Cook Little's Jen Moeckel Presents: Hey Startups: Hire Right!Tom Elliott
Led by employment lawyer Jen Moeckel of Cook Little Rosenblatt, & Manson PLLC, this session will provide an overview of the hiring process, independent contractor/employee/intern classifications, and wage & hour and other compliance issues.
The seminar will also provide tips for designing and implementing employee agreements to protect your company’s IP and confidential information.
Slides presented November 1st, 2012 at the Idea Greenhouse in Durham NH. See www.ideagreenhouse.biz for more information.
Go to: http://www.clrm.com/
Cook Little's Jen Moeckel Presents: Hey Startups: Hire Right!Tom Elliott
Led by employment lawyer Jen Moeckel of Cook Little Rosenblatt, & Manson PLLC, this session will provide an overview of the hiring process, independent contractor/employee/intern classifications, and wage & hour and other compliance issues.
The seminar will also provide tips for designing and implementing employee agreements to protect your company’s IP and confidential information.
Slides presented November 1st, 2012 at the Idea Greenhouse in Durham NH. See www.ideagreenhouse.biz for more information.
Go to: http://www.clrm.com/
Providing answers to healthcare reform questions including small employers, employee calculations, Penalty 4980H9, Affordability and other issues related to the pay or play provision of the healthcare reform - Obamacare.
Are you classifying your workers correctly? There are times when you must pay someone as an Employee, and times when you can pay them as an Independent Contractor. Learn the differences so you don't run afoul of IRS rules!
RPS vs. UPS Turnover and Management Philosophies for Reduction in TurnoverDaniel McBride
Detailed study of managing employee turnover by RPS (now FEDEX Ground) and UPS as well as Management & Life Philosophies which Supervisors should possess to be successful. Though written many years ago, the principles ring true today...and they will ring just as true tomorrow.
Though Parts I & II contain Transportation Industry specific terms, some of the principles can apply to different industries and Part III focuses on general principles that a successful supervisor should possess in order to retain employees.
Fact Sheet #71: Internship Programs Under The Fair Labor Standards Act Matt Charney
This fact sheet provides general information to help determine whether interns must be paid the minimum wage
and overtime under the Fair Labor Standards Act for the services that they provide to “for-profit” private sector
employers.
2018 Williams College Legal Update for Supervisorseph-hr
The Fair Labor Standards Act (FLSA) and the Massachusetts Wage Act (MWA) establish minimum wage, overtime pay, recordkeeping and child labor standards affecting full-time and part-time workers in the private sector and in Federal, State, and local governments. This session reviews the basic requirements of the FLSA and MWA.
Elements of Employment Law for Supervisors: The Fair Labor Standards Act and ...eph-hr
The Fair Labor Standards Act (FLSA) and the Massachusetts Wage Act (MWA) establish minimum wage, overtime pay, recordkeeping and child labor standards affecting full-time and part-time workers in the private sector and in Federal, State, and local governments. This session will review the basic requirements of the FLSA and MWA, including:
The legal definition of independent contractors vs. regular employees
Differences between exempt and non-exempt employees
How to determine what activities count as work for time reporting purposes, even for situations like:
travel time
on-call time
work from home
break time
Time reporting and overtime pay
To register, complete the form below.
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
Employers can experience substantial cost savings and avoid liability when employee leaves are effectively managed through well-drafted policies and procedures. Laws such as Worker's Compensation, the Americans with Disabilities Act, and the Family and Medical Leave Act make compliance in this area a challenge for even the most experienced HR professional.
Join our risk advisors in a practical discussion on how to avoid the pitfalls employers encounter when managing employee absences. Attendees will learn how to apply best practices for leave management to actively control costs and minimize liability.
Providing answers to healthcare reform questions including small employers, employee calculations, Penalty 4980H9, Affordability and other issues related to the pay or play provision of the healthcare reform - Obamacare.
Are you classifying your workers correctly? There are times when you must pay someone as an Employee, and times when you can pay them as an Independent Contractor. Learn the differences so you don't run afoul of IRS rules!
RPS vs. UPS Turnover and Management Philosophies for Reduction in TurnoverDaniel McBride
Detailed study of managing employee turnover by RPS (now FEDEX Ground) and UPS as well as Management & Life Philosophies which Supervisors should possess to be successful. Though written many years ago, the principles ring true today...and they will ring just as true tomorrow.
Though Parts I & II contain Transportation Industry specific terms, some of the principles can apply to different industries and Part III focuses on general principles that a successful supervisor should possess in order to retain employees.
