Q. Under our progressive discipline policy, employees receive an oral warning, a written warning, suspension and finally termination. If an employee’s conduct is severe enough to warrant termination upon the first offense, can we fire the employee right away, or must we follow this progressive discipline policy?

A legal secretary for a Chicago law firm has been charged with paying herself almost $900,000, using checks drawn against her boss’s money market account. She allegedly made the checks payable to her and then signed them using the attorney’s signature stamp.

Some employees don’t respond well to corrective discipline. They may become angry and combative. You don’t have to put up with that sort of behavior. In fact, you can use that reaction as a valid termination reason.

Federal and state laws that protect employees in general also protect young people in the workplace. But because of their youth and inexperience, teenage employees may be more vulnerable to harassment than other workers. The EEOC has launched the “Youth at Work” initiative in response to several high-profile teen sexual harassment cases.

The costs of employee absenteeism—reflected in lost production, overtime and temporary replacements for the absent worker—can add up quickly. What’s the best way to combat the problem? With a clear policy, careful documentation, consistent application of the policy and progressive discipline.

If you discipline a supervisor for discrimination, make sure you can reassure employees who cooperated in the investigation that the supervisor won’t turn around and punish them.

Employers that don’t take swift action when they learn of possible harassment have only themselves to blame. Being too timid when it comes to punishing the supervisor is not a good idea. Whatever you do, don’t even think about transferring the harassed subordinate into a position with fewer responsibilities. Instead, move the harasser—or even terminate him.

Q. We’re afraid one of our employees may have been subjected to discrimination here at work. However, she hasn’t filed a complaint. What should we do? Do we have an obligation to bring it up and investigate even if she declines?

Q.  We are a nonunion shop. One of our employees is currently under investigation for sexual harassment. He has asked to have a representative present during all meetings and interviews related to the investigation. Do we have to permit him to have representation?

In some cases, employees are harassed via scrawled words on a wall, voice mail messages or some other shadowy act. You may never be able to pinpoint the culprit, but you must still do something. Begin by opening an investigation, just as you would for any other complaint. Then remind all employees about your anti-harassment policies.

More employers are using Facebook and other social media sites to spot employees who file fraudulent workers’ comp claims. Example: An employee who was in too much pain to get out of bed posted video of himself competing in a rodeo.

Do you have employees who clock in before their shift starts, then stand around drinking coffee for a half-hour? How can you cut down on this “on-the-clock-but-standing-around” time? ...

The Minneapolis Department of Civil Rights, which investigates discrimination charges, has been sued over an allegedly negligent investigation.

Dr. Steven Radjenovich contacted federal officials when he believed Wheaton Community Hospital was manipulating hospital stays to overcharge the federal government. As a result, he will share in the almost $850,000 fine the hospital will pay to settle the charges.

Medical office manager Karen Schmidt of Amberley Village has pleaded guilty to mail fraud and filing a false tax return in connection with a scheme to bilk her employer, Ohio Valley Orthopedics, a Cincinnati-area medical practice.