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Employee Relations

Can we do anything about employees discussing pay with one another?

08/15/2008

Q. Can we prohibit workers from discussing their pay with each other? This practice appears to be creating workplace conflict and damaging morale in the office …

Breaks required—But forcing employees to take them isn’t

08/15/2008
In what may end up being a landmark decision, a California Court of Appeal has held that Golden State employers aren’t required to ensure employees actually take meal and rest breaks. Employers are in the clear as long as they permit breaks and do not prevent or discourage employees from taking them …

Document all efforts to accommodate disabled workers

08/15/2008
Employees who claim they suffered emotional distress because of illegal disability discrimination under the California Fair Employment and Housing Act don’t have to rely solely on the workers’ compensation system to adjudicate their claims. They can go to court instead, suing for negligent infliction of emotional distress under state common law …

Draw the line between ‘tough talk’ and harassment

08/13/2008
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Tracking all discipline makes it easier to defend lawsuits

08/13/2008
Employees who are fired frequently sue, alleging some form of discrimination. A fired employee may say, for example, that she was treated differently than her male co-worker who allegedly committed the same workplace offense. Smart employers keep careful track of all disciplinary actions and use progressive disciplinary programs to differentiate among employees …

Prejudgment, blind faith by HR may prove costly

08/12/2008
How HR handles discrimination complaints can mean the difference between winning and losing lawsuits. The key lies in using good faith when checking out allegations of discrimination. Do not automatically assume that either party is correct. Keep an open mind and conduct an impartial investigation, giving everyone a chance to present his or her version of events …

Root out subtle but pervasive hostility—It’s harassment even if it’s not severe

08/12/2008
Tell your managers to take note: Allowing one or two employees to poison the workplace, even with low-level harassment, is dangerous. A constant barrage of racially tinged comments may warrant a jury trial if someone claims the workplace is a racially hostile environment. The charge: The harassment is pervasive, even if it is not severe …

Civility is great—But you don’t have to guarantee it

08/12/2008
It’s a fact of life—not every employee is going to get along with everyone else in your shop. Some managers and supervisors will have more trouble managing a particular employee than others. However, unless the reason for a supervisor’s criticism is the employee’s protected status (e.g., race or age), the employee won’t win a hostile-environment lawsuit if the “hostility” isn’t extremely severe …

3 Keys to Creating ‘Employee Lifetime Value’

08/12/2008
Savvy business people have long focused on customer lifetime value—the gains to had from cultivating lifelong relationships with customers eager to patronize them again and again. Here are three keys to nurturing those same kinds of relationships with employees—and reaping the same kinds of rewards.

Poor performance review and improvement plan alone aren’t signs of retaliation

08/12/2008
Good news for managers and supervisors: Giving an employee a poor performance review and then placing the employee on an improvement plan isn’t an adverse employment action on its face. Employees can’t successfully sue unless a pay cut, lost benefits, a lost bonus or some other tangible, negative results accompany that poor evaluation or improvement plan …