Fact Sheet #71: Internship Programs Under The Fair Labor Standards Act Matt Charney
This fact sheet provides general information to help determine whether interns must be paid the minimum wage
and overtime under the Fair Labor Standards Act for the services that they provide to “for-profit” private sector
employers.
2018 Williams College Legal Update for Supervisorseph-hr
The Fair Labor Standards Act (FLSA) and the Massachusetts Wage Act (MWA) establish minimum wage, overtime pay, recordkeeping and child labor standards affecting full-time and part-time workers in the private sector and in Federal, State, and local governments. This session reviews the basic requirements of the FLSA and MWA.
Elements of Employment Law for Supervisors: The Fair Labor Standards Act and ...eph-hr
The Fair Labor Standards Act (FLSA) and the Massachusetts Wage Act (MWA) establish minimum wage, overtime pay, recordkeeping and child labor standards affecting full-time and part-time workers in the private sector and in Federal, State, and local governments. This session will review the basic requirements of the FLSA and MWA, including:
The legal definition of independent contractors vs. regular employees
Differences between exempt and non-exempt employees
How to determine what activities count as work for time reporting purposes, even for situations like:
travel time
on-call time
work from home
break time
Time reporting and overtime pay
To register, complete the form below.
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
Employers can experience substantial cost savings and avoid liability when employee leaves are effectively managed through well-drafted policies and procedures. Laws such as Worker's Compensation, the Americans with Disabilities Act, and the Family and Medical Leave Act make compliance in this area a challenge for even the most experienced HR professional.
Join our risk advisors in a practical discussion on how to avoid the pitfalls employers encounter when managing employee absences. Attendees will learn how to apply best practices for leave management to actively control costs and minimize liability.
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 ...
Overall Comments Overall you made a nice start with your U02a1 .docxjacksnathalie
Overall Comments:
Overall you made a nice start with your U02a1 assignment. Please see my specific feedback below for each objective, and I can be reached at: [email protected] or 813-417-0860 if you have any questions about my comments.
COMPETENCY: Analyze the impact of legal and regulatory issues on staffing management.
CRITERION: Describe the important issues in the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify the important issues in the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the important issues of this case, and be sure to describe why this is a case of disparate impact.
”
CRITERION: Distinguish the theory of disparate (or adverse) impact from the theory of disparate treatment.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Partially distinguishes the theory of disparate (or adverse) impact from the theory of disparate treatment.
Faculty Comments:“
You made a nice start with this objective; however, I would like to see your content developed further to clearly distinguish the theory of disparate treatment from disparate or adverse impact, and this is only briefly addressed in your assignment.
”
CRITERION: Analyze the outcome of the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not state the outcome of the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the outcome of this case, and be sure to apply disparate impact theory.
”
CRITERION: Analyze the evidence of discriminatory effects.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not describe the evidence of discriminatory effects.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the evidence of discriminatory effects in this case, and provide specific examples of connections to the rule, policy or process.
”
CRITERION: Describe how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
Faculty Comments:“
Please develop your content further to address this in your work.
”
COMPETENCY: Communicate in a manner that is scholarly and professional.
CRITERION: Commun.
Strayer University - OnlineHRM-510 Business Employment Law .docxdarwinming1
Strayer University - Online
HRM-510: Business Employment Law
August 12, 2018
The Hiring Process and Managing a Diverse Workforce
As the HR Director of my association, I must utilize an assortment of business laws to build arrangements and techniques that help the advancement of a decent variety in the work environment. My present association is looking for an Executive Administrative Assistant who will work intimately with an answer to the Chief Legal Officer. My organization obviously, empowers everybody who is keen on the situation to apply as we are at last looking to enlist the best individual for the position. As the HR Director, I have seen a few episodes that finished with legitimate activity because specific business laws were not utilized while making the association’s enrollment strategies and application process. I must guarantee that I shield the association from lawful repercussions, as well as devise compelling strategies and plans that secure potential and existing representatives. The Civil Rights Act of 1964 and the Americans Disabilities Acts are just a couple of the fundamental laws that add to the work laws that are expected of bosses to use amid all phases of the enlisting procedure.
Enrollment or Employment Methods
Conveying the accessibility of business chances to work searchers is the initial phase in the enrollment procedure. It is critical that business laws are remembered when creating enrollment techniques for an association. As the HR Director, I have chosen that the best and best enrollment strategies for my association are 1) Social Media 2) Job Advertisements and 3) Employment/Recruitment Agencies.
