This slideshow by attorney Jack Tuckner provides more information for employees and employers about the rights an employee has in the workplace and what he or she can do if these rights are not being appropriately protected.
In the view of Claude Steiner, life position is adopted much earlier. He sees its origin in the early months of nursing. He suggest that all children begin in the position I+U+. The child shifts to another position only if something interrupts the mutual interdependence between mother and the child.
This document outlines the agenda and sessions for a two-day workplace harassment training. The training covers defining harassment, creating harassment policies, investigating complaints, mediation, and role playing scenarios. Key topics include sexual harassment, preventing harassment, addressing complaints, and returning to normal operations after an incident. The goal is to help participants understand their roles and responsibilities regarding harassment issues.
Originally created by special request for RelateCon 2018, in The Art of the Breakup, Minx and Lusty Guy share tips for having a healthy breakup from the point of view of the Initiator, the Responder, and Bystanders.
The document discusses assertive behavior and provides tips for being more assertive. It defines assertive behavior as acting in one's own best interest without undue anxiety while respecting others. It notes that assertiveness reduces stress, improves decision making, and helps handle difficult people. Some assertiveness techniques discussed include using "I" statements, maintaining eye contact, speaking confidently, listening actively, and saying "no" directly but briefly. Fogging and inquiry techniques are also presented to respond to criticism assertively without being aggressive.
Exploring passive, aggressive and assertive behaviourJoanneFrawley
The document discusses three different types of behaviors: passive, aggressive, and assertive. Acting passively means avoiding conflict and decisions that impact others, which can lead to stress and resentment. Acting aggressively means disregarding others' needs to get one's own way, damaging trust and respect. Acting assertively expresses oneself effectively while respecting others and finding win-win solutions. The document provides tips for communicating more assertively, such as using "I" statements, practicing saying "no", rehearsing discussions, maintaining confident body language and staying in control of one's emotions. People should start by practicing these skills in comfortable situations.
Roommate Confrontation and Mediation at UEKaitlynLuczak
This document provides guidance for resident assistants on addressing roommate conflicts and mediating disputes between roommates. It outlines steps for initial contact with a resident reporting an issue, coaching them to talk to their roommate, and potentially mediating between the roommates. If mediation is needed, the format is described, including taking turns speaking without interruption and developing an agreement. The mediator's role of remaining neutral and facilitating an agreement is also outlined. Tips are provided for confronting residents about inappropriate behavior.
The document provides tips for preparing for and conducting oneself during a job interview. It discusses researching the company and job, practicing answers to common interview questions, dressing appropriately, arriving early, maintaining good posture, eye contact and body language during the interview. The tips recommend having questions prepared for the interviewers, providing concrete examples from one's background using the CAR technique, and following up after the interview by sending a thank you note. The overall goal is to determine if the candidate can do the job, will do the job, and will fit in at the company.
This document provides advice on trying and failing sustainably based on training in psychotherapy. It discusses assessing your feelings without judgment, taking risks by considering consequences and growth, and recovering from setbacks or failures by learning from mistakes without shame. The key lessons are to listen to your whole body, see the long term perspective, and view failures as feedback rather than defining yourself by single actions or outcomes.
In the view of Claude Steiner, life position is adopted much earlier. He sees its origin in the early months of nursing. He suggest that all children begin in the position I+U+. The child shifts to another position only if something interrupts the mutual interdependence between mother and the child.
This document outlines the agenda and sessions for a two-day workplace harassment training. The training covers defining harassment, creating harassment policies, investigating complaints, mediation, and role playing scenarios. Key topics include sexual harassment, preventing harassment, addressing complaints, and returning to normal operations after an incident. The goal is to help participants understand their roles and responsibilities regarding harassment issues.
Originally created by special request for RelateCon 2018, in The Art of the Breakup, Minx and Lusty Guy share tips for having a healthy breakup from the point of view of the Initiator, the Responder, and Bystanders.
