentally unsafe.
do as they wish in their pri ...
The Sexual Harassment Act, 2013, which was passed to replace the Vishaka guidelines, imposes serious obligations on employers. Every organization where more than 10 people work is required to create sexual harassment policies, constitute complaints committees and perform numerous other compliances. Non-compliance can result in a fine of INR 50,000 or even shutting down of the business.
The End Sexual Harassment toolbox is a makes compliance extremely simple for employers and HR, and enables effective sensitization of the employees. HR can create customized policies, set up internal complaints committees and undertake capacity-building of the committee members with the help of the toolbox, and empower employees with a sensitization toolkit. Learning and progress can be monitored through a testing and certification system. It has been prepared after extensive discussions and help of several women's rights and business lawyers in India.
Similar to How to Provide the Best Harassment Training to Your Workforce: A Practical Overview of Federal, California and other State Requirements (20)
In 2011, employers continued to battle through the toughest economy in decades, deal with record numbers of EEO charges and employment lawsuits, fight the tidal wave of wage and hour claims, and adjust to the regulatory-focused administration in Washington.
Keeping up on the trends is critical to protecting your organization in a time of unprecedented employment law risk, as well as legislative and regulatory activity. Find out how to sift through the multitude of employment issues, and really focus your compliance efforts looking ahead to 2012.
In 2011, employers continued to battle through the toughest economy in decades, deal with record numbers of EEO charges and employment lawsuits, fight the tidal wave of wage and hour claims, and adjust to the regulatory-focused administration in Washington.
Keeping up on the trends is critical to protecting your organization in a time of unprecedented employment law risk, as well as legislative and regulatory activity. Find out how to sift through the multitude of employment issues, and really focus your compliance efforts looking ahead to 2012.
2010 continued a three-year trend of record breaking EEOC charges, with 2010 charges the highest in the Commission’s 45-year history. Our challenging economy, increasingly diverse workforce, new EEO laws and recent court decisions are fueling this steady growth. Keeping up on the trends is critical to protecting your workplace, and sustaining a culture of respect and inclusion
What does this mean for employers? Enhanced anti-discrimination efforts are mission critical. Effective cultural change, behavioral change, and risk management require innovative and integrated anti-discrimination programs. Now, more than ever, reviewing and refining your organization’s EEO compliance programs is essential.
A Guide to Combating Wage & Hour LiabilityKendal Peterson
The Department of Labor (DOL) estimates that 80%+ of employers are out of compliance with federal and state wage and hour laws. It’s no surprise that wage and hour class actions now outnumber all other discrimination class actions combined.
2010 has seen no letup in wage and hour lawsuits. Published reports show that wage and hour lawsuits in federal courts are up over 25% from the same time last year. Adding fuel to the fire, the DOL has a bigger budget and hundreds of additional field investigators. With settlements already averaging $23.5M at the federal level and $24.4M at the state level, the potential impact to employers is staggering.
Training on harassment and discrimination prevention is critical to set clear rules and to establish important legal protections. But to remain competitive in today’s diverse and global workplace, organizations must also focus on their culture, and the ability of employees to effectively collaborate. In a diverse workplace, even subtle personal differences (including those not protected by employment laws) impact employee productivity and engagement.
This interactive webinar will be a live, guided demo of ELT’s new online Diversity & Inclusion training course for managers and employees. We will cover how diversity training supports business and cultural goals, discuss the benefits of training beyond legal compliance, and provide a practical overview of diversity training best practices.
45. Training Becomes the Law ME CT Faragher EEOC Kolstad NJ AB 1825 1825 Regs National? FSGs = Federal training laws, not just CA training = All employees, not just supervisors 1991 1993 1998 1999 2002 2004 2005 -2010 2011-------
58. A Question for You… If your organization may be interested in purchasing ELT ’ s online training solutions, and you would like an ELT Sales Executive to follow up with you, type "YES" in the box below.
59.
60. How to Provide the Best Harassment Training to Your Workforce Thank Your All attendees will receive a follow up email within 48 hours with the webinar materials and the HRCI code.