Online networking has assumed control over this age and is associating individuals in more routes than one. Numerous associations are bouncing on the online networking fleeting trend and have begun their own Instagram, Facebook, and Twitter accounts. More professionally, there are internet-based life organizing locales particularly for job seekers like
LinkedIn, Monster, Indeed, among others. These can be utilized as incredible selecting apparatuses because they are not that costly, and they can achieve an awesome measure of individuals in a short measure of time. Notwithstanding publicizing work openings, web-based life gives the association another approach to check data given by the candidate. Being dynamic via web-based networking media administrations like Twitter enables you to 'meet' potential competitors from multiple points of view: through shared associations, through shared talk subjects, and because it's simple for work searchers to get in touch with you. A fourth of UK organizations are enlisting using expert systems administration locales like LinkedIn.
Your internet-based life movement likewise extends your boss image, indicating hopefuls what your authoritative culture resembles. That is incredible for drawing in top ability, accepting your way of life is great. It works the other much as ...
Chapter 6Selection, Placement, and Job Fit Learni.docxjoyjonna282
Chapter 6
Selection, Placement,
and Job Fit
Learning Objectives
After reading this chapter, you should be able to do the following:
• Identify a wide range of criteria that employers use to select the right employees.
• Recognize the benefits and risks associated with effective or ineffective employee
selection.
• List, describe, and assess commonly used employee selection tools.
• Apply the concepts of validity and reliability to various selection methods.
• Identify approaches to increasing the validity and reliability of the selection process.
• Identify emerging trends, opportunities, and challenges in selection.
6
Gary Waters/Ikon Images/Getty Images
Pre-Test Chapter 6
Pre-Test
1. refer(s) to a wide range of personal traits that tend to be stable across
situations and over time.
a) Attitudes
b) Human capital
c) Social capital
d) Individual differences
2. A computer programmer who enjoyed working alone on autonomous projects has been
promoted to a managerial position and finds that she is not as happy being responsible
for a team. Her new position is an example of poor:
a) person-job fit.
b) psychological contract.
c) person-organization fit.
d) selection criteria.
3. refers to problem-solving ability and the capacity for abstract reasoning;
refers to the ability to apply past learning to new situations.
a) Fluid intelligence; crystallized intelligence
b) Crystallized intelligence; fluid intelligence
c) Ability; aptitude
d) Aptitude; ability
4. Concurrent validity of a selection tool is established through assessing potential employ-
ees using the tool in question and then correlating their scores to their subsequent per-
formance after they are hired.
a) True
b) False
5. Linking planning, work design, and employee compensation with selection and the entire
staffing process ensures that all processes have a unified goal and mesh effectively.
a) True
b) False
6. Losing competitive advantage and equalizing unique talent are two outcomes for organi-
zations that promote workforce diversity.
a) True
b) False
Answers
1. d) Individual differences. The correct answer can be found in Section 6.1.
2. a) person-job fit. The correct answer can be found in Section 6.2.
3. a) Fluid intelligence; crystallized intelligence. The correct answer can be found in
Section 6.3.
Introduction Chapter 6
4. b) False. The correct answer can be found in Section 6.4.
5. a) True. The correct answer can be found in Section 6.5.
6. b) False. The correct answer can be found in Section 6.6.
Introduction
Outside of hiring for positions within its own function, the HRM function seldom makes
any other hiring decisions within an organization. That is, the final decision regarding whom
to hire is made by a manager (or, in some cases, representatives of a work team) who has
obtained the necessary hiring requisition that initiates the recruitment process discussed in
Chapter 5 and leads to the selection pr ...
Background screening processes seem like a mystery to everyone outside of the employee screening industry. What is pre employment & post employment background checks, how does it take place?, What's the process? To answer some of the commonly asked questions about pre-employment background checks we have compiled a list of such questions that can help you better understand the need and its process in general.
Human Resource Employee Handbook- 10 pgs not including title, cont.docxwellesleyterresa
Human Resource Employee Handbook- 10 pgs not including title, contents, and references
Creating an Employee Handbook
Congratulations! Since our firm is rapidly expanding, I believe that we need a HR upgrade due to some recent unfortunate employment situations at the company. I have chosen you to begin drafting the first employee handbook for our company in an effort to hopefully avoid some of the recent costly legal problems the company has faced. You are welcome to consult other resources out there, but you must cite/quote appropriately or risk an academic integrity violation (Assume that the company is now large enough that all major federal employment laws apply and you are based here in Texas):
1. The general terms and conditions of employment and the responsibilities of the employer and employee, including, but not limited to, events of separation, pay and vacation.
2. How the company will conduct the testing of its employees for drugs and alcohol
3. What are the workers expectations of privacy in the company and privacy rights with regards to equipment and physical facilities
4. A comprehensive reporting and investigation policy with regards to discrimination, with a specific emphasis on sexual harassment. As this is a new company, many employees don’t know much about sexual harassment and will need a comprehensive explanation of what it is and its ramifications. Pretend they know nothing and use this as a vehicle to show your knowledge on the subject.