The document discusses assertive behavior and provides tips for being more assertive. It defines assertive behavior as acting in one's own best interest without undue anxiety while respecting others. It notes that assertiveness reduces stress, improves decision making, and helps handle difficult people. Some assertiveness techniques discussed include using "I" statements, maintaining eye contact, speaking confidently, listening actively, and saying "no" directly but briefly. Fogging and inquiry techniques are also presented to respond to criticism assertively without being aggressive.
Exploring passive, aggressive and assertive behaviourJoanneFrawley
The document discusses three different types of behaviors: passive, aggressive, and assertive. Acting passively means avoiding conflict and decisions that impact others, which can lead to stress and resentment. Acting aggressively means disregarding others' needs to get one's own way, damaging trust and respect. Acting assertively expresses oneself effectively while respecting others and finding win-win solutions. The document provides tips for communicating more assertively, such as using "I" statements, practicing saying "no", rehearsing discussions, maintaining confident body language and staying in control of one's emotions. People should start by practicing these skills in comfortable situations.
Roommate Confrontation and Mediation at UEKaitlynLuczak
This document provides guidance for resident assistants on addressing roommate conflicts and mediating disputes between roommates. It outlines steps for initial contact with a resident reporting an issue, coaching them to talk to their roommate, and potentially mediating between the roommates. If mediation is needed, the format is described, including taking turns speaking without interruption and developing an agreement. The mediator's role of remaining neutral and facilitating an agreement is also outlined. Tips are provided for confronting residents about inappropriate behavior.
The document provides tips for preparing for and conducting oneself during a job interview. It discusses researching the company and job, practicing answers to common interview questions, dressing appropriately, arriving early, maintaining good posture, eye contact and body language during the interview. The tips recommend having questions prepared for the interviewers, providing concrete examples from one's background using the CAR technique, and following up after the interview by sending a thank you note. The overall goal is to determine if the candidate can do the job, will do the job, and will fit in at the company.
This document provides advice on trying and failing sustainably based on training in psychotherapy. It discusses assessing your feelings without judgment, taking risks by considering consequences and growth, and recovering from setbacks or failures by learning from mistakes without shame. The key lessons are to listen to your whole body, see the long term perspective, and view failures as feedback rather than defining yourself by single actions or outcomes.
The document discusses assertiveness and provides techniques for communicating assertively. It defines four types of communication styles - passive, aggressive, manipulative, and assertive. It advocates using assertive communication, which involves clearly and respectfully expressing one's thoughts, feelings, and needs in a non-confrontational manner. Specific assertiveness techniques covered include using "I" statements, maintaining eye contact, and handling criticism through fogging or negative assertion.
The document provides information on assertiveness and conflict management techniques. It defines assertiveness as expressing personal rights and feelings. It discusses the importance of being assertive and the consequences of lacking assertiveness. Assertiveness training is presented as a way to increase assertive behaviors and decrease passive or aggressive behaviors. Assertiveness training involves developing non-verbal communication skills, recognizing personal rights, expressing feelings and needs, practicing responses, and learning to say no. The document also discusses what conflict is and provides several ways to manage conflict, such as staying calm, listening to other perspectives, brainstorming solutions, and seeking help from mediation services.
Abuse, avoiding challenges, facing criticism, focusing on negatives, and looking down on oneself can hinder self-esteem. Abuse can be physical, sexual, or emotional and makes self-esteem drop. Avoiding challenges stems from a fear of the unknown. Constant criticism makes one feel like a loser and prevents trying new things. Looking down on oneself means not believing in or appreciating one's strengths and focusing on perceived flaws instead.
This document discusses assertiveness training and provides guidance on how to communicate assertively. It defines assertiveness as expressing one's thoughts and feelings directly and honestly without disrespecting others. Assertiveness is described as more adaptive than passive or aggressive behaviors. The document outlines components of assertiveness including physical presence, vocal tone, and assertion level. It provides a 4-step model for assertive communication and guidelines for behaviors like making requests, refusing requests, and responding to criticism.
