Employee Relations

Must we pursue reasonable accommodation if employee could never return to work?

12/01/2007

Q. I run a bike messenger service in downtown Newark. Recently I discharged one of my messengers who was rendered a paraplegic in a freak accident. We did not participate in the interactive ADA accommodations process, but I think all parties would concede there is no reasonable accommodation that would allow her to ride a bike again. We are aware of liability for failure to provide a reasonable accommodation, but is there a separate cause of action in New Jersey for failing to engage in the interactive process? …

OK to consider ambition when selecting who goes, who stays

12/01/2007

If your company’s business strategy includes promotion from within and constant innovation, unambitious employees may serve as poor role models. You may, in fact, want to ease them out in favor of new employees. Before you do, consider ways to light a fire under the feet of complacent employees. Here’s why this is crucial …

Supervisors need to know: Honest performance assessments essential

12/01/2007

Many discrimination lawsuits are the direct result of poor performance appraisal processes. A supervisor who is eager to maintain a cordial and productive workplace may hold back on legitimate criticism to avoid rocking the boat. This tactic can backfire badly once a new supervisor begins enforcing productivity rules and downgrades an employee previously rated “stellar.” If that employee is also a member of a protected class, look out …

Analyze talents, needs before transfer

12/01/2007

Employers are generally free to transfer employees where their skills can be best utilized. Of course, some employees resist such moves, especially if these actions are perceived as undesirable transfers or even demotions. That’s why, for every transfer, you should make a clear assessment of who has what skills and talents …

Form: Management Score Card: Rating Your Supervisor

11/21/2007

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Employee Relations

Must we pursue reasonable accommodation if employee could never return to work?

OK to consider ambition when selecting who goes, who stays

Supervisors need to know: Honest performance assessments essential

Analyze talents, needs before transfer

Form: Management Score Card: Rating Your Supervisor

Exit Interview Form

Self-Audit: Discussing Performance Problems

Self-Audit: Are You an Effective Delegator?

Self-Audit: Gaining Compliance From Stubborn Employees

Self-Audit: Are You a Micromanager?

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