5. The companies FMLA policy, especially as it relates to vacation and sick leave.
The visual appearance of the manual is up to you, but it must be appear “professional” in all respects. Paper must be 10 pages in length (no including title, contents, and references), the handbook much be legally compliant in all respects and provides enough detail and explanation such that an employee of slightly below average intellectual ability will easily know what to do in each of the discussed situations are. The general grading breakdown is:
1. Grammatically Correct (20 Points) – One error per every other page is the baseline for full credit. You will lose 5 points for every error per page on average beyond one.
2. Comprehensibility (20 Points) – Can I easily understand what I must do to comply?
3. Professional Appearance (10 Points)
4. Citations (10 Points) - The President does not care which citation method you use, but he doesn’t want us to be facing a plagiarism situation. You should only be citing the text, laws or news articles on the subject, as the consultation of other employee handbooks is prohibited.
5. Content (90 Points – 18 points per section) – Did you substantively provide what was asked for in a legally compliant manner?
CRJ 102 – Midterm
Name: _______________________________________________________________
Instructions:
The midterm is based on your readings and other material that has been used to enhance your
learning for each unit (or week) and can onl ...
Letter Formatting Insert Date Insert Nam.docxcroysierkathey
Letter Formatting
<Insert Date>
<Insert Name of Letter Recipient >
<Insert Name of Company>
<Insert Company Address>
<Insert Company Address>
<Insert Name of Letter Recipient>,
Paragraph 1…Ideas: Introduce the event, make a connection between the event and the
company, and provide a fact about either where the vent will take place or when.
______________________________________________________________________
______________________________________________________________________
Paragraph 2…Provide additional facts about the event. Examples: a GENERIC overview of
the attendees (examples: families, couples, art enthusiasts, etc.), where or when the
event will take place (whichever was not used in paragraph 1), benefits to attendees,
other exciting facts about the event.
______________________________________________________________________
______________________________________________________________________
Paragraph 3…Provide an overview of the sponsorship opportunities. Ideas: monetary
ranges, 3-4 examples of potential benefits, excitement about their potential involvement.
______________________________________________________________________
______________________________________________________________________
Paragraph 4…Finish up with a simple and professional closing. Examples: Thank you for
your time and consideration, I look forward to speaking with you soon, I will be in touch
to answer any questions that you may have about the event.
______________________________________________________________________
______________________________________________________________________
<Insert Professional Salutation>,
<Insert Your Name>
<Insert Your Title>
MHR 6401, Employment Law 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Discuss the legal significance of the employer-employee relationship.
1.1 Identify the regulation of employer-employee relationship through applicable law and judicial
decision.
1.2 Recognize types of workers and employers, and recognize when an employment relationship
exists.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Article Critique
1.2
Unit Lesson
Chapter 2
Unit I Article Critique
Reading Assignment
Chapter 1: Overview of Employment Law, pp. 3–33
Chapter 2: The Employment Relationship, pp. 35–63
Unit Lesson
Whether through discussion in the workplace or through your academic work, you likely have heard of the
concept of employment at-will. At its most basic level, being employed at-will means that your employer can
terminate you without cause at any time. Likewise, you can resign your employment at any time for any
reason. The vast majority of employment relationships in the United States are at-will. When jobs are plentiful
and good workers are scarce, it is advantageous for the employee to be able to move ...
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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1. HRM 593 Employment Law Entire Course
https://homeworklance.com/downloads/hrm-593-employment-law-entire-course/
HRM 593 Employment Law Entire Course
week 1
Scenario Summary
Karen is a human resources consultantata local utility. Originally, the work requested was projectbased.Karen was
asked to develop training materials for an upcoming session on diversity. Cynthia, the human resources manager,
was very happy with the work that Karen did and asked her to work on some additional projects.Before everyone
knew it, Karen had been working at the utility for five years.
Karen has been paid a monthly base salaryof $10,000 per month.Karen has received a 1099 for her wages over the
pastfive years, but has not received a W-2. Karen was notoffered any benefits,butwhen she was hired,she did not
need them,as she was happilymarried.However, Karen’s husband recentlypassed awayand she asked Cynthia
aboutreceiving benefits.Cynthia has denied Karen’s request.Karen’s title,when she started,was Human Resources
Temporary, but her new title evolved into Human Resources Consultantto be more consistentwith others in the
departmentwho are doing work similar to hers. Karen does have a contract with the utility.
Karen has had other limited clients over the years. She had one clientfor an approximately40-hour projecttwo years
ago, and she currently has another clientthat keeps her on a retainer basis.