The importance of assertive communication practices at workplaces across the globe.
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bengaluru, India.
All rights reserved .
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Assertiveness Training".
Assertiveness is about standing up for yourself, but also wabout respecting the opinions and needs of others.
When e communicate assertively, we are clear about our opinions and wishes, but we are also open to others’.
The document discusses assertiveness in the workplace and provides a quiz to assess assertive, passive, and aggressive communication styles. It analyzes the responses and characterizes each style. Passive styles are characterized by inaction while aggressive styles are intrusive and alienating. Assertive styles are balanced, standing up for rights while respecting others. Being assertive means taking responsibility, listening actively, and addressing issues directly through fair and constructive communication. It emphasizes expressing oneself clearly without abusing others.
Employee Privacy Rights: New Developments in the LawEnercare Inc.
The document summarizes recent legal developments regarding employee privacy rights in Canada. It discusses two key court cases - R. v. Cole, which established that employees may have a reasonable expectation of privacy over employer-issued electronic devices if allowed personal use, and Jones v. Tsige, where the Court of Appeal of Ontario recognized a new cause of action for invasion of privacy in the private sector for the first time. The document advises employers to have clear privacy policies, monitor usage, and take corrective action to protect themselves from potential liability for breaching employee privacy.
Calculating employee earnings for csecDyann Barras
This document outlines the steps to calculate employee earnings, including:
1) Calculating gross pay by multiplying regular hours worked by the hourly rate and overtime hours by the overtime rate. Gross pay includes regular wages, overtime, bonuses and commissions.
2) Calculating overtime from employee records by multiplying overtime hours worked beyond eight hours by the overtime rate as determined by country law (e.g. time and a half, double time, triple time).
3) Calculating net pay by subtracting statutory and non-statutory deductions from the gross pay amount.
A cash flow projection shows a firm if and when it needs to borrow money, how much is needed, and how it will repay any loans. It is also known as a cash flow budget. Preparing a cash flow projection for a period of time is important because it allows a business to determine if it will have enough cash or if additional funds are needed to avoid insolvency. The document recommends watching a video on how to prepare a cash flow projection that provides guidance on the process.
The National Labor Relations Act protects employees' rights to engage in concerted activities like union organizing and collective bargaining. It prohibits employers from taking adverse action against employees to discourage union membership. However, employees can still be fired for conduct that interferes with customer relations or harms a company's reputation. The General Counsel alleged that terminating an employee for complaining about their supervisor on Facebook violated these protections for concerted activities. The case was settled in February 2011.
The document discusses workplace privacy issues in Canada including relevant legislation and case studies of public libraries. It covers the Freedom of Information and Protection of Privacy Act (FIPPA) and Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) which establish rules for government organizations regarding personal information. Case studies examine privacy policies at the County of Brant Public Library and Toronto Public Library. Current issues addressed include electronic privacy, employer monitoring, and disclosing personal information to employers.
This workbook lesson discusses names, occupations, and relationships. It includes exercises where students look at pictures and write occupations, names, relationships and addresses. Questions ask students to identify occupations, write sentences using possessive adjectives and nouns, and have conversations using relationship terms like classmate, neighbor, teacher. Forms are included to fill out names, titles, and contact information for people. Puzzles review vocabulary.
Chapter 16 Employee Rights and DisciplineRayman Soe
1. The document discusses employee rights and discipline, including statutory rights, contractual rights, employment-at-will, and exceptions.
2. It covers due process and just cause for employee discipline or termination. Alternative dispute resolution methods are also discussed.
3. Employee privacy rights regarding records and monitoring are summarized. Access, correction of records, and restrictions on sharing information are addressed.
Gerunds and infinitives can function as nouns, subjects, objects, or subject complements. Gerunds are formed with the "-ing" form of the verb and can be objects of prepositions. Infinitives are formed with "to" plus the base verb form. Certain verbs are followed by gerunds or infinitives with slight differences in meaning. Both gerunds and infinitives can occur in various tenses and aspects.
The document discusses the benefits of exercise for both physical and mental health. Regular exercise can improve cardiovascular health, reduce stress and anxiety, boost mood, and reduce the risk of diseases. It recommends that adults get at least 150 minutes of moderate exercise or 75 minutes of vigorous exercise per week to gain these benefits.
This document discusses sexual harassment, including:
1) A quiz on sexual harassment definitions and laws with answers.
2) Summaries of two Supreme Court cases - Faragher v City of Baton Rouge established employer liability for supervisor harassment, and Burlington Industries v Ellerth established an affirmative defense for employers.
3) A summary of a court case where a female employee successfully sued for a hostile work environment due to frequent sexual jokes and banter by male coworkers in open cubicles, despite complaints to management. The document outlines the elements needed to prove a hostile environment sexual harassment case.
This document discusses sexual harassment, including:
1) A quiz on sexual harassment definitions and laws with answers provided.
2) Summaries of two Supreme Court cases (Faragher v City of Boca Raton and Burlington Industries Inc v Ellerth) that established an employer's vicarious liability for harassment by supervisors.
3) A summary of a court case (Gallagher v C.H. Robinson) where a female employee successfully sued for a hostile work environment due to frequent sexual jokes and banter by male coworkers.
This document provides information about sexual harassment, including definitions of quid pro quo and hostile work environment harassment. It discusses court cases related to these topics. It also covers how to file a sexual harassment complaint, the role of HR in addressing complaints, and tips for documenting harassment. The document contains a quiz about sexual harassment and links to videos further explaining the concepts.
The document discusses assertiveness and provides techniques for communicating assertively. It defines four types of communication styles - passive, aggressive, manipulative, and assertive. It advocates using assertive communication, which involves clearly and respectfully expressing one's thoughts, feelings, and needs in a non-confrontational manner. Specific assertiveness techniques covered include using "I" statements, maintaining eye contact, and handling criticism through fogging or negative assertion.
The document provides information on assertiveness and conflict management techniques. It defines assertiveness as expressing personal rights and feelings. It discusses the importance of being assertive and the consequences of lacking assertiveness. Assertiveness training is presented as a way to increase assertive behaviors and decrease passive or aggressive behaviors. Assertiveness training involves developing non-verbal communication skills, recognizing personal rights, expressing feelings and needs, practicing responses, and learning to say no. The document also discusses what conflict is and provides several ways to manage conflict, such as staying calm, listening to other perspectives, brainstorming solutions, and seeking help from mediation services.
Abuse, avoiding challenges, facing criticism, focusing on negatives, and looking down on oneself can hinder self-esteem. Abuse can be physical, sexual, or emotional and makes self-esteem drop. Avoiding challenges stems from a fear of the unknown. Constant criticism makes one feel like a loser and prevents trying new things. Looking down on oneself means not believing in or appreciating one's strengths and focusing on perceived flaws instead.
This document discusses assertiveness training and provides guidance on how to communicate assertively. It defines assertiveness as expressing one's thoughts and feelings directly and honestly without disrespecting others. Assertiveness is described as more adaptive than passive or aggressive behaviors. The document outlines components of assertiveness including physical presence, vocal tone, and assertion level. It provides a 4-step model for assertive communication and guidelines for behaviors like making requests, refusing requests, and responding to criticism.
The importance of assertive communication practices at workplaces across the globe.
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bengaluru, India.
All rights reserved .
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Assertiveness Training".
Assertiveness is about standing up for yourself, but also wabout respecting the opinions and needs of others.
When e communicate assertively, we are clear about our opinions and wishes, but we are also open to others’.