Since she was denied benefits,Karen has contacted the IRS to ask them to determine her status.
Your Assignment
Key Players
Cynthia is the human resources manager atABC Utility, as well as Karen’s supervisor.
Karen is an individual who has been working at ABC Utility. You will look at her employmentrelationship to determine
if she is an employee or an independentcontractor.You decide!
You Decide Activity
Your role is to decide if Karen is an independentcontractor or an employee.
After reading this,please return to the Week 1 Discussion area,and answer the firsttwo questions there about
Karen. Your instructor will return with further questions throughoutthe week.
Note
HRM 593 Homework 2
As noted in the EEOC tutorial (located in this week’s lecture), candidates for the Director of HR position ofthe newly
merged company,ZAB, are being asked to prepare a presentation aboutTitle VII, as it pertains specificallyto
disparate impactand disparate treatmentpolicies thatshould be implemented to avoid liability for potential Title VII
violations.Do research to prepare for your presentation,and write a brief setof answers to the following questions:
the difference between a disparate impactand a disparate treatmentclaim;
the complaintprocedure for a disparate impactand a disparate treatmentclaim as itpertains to the EEOC;
2. the defenses available to the companyshould a disparate impactclaim and/or a disparate treatmentclaim be lodged
againstZAB; and
suggestions for avoiding potential EEOC claims and complaints.
Your assignmentshould be between 500-750 words in length.You mustalso properlycite your sources using APA
format.
Submityour assignmentto the Dropbox, located at the top of this page. For instructions on how to use the Dropbox,
read these .equella.ecollege.com/file/8ff9f27a-3772-48cf-9855-4bec4e6706bf/1/Dropbox.html”>step-by-step
instructions.
See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
HRM 593 Homework 3
Review the Sexual Harassmenttutorial,which is found in the lecture.After viewing the Sexual Harassmenttutorial,
completing the reading,and reviewing the lecture notes in conjunction with the TCO, answer the following questions
aboutthe tutorial scenario and facts.
Based upon the scenario,does the employee have a legallyviable claim for quid pro quo sexual harassmentand/or
hostile environmentsexual harassment? Whatis the likely outcome?
Analyze the legal factors for the potential claim(s) in the context of the employee pursuing legal action againstthe
employer.
Let’s shiftgears.Using the same scenario,assume thatyou are in the HR Departmentofyour organization,and that
you were justpresented with the scenario as an example used to explore policies and procedures thatwill avoid
sexual harassmentliability.Your boss has asked you to make preliminarysuggestions (which will be presented to the
legal counsel) regarding sexual harassmentprotocol thatwill avoid potential liability.What would your top five
suggestions be and why?
Your assignmentshould be between 500-750 words in length.You mustalso properlycite your sources using APA
format.
Submityour assignmentto the Dropbox, located at the top of this page. For instructions on how to use the Dropbox,
read these .equella.ecollege.com/file/8ff9f27a-3772-48cf-9855-4bec4e6706bf/1/Dropbox.html”>step-by-step
instructions.
See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
HRM 593 Homework 5
After viewing the tutorial located in this week’s Lecture tab, complete the reading and review the Lecture notes.
Answer the following questions relating to ADA expanded by the ADAAA.
If such a situation occurred in your workplace and you were the Director of Human Resources:
Would you deem Karina disabled under the ADAAA? If so, whatreasonable accommodations would you offer to her?
From an ADA policy standpoint,whatwould your ideal be in terms of an employer ADAAA policy? What would your
ideal be as to whatthe employee (Karina) should be told by the HR Departmentin regards to her rights and
obligations pursuantto the ADAAA? From the employer policy perspective,focus on identification ofreasonable
accommodation requirements under applicable law,application ofthe legal requirements for this scenario,
determinations as to whether reasonable accommodations can be made,and steps thatcan be taken to make
specific accommodations ifrequested.
Your assignmentshould be between 500-750 words.Properlycite your sources using APA format.
3. Submityour assignmentto the Dropbox, located at the top of this page. For instructions on how to use the Dropbox,
read these .equella.ecollege.com/file/8ff9f27a-3772-48cf-9855-4bec4e6706bf/1/Dropbox.html”>step-by-step
instructions.
See the Syllabus section “Due Dates for Assign
HRM 593 Homework 6
After viewing the FLSA tutorial located in this week’s lecture,complete the reading and review the lecture notes in
conjunction with the TCO. Address the following statements relating to FLSA.
Determine whether or not the employee has a potential FLSA claim.
Explain the legal basis for your conclusion.