The document discusses assertiveness in the workplace and provides a quiz to assess assertive, passive, and aggressive communication styles. It analyzes the responses and characterizes each style. Passive styles are characterized by inaction while aggressive styles are intrusive and alienating. Assertive styles are balanced, standing up for rights while respecting others. Being assertive means taking responsibility, listening actively, and addressing issues directly through fair and constructive communication. It emphasizes expressing oneself clearly without abusing others.
Employee Privacy Rights: New Developments in the LawEnercare Inc.
The document summarizes recent legal developments regarding employee privacy rights in Canada. It discusses two key court cases - R. v. Cole, which established that employees may have a reasonable expectation of privacy over employer-issued electronic devices if allowed personal use, and Jones v. Tsige, where the Court of Appeal of Ontario recognized a new cause of action for invasion of privacy in the private sector for the first time. The document advises employers to have clear privacy policies, monitor usage, and take corrective action to protect themselves from potential liability for breaching employee privacy.
Calculating employee earnings for csecDyann Barras
This document outlines the steps to calculate employee earnings, including:
1) Calculating gross pay by multiplying regular hours worked by the hourly rate and overtime hours by the overtime rate. Gross pay includes regular wages, overtime, bonuses and commissions.
2) Calculating overtime from employee records by multiplying overtime hours worked beyond eight hours by the overtime rate as determined by country law (e.g. time and a half, double time, triple time).
3) Calculating net pay by subtracting statutory and non-statutory deductions from the gross pay amount.
A cash flow projection shows a firm if and when it needs to borrow money, how much is needed, and how it will repay any loans. It is also known as a cash flow budget. Preparing a cash flow projection for a period of time is important because it allows a business to determine if it will have enough cash or if additional funds are needed to avoid insolvency. The document recommends watching a video on how to prepare a cash flow projection that provides guidance on the process.
The National Labor Relations Act protects employees' rights to engage in concerted activities like union organizing and collective bargaining. It prohibits employers from taking adverse action against employees to discourage union membership. However, employees can still be fired for conduct that interferes with customer relations or harms a company's reputation. The General Counsel alleged that terminating an employee for complaining about their supervisor on Facebook violated these protections for concerted activities. The case was settled in February 2011.
The document discusses workplace privacy issues in Canada including relevant legislation and case studies of public libraries. It covers the Freedom of Information and Protection of Privacy Act (FIPPA) and Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) which establish rules for government organizations regarding personal information. Case studies examine privacy policies at the County of Brant Public Library and Toronto Public Library. Current issues addressed include electronic privacy, employer monitoring, and disclosing personal information to employers.
This workbook lesson discusses names, occupations, and relationships. It includes exercises where students look at pictures and write occupations, names, relationships and addresses. Questions ask students to identify occupations, write sentences using possessive adjectives and nouns, and have conversations using relationship terms like classmate, neighbor, teacher. Forms are included to fill out names, titles, and contact information for people. Puzzles review vocabulary.
Chapter 16 Employee Rights and DisciplineRayman Soe
1. The document discusses employee rights and discipline, including statutory rights, contractual rights, employment-at-will, and exceptions.
2. It covers due process and just cause for employee discipline or termination. Alternative dispute resolution methods are also discussed.
3. Employee privacy rights regarding records and monitoring are summarized. Access, correction of records, and restrictions on sharing information are addressed.
Gerunds and infinitives can function as nouns, subjects, objects, or subject complements. Gerunds are formed with the "-ing" form of the verb and can be objects of prepositions. Infinitives are formed with "to" plus the base verb form. Certain verbs are followed by gerunds or infinitives with slight differences in meaning. Both gerunds and infinitives can occur in various tenses and aspects.
The document discusses the benefits of exercise for both physical and mental health. Regular exercise can improve cardiovascular health, reduce stress and anxiety, boost mood, and reduce the risk of diseases. It recommends that adults get at least 150 minutes of moderate exercise or 75 minutes of vigorous exercise per week to gain these benefits.
This document discusses sexual harassment, including:
1) A quiz on sexual harassment definitions and laws with answers.
2) Summaries of two Supreme Court cases - Faragher v City of Baton Rouge established employer liability for supervisor harassment, and Burlington Industries v Ellerth established an affirmative defense for employers.
3) A summary of a court case where a female employee successfully sued for a hostile work environment due to frequent sexual jokes and banter by male coworkers in open cubicles, despite complaints to management. The document outlines the elements needed to prove a hostile environment sexual harassment case.
This document discusses sexual harassment, including:
1) A quiz on sexual harassment definitions and laws with answers provided.
2) Summaries of two Supreme Court cases (Faragher v City of Boca Raton and Burlington Industries Inc v Ellerth) that established an employer's vicarious liability for harassment by supervisors.
3) A summary of a court case (Gallagher v C.H. Robinson) where a female employee successfully sued for a hostile work environment due to frequent sexual jokes and banter by male coworkers.
This document provides information about sexual harassment, including definitions of quid pro quo and hostile work environment harassment. It discusses court cases related to these topics. It also covers how to file a sexual harassment complaint, the role of HR in addressing complaints, and tips for documenting harassment. The document contains a quiz about sexual harassment and links to videos further explaining the concepts.
Nursing interview preparation booklet from staff giantstaffgiant
Finding qualified ability in medicinal services is definitely challenging one. So different number of enrollment organizations are there to tackle this issue by recognizing best-fit applicants from assets over the web. They are interestingly arranged to address issues the healthcare industry is confronting. They comprehend the employing needs of the restorative business and give the honest to goodness suitable answer for the therapeutic business. The Nursing recruitment consultancy comprehends your prerequisites and furnishes you with the accomplished and capable Nurses, Pharmacists, Perfectionists, Research Staff, and Hospital workforce. The enrollment consultancy conveys to you the best ability in Health Care and Medicine industry with a bother-free searching and arrangement strategy.
The document provides guidance on various aspects of the job interview process, including:
- Conducting an interview involves asking the right questions to get the right information about candidates. Interviews should include rapport-building, open-ended, probing, and non-question questions.
- Candidates should shake the interviewer's hand, appear neat, clean, friendly, enthusiastic and have good communication skills. Interviewers will scrutinize answers and want specific examples of skills and experiences.
- Candidates should prepare for tough questions by staying calm, listening, asking for time to think, using emergency tactics if needed, and avoiding illegal questions about personal details.
The document discusses disclosure of a disability or illness to employers. It outlines the different levels of disclosure from full disclosure to non-disclosure. Reasons for disclosure include taking pressure off by being honest, educating the employer to reduce stigma, and potentially negotiating job duties. The document advises preparing for disclosure by considering feelings about the disability and researching employer attitudes. It also provides tips for how to disclose such as being specific but focusing on skills and any accommodations needed.
The document provides tips for individuals with a legal background to stand out to employers during the hiring process. It emphasizes maintaining a positive attitude, carefully addressing legal history in applications and interviews, and educating employers about programs like the Federal Bonding Program that mitigate liability concerns related to hiring individuals with criminal records. Body language, phrasing, and follow up are also important aspects to focus on during the interview process according to the document.
The document discusses disclosure of a disability or illness to an employer. It outlines three levels of disclosure - full, partial, and non-disclosure. Reasons for disclosure include taking pressure off the individual, educating the workplace, and negotiating job roles. The document provides advice on preparing for and timing disclosure, as well as considerations when deciding whether and how to disclose.
The document discusses when and how to disclose a disability to an employer. It notes that disclosing allows one to receive accommodations but could lead to discrimination. The key times to disclose are during the interview if accommodations are needed, after receiving a job offer to ensure qualifications are considered, or during employment if accommodations become necessary. It is important to focus on abilities, experience accommodations one has used, and anticipated needs, without sharing unnecessary details about the disability itself. Proper disclosure can protect rights and improve work performance with accommodations.