From an HR perspective,list,explain, and analyze five things that an employer can do to ensure compliance with
FLSA and avoid claims.
Your assignmentshould be between 500-750 words.You mustalso properlycite your sources using APA format.
Submityour assignmentto the Dropbox, located at the top of this page. For instructions on how to use the Dropbox,
read these .equella.ecollege.com/file/8ff9f27a-3772-48cf-9855-4bec4e6706bf/1/Dropbox.html”>step-by-step
instructions.
See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
devry hrm593 week 4 Midterm Exam
1. 1. Question : (TCO B) DePeters,Co. is sued for sex discrimination on the grounds thattoo few women are hired
because fewer women than men achieve passing scores on a required manual dexterityand physical strength test.
DePeters,Co. offers in its defense that even though fewer women score high enough on the test, a greater
percentage of the passing women are hired.The companymaintains that,as a result,the percentage of women in
the workforce mirrors the percentage of available women in the labor pool. A group of women who took the test and
failed file suit.Explain the basis for the cause ofaction, and analyze the merits ofthe cause of action, employer
defenses,and likelyoutcome.Supportyour response with applicable law.
Question 2. Question : (TCO H) Myrna, a waitress,complains to her boss thatSimon,a frequent customer,has been
engaging in whatshe considers to be sexuallyharassing behavior.Myrna details Simon’s actions to her boss,
requests thatSimon be asked to stop,and that she notbe required to waiton him in the future. Myrna’s boss,Mickey,
the restaurantowner,says he will look into the matter.Wishing to not upsetone of his bestcustomers,Mickey puts
the matter off for a few weeks,and when he eventually does getaround to dealing with it, he tells Simon only that he
should go a little easier on Myrna. Mickey does nothing aboutMyrna’s requestto be relieved of any obligations to
wait on Simon.There are three waitresses and waiters in the restaurantatall times:two females (Myrna and Brianna)
and one male (Myron). Myron and Myrna are constantlydropping trays with food items.Myron has been late to work
on several occasions.Myrna is very argumentative with customers.Myrna was fired. Is Mickey in any danger in terms
of legal implications? Ifso,what potential causes ofaction exist for Myrna and what are the likely outcomes? From a
companystandpoint,whatmeasures should have been taken by the companyto prevent such claims?
4. Question 3. Question : (TCO A) Emmanuel & Peterson is an extremelybusy law firm specializing in litigation. In order
to keep up with the workload,the firm refuses to hire anyone as a secretary who is unable to type at least65 words
per minute.As a result,there are no male secretaries working for the firm. A group of male applicants files litigation
that challenges this policy.Explain the legal basis for the suit,the likelihood ofprevailing in the cause of action, and
the defenses available to the firm.
HRM 593 week 1 Employment-at-Will Exceptions and Liability (graded)
Review the 10 cases presented for consideration in Question 2 (letters a – j) of the Chapter-End Questions in
Chapter 2 (pp. 80-81 of the eBook). For your first post,prepare a detailed response for one of the ten scenarios,
explaining your conclusion regarding whether the scenario constitutes a violation ofpublic policy or a breach of a
covenant of good faith and fair dealing.Supportyour conclusion with legal analysis and reasoning.Explain whether
any of the scenarios give rise to potential employer liabilityand what steps should have been taken to avoid the
exposure.Then, commentand expand on the posts ofthe other class members.Your instructor will respond with
more ideas for discussion throughoutthe week.
HRM 593 week 2 Recruitment of Employees (graded)
Let’s begin our discussion on recruitmentby using a fact pattern from a litigated case.Cone Mills Corporation had
several recruiting procedures thatgave preferential treatmentto applicants who either had familymembers or friends
working for the company.One of these procedures was to give priority to applicants who had familymembers
employed by the company. The other procedure entailed having an unwritten policy that walk-in applicants had to
have renewed every two weeks.This created a situation where onlythose walk-in applicants who had friends or
family in the companywould renew their applications because theywould be the only ones informed ofthe informal
rule, which was notpresented in any manual or policy. These recruiting procedures were challenged as bein g
discriminatorytowards blacks in general,especiallyblack women,because the informal network responsible for
recruiting new employees was unavailable to them.The companyclaimed thatthe procedures were notdesignated to
be discriminatory,butrather, to create a loyal familyatmosphere within the plant(Lea v. Cone Mills Corp., 3001 F.
Supp. 97). Should employers be able to recruit through employee referrals and word-of-mouth? Does the law allow
for such a recruitmenttechnique? Whatspecific restrictions does Title VII place on an employer’s abilityto recruit and
hire? As part of this discussion,refer to the cases ofEEOC v. Chicago Miniature Lamp Works and EEOC v.