The document summarizes the nine most common reasons attorneys lose their law firm jobs. These include partners leaving and taking work with them; lack of work leading to layoffs; poor performance resulting in firing; discomfort with firm culture; extended sick leaves; long maternity/paternity leaves; failure to pass the bar exam; low billable hours; and not generating enough business. The document provides details and advice for each reason to help attorneys explain job losses to future employers.
This document provides 5 steps to take if you feel you are being discriminated against in the workplace:
1. Don't quit your job, as this removes your legal leverage. Contact an employment attorney for advice before resigning.
2. Put any complaints of civil rights violations or discrimination in writing to your employer to create a paper trail and allow them to investigate. Retaliation for complaints could be considered illegal.
3. Do not immediately file a complaint with government agencies like the EEOC, as this could impact future legal options. Consult an experienced employment attorney first.
4. Contact a lawyer experienced in employment discrimination law to evaluate your situation and determine the best course of action.
This article discusses the challenges of leaving a law firm job without another position lined up and later trying to return. It notes that law firms are unlikely to welcome attorneys back who have left, as they see those individuals as lacking commitment, not contributing financially, and being replaceable. Various reasons attorneys leave firms are explored, such as maternity leave, but returning after long absences is difficult. The key takeaway is that leaving a law firm permanently damages future prospects of rejoining that or other prestigious firms. Attorneys are advised to have contingency plans that do not involve working at top law firms if they do decide to leave their current position.
The five-reasons-law-firms-and-legal-employers-do-not-hire-you-after-an-inter...BCG Attorney Search
The document discusses five reasons why law firms and legal employers do not hire candidates after an interview. The most important reason is whether the employer believes the candidate will support and have their back. Employers want to hire people they feel will defend their interests and make them feel comfortable. During interviews, employers are trying to determine if candidates seem like they will be allies or cause problems. The best way for candidates to get jobs is to make the interviewer believe they genuinely like and support the interviewer.
The document provides guidance and strategies for former offenders seeking employment. It outlines steps to take in planning a job search such as defining objectives, inventorying skills, preparing a resume, and targeting employers. Specific tips are provided for contacting employers, explaining criminal records on applications, dressing appropriately for interviews, and maintaining a positive attitude. Overall, the document emphasizes the challenges faced by ex-offenders in finding work but notes these barriers can be overcome with preparation, perseverance, and utilizing available resources for support.
Had a-great-interview-but-have-got-no-response-to-my-thank-you-emailsBCG Attorney Search
The applicant had a good interview but did not receive responses to thank you emails sent afterwards. While it's understandable to assume the worst, the interviewer explains that this is common and not receiving a response should not be taken as a sign of rejection. Attorneys are careful not to send any signals in their responses that could be misinterpreted by anxious candidates. Many candidates who do not receive responses still get offers, so the applicant should not lose hope yet.
Similar to Information from Jack Tuckner about Workplace Rights (20)
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
04062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
2. Q: I’ve been a great employee for 5 years. I am
rarely out sick and have always had great
evaluations. Today, they fired me for no reason
and did not offer any severance. What can I
do?
!
The short answer is there is essentially nothing you can do about
it.
!
You can be fired at any time for any reason or no reason.
!
You are not entitled to any notice.
!
You are not entitled to any severance.
!
You are not entitled to anything.
!
Employers are not obligated to provide any notice or reason for
your termination and they are definitely not obligated to provide
you with a severance package.
3. Q: I work in a very hostile workplace. The
supervisor picks on everyone. He’s always
threatening to fire us. The stress is effecting
my health but I need my job. What can I do?
!
!
!
!
Again, sadly, not much.
If your supervisor or manager treats everyone the same, then you
are working for an equal opportunity moron. Your employer is
allowed to be mean, rude, disrespectful. They are allowed to be
unprofessional toward you, call you names and be downright nasty.
As long as they are treating everyone the same, it’s probably
legal.
If you are the only one who is being treated hostilely, you need to
ask yourself WHY? Why are YOU being treated differently?
4. Q: Year after year, I have received outstanding
achievement awards for my performance. Due to
a re-org, I’ve been reassigned. My new manager
and I don’t get along. I am afraid I will be
fired.
!
!
!
And you probably will be if you can’t get yourself transferred to
another department or division.
There is no law that says your employer must like you. There is no
law stating an employer must be nice, polite or professional.
You are working at the ‘will’, or as some would say, the ‘whim’ of
your employer.
5. Q: I am six months pregnant and my boss just
fired me because he says he’s eliminating my
position. I thought it was illegal to fire someone
who is pregnant.
!
!
!
!
Survey says WRONG!
If your employer is truly eliminating your position, you can be fired
whether you’re pregnant or not. If your company has decided that
your responsibilities can be absorbed by others, then your
pregnancy may have had little bearing on their decision.
An employer is allowed to fire you if you are pregnant. If you are
screwing up and they have spoken with you about it in the past,
you can be terminated. That would probably be legal.
What they can NOT do is fire you BECAUSE you are pregnant.
6. Q: So, do I have ANY rights?
!
!
!
Essentially, the only laws that provide protections for employees
are the various federal, state and city anti-discrimination statutes.
Anti-discrimination statutes are the laws that protect employees
from being treated differently from their coworkers, if the reason
for the differential treatment is based on a ‘protected status’,
such as age, race, color, national origin, sex, gender, disability
(including pregnancy) and sexual orientation. These are your civil
rights.
Your employer can treat you just about any way they want AS
LONG AS they are not treating you that way because you are
black, hispanic, pregnant or disabled, for example.
7. Q: What should I do if I feel I am being
discriminated against because I am (fill in a protected
status)?
!
!
First, and most importantly, DO NOT QUIT! QUIT is a 4 letter
word that you don’t want to do. Never, ever resign. All your
power and legal leverage is lost when you quit your job and walk
away. We understand you may get to the point you can’t stand it
another moment, RESIST. Take a breathe. Take a break. Call a
lawyer. DON’T QUIT.
You need to formally notify your employer of your grievance.
There can be no civil rights violation until your employer is ‘on
notice’ of your belief you are being treated differently. Under the
law, your employer is allowed the opportunity to investigate your
claim and take corrective action if necessary.
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If you don’t tell them, and you try to sue them, they might
say ‘he never told us. how could we fix it for him?’.
8. More on Formal Notification
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Often, people will say ‘I might be fired if I complain’.
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The fact is if you are being discriminated against, chances are
you’re in a situation that is not sustainable. Either you will
quit because you can’t take it anymore. Or they will
ultimately fire you anyway.
Put your complaint in writing and send it to the head of HR or the
head of the company, in a verifiable way such as certified mail or
FedEx. Some way that you can prove they signed and received
your letter. (Emails are not necessarily the best way.)
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Verbal notification doesn’t help. You need to protect yourself
by generating a paper trail of your protected grievances.
9. Recap of the 4 IMPORTANT STEPS to protecting yourself
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1. DON’T QUIT.
2. Formally notify your employer of your complaint in writing. Put
it in a brief letter.
Send your letter in a way you can prove they received it.
3. Then wait to see how they respond. And DON’T QUIT while
you’re waiting.
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4. Seek guidance from a qualified employment attorney.
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DON’T QUIT.
10. !
This is not a complete resource nor should it
replace legal advice from a qualified
employment lawyer regarding the specifics
of your particular situation.
11. Resources
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NELA.org This is the National Employment Lawyers Association, a
good site to search for a qualified plaintiff’s attorney to consult
for advice regarding your specific circumstances.
EEOC.gov This is the US Equal Employment Opportunity Commission
website on federal laws covering your employment rights
womensrightsny.com This is our website where you can find
information on just about every area of workplace discrimination.
12. !
Tuckner, Sipser, Weinstock & Sipser, LLP
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www.womensrightsny.com
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New York City, New York
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212-766-9100