Consolidated Service System in Chapter 4. This section lists options thatcan be used to view responses.
HRM 593 week 3 Sexual Harassment and the Law (graded)
What have sexual harassmentlaws accomplished in the workplace? Have the advances in sexual harassmentlaw
resulted in women being denied meaningful access to senior managementmentors,who are mostoften male? Does
every civil rights gain in the workplace also carry with it an unintended cost? week 4 Age Discrimination and the
Workforce (graded) Baby boomers typically possess more work experience and are older than the next generation.
Does an employer have the right to refuse to hire candidates who are overqualified,such as babyboomers?
Substantiate your response.
5. HRM 593 week 5 ADA Protections (graded)
On September 25,2008, PresidentBush signed the ADA Amendments Act of 2008 (ADAAA) into law, overturning a
series ofdecisions bythe U.S. Supreme Courtunder the Americans with Disabilities Act (ADA) and expanding the
scope of medical conditions protected bythe law. What do these changes mean for employers and employees in
conjunction with protection againstdiscrimination based on disabilityin the workplace? What will employers need to
do to comply?
HRM 593 week 6 FLSA (graded)
College sophomore,Suzy Smart, works part-time in the Handi Mart convenience store near campus.The store
manager requires thateach clerk arrives 15 minutes prior to the start of the shiftso that the clerk going off-duty can
review the sales figures and cash status with replacements before leaving.The clerk going off-duty punches the
timecard after this review, but the incoming clerk is notallowed to punch in until the review is completed and they
have agreed that the sales and cash figures are accurate.Sometimes,this exercise takes more than 15 minutes,and
no matter how long it takes,the clerk coming on-dutymay not punch the timecard and start earning wages until the
process is completed.Suzy, who completed a course on labor and employmentlaw,realizes that the store manager
is violating the FLSA by not allowing the incoming clerk to punch the time clock upon arrival. She brings this issue up
with the store manager,who tells her that Handi Mart’s parentcorporation does notallow the store to compensate
two clerks for the same period oftime,no matter how brief, since this is classified bythe corporation as a single
coverage store.Furthermore,he adds ominously,if Suzy complains to the Wage and Hour Division of the DOL, he
will probablybe forced by the companyto lay Suzy off, along with other part-timers,and cover the store himselffor
the evening shifts.He states,“You may get everyone a few dollars in back pay, but you’ll also costeverybody their
jobs.Remember,some ofyour co-workers are single parents who need this extra income to make ends meet.” Has
the store manager violated FLSA? Explain? Explain how you would address this scenario as an HR professional.
HRM 593 week 7
EmploymentLaw in Action (graded) Retaliation has been the number one filed EEOC complaintnow since 2010,
surpassing racial and sexual harassmentand discrimination for the first time then, and since then. Often, disciplinary
actions resultin EEOC filings.Discipline is an area of Human Resources thatcan certainly create the potential for
legal liabilityfor employers.What are some good guidelines to follow? Whatare some pitfalls to avoid? How might
valid policies be structured and investigations be handled to ensure thatretaliation complaints do notresultfrom
disciplinaryactions? This section lists options thatcan be used to view responses.
HRM 593 Employment Law Final Exam
1.(TCO A) Alice Jones was employed as a clerk-typistby a company. She requested and was refused a vacation
day. The employer’s refusal was based on her failure to submitthe requestat leasttwo weeks in advance as required
by companypolicy. She announced thatshe would take the day anyway, and when she subsequentlyfailed to report
for work, was fired for insubordination,plus the unexcused absence. Jones claimed thatthe company’s real reason
6. for firing her was a complaintthatshe had made to her state’s departmentoflabor concerning elimination of
employee restbreaks.
Explain and evaluate the possible causes ofaction available to Jones,and identify and explain the possible defenses
available to Jones’ employer with regard to each cause of action. Integrate case law and statutory supportinto your
response. (Points :30)
2.(TCO B) Jaro was a disc jockey for MNLO, a radio station in San Francisco. He initially broadcasted in only
English.The station program director asked him to use some Spanish streetphrases and slang in an effort to attract
Hispanic listeners and increase the station’s audience. After reviewing the ratings,the station manager concluded
that the use of Spanish on the air actually decreased the station audience,because itconfused listeners as to the
nature of the programming,the rest of which was in English.Jaro was then instructed to broadcastin only
English.Jaro continued to use Spanish while on the air and was ultimatelyfired. He filed a complaintalleging Title VII
violations based on national origin discrimination.Explain and analyze the basis for Jaro’s Title VII complaint,and
whether it would resultin liability on the part of the station.Determine the remedies available to Jaro, if any. Use case
law to supportyour analysis and conclusion. (Points :30)
3.(TCO C) John worked for Acme as a senior analyst. He suffered a heartattack and took medical leave from his
job. Prior to the heartattack, his supervisor opened a locked drawer in his work desk and found prescripti on drugs
that were not prescribed to John. The supervisor thoughtthat John had been acting a bit strangely, but decided that
he would confronthim aboutit later. The supervisor did notconfrontJohn before the heart attack.
After six months,John returned to work on a part-time basis. John worked reduced hours for the next year. Acme
was forced to reduce its workforce to cut costs.Acme conducted a performance appraisal ofall managerial
employees and discharged those with the lowestperformance ratings. John,because ofhis part-time status,had
one of the lowestperformance ratings. The companydid not look at performance pro-rata based on hours
worked.John sued and alleged thathe was wrongfullyterminated in violation of the ADA. John alleged thathis
termination was a resultofhis disability.Identify and analyze the potential claims and defenses.Utilize case law to
supportyour responses and conclusions. (Points :30)
4.(TCO D) A house-moving companywas moving a house and came close to three 7,200 volt power lines. Fire was
observed where the house’s lighting rod came too close to one of the power lines. Two employees were electrocuted
and three more were injured. Analyzing the fact pattern, determine whether the companyviolated OSHA’s general
duty clause,or if this was merelyan unfortunate accident. Assuming thatpassing close to the wires was unavoidable,
identify the steps that the companymighthave taken to avoid the tragedy. (Points : 30)
5.(TCO E) Julie is a fruit picker and has worked for the same companyfor three years. Between April and June
2005,she,along with 300 other fruit pickers,worked at this company. The workers,including Julie,worked an
average of 40 hours per week, five days per week, during the entire three-month period.Beginning in July,2005, the
workers were required to work a minimum of55 hours per week. The workers were not paid overtime for the hours
worked in excess of 40.
Identify and analyze the possible claims thatJulie has againsther employer.Identify and evaluate the legal basis for
the claim,the potential recovery, and the likelihood ofprevailing againsther employer. (Points : 30)
6.(TCO F) The trustee of an ERISA-qualified plan,and also a participantin the plan,denied a discretionarypayment
of a lump-sum accrued benefitto a participantwho had terminated his employment. The participantsues,claiming
the denial of the discretionarypaymentis self-dealing. Determine whether the participantwill prevail.Articulate the
basis for your conclusion,using applicable case law and statutoryauthority. (Points : 30)
7. 7.(TCO G) A hiring manager did notproperlyverify I9 documentation for a new employee.In fact, the new hire’s
social securitycard was a forgery, and the INS assessed a fine against the employer claiming thatit knew or should
have known that the card was false. Determine whether this companyis liable under the IRCA. Identify and integrate
applicable law and statutoryauthority to provide validity for your response. (Points :35)
8.(TCO H) Calvin Black was hired as the manager for a law firm in June 1992.In his first year in the position,he
created a time-keeping system thatsaved the firm $13,000 per month,negotiated leases to lower rental payments by
$43,000,lowered clientdisbursementcosts by$200,000,and reduced overtime costs by $40,000. The firm’s partners
gave him a performance evaluation,stating thatthey were “very satisfied” with his performance. He received a raise
of $4,600. After about a year, Black developed a limp.When he consulted a doctor, he was informed thathe had
multiple sclerosis. After his diagnosis,he informed his firm and requested thatthe firm meetwith his doctors to
determine whatmeasures could be taken to accommodate his condition.One partner had one briefmeeting with one
doctor, who suggested the firm limitthe amountof walking that Black was required to do. The firm made no effort to
limitBlack’s walking,to move his office, or to rearrange his job.Instead,the firm assigned additional duties to him and
urged him to cancel his vacation. On one occasion,a partner told him to go home ifhe was tired, so he would not
wear himselfoutand become ineffective.
In January 1994, Black was terminated because his condition affected his performance and the firm claimed thathis
thinking was “notas crisp as it needed it to be.” After he was terminated,Black applied for and was granted disability
benefits under the firm’s insurance policy,stating thathe was “unable to work long hours in a stressful job”
and ”needed a flexible work schedule.” He then worked as a consultantand enrolled in a graduate program ata local
university. Black broughta lawsuitagainstthe firm under the Americans with Disabilities Act. The firm argued that
Black was precluded from bringing suitbecause he accepted disabilitybenefits. Explain how the Courtshould rule on
Black’s claim. Determine whether Black has made a case under the Americans with Disabilities Act. Assess whether
Black can pursue an ADA claim notwithstanding accepting disabilitybenefits. (Points : 35)