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Employee Relations

Act fast to end harassment, stop hostile environment claims

10/01/2007

When employees complain they are being harassed or say they work in a racially hostile environment, treat those claims seriously. Thoroughly and completely investigate their complaints, and resolve them as soon as possible …

Act fast to remedy slurs, threats, other outrageous behavior

10/01/2007

It may be the phone call you most dread getting—an employee says the workplace is riddled with hostile behavior, from offensive graffiti in the restroom to racial slurs and innuendo. What’s your first move? Ignoring complaints won’t make them go away. Instead, you need an action plan to deal immediately with the harassment …

Harassment victim doesn’t have to complain right away

10/01/2007

Under Title VII’s sexual harassment provisions, employers have few defenses if supervisors harass subordinates to the point that there’s a hostile work environment. But if the employer has an effective and well-designed complaint process that promises relief, it can reduce its liability—usually even if the harassed employee doesn’t take advantage of that process …

Track complaints, punishment by protected characteristics

10/01/2007

When it comes to discipline, equal is better. Don’t treat one employee more harshly than you would another, but don’t shy away from punishing employees who deserve it either. The key is to track complaints and punishments so you can easily show that race, age, sex or some other protected characteristic had no influence on your disciplinary decisions …

Confusing work rules can become evidence in court

10/01/2007

When you fire or otherwise discipline an employee for breaking a work rule, can you show he knew about the rule? What about his co-workers and supervisors? Did they interpret the rule the same way? If not, you may have a hard time justifying disciplining one employee for breaking the rule …

It’s OK to Force Admin Leave Pending Fact-Finding

10/01/2007

Sometimes, serious allegations—possible theft, sexual or racial harassment or violence—surface against employees. How you respond can be crucial to limiting your organization’s liability. The best response may be calling a timeout in the form of administrative leave pending an investigation. You can safely do so without fear that the move will generate even more litigation from a suspected wrongdoer …

PHRA and Title VII: No delays allowed when investigating sexual harassment

10/01/2007

Pennsylvania employers beware: The Pennsylvania Human Relations Act (PHRA) and Title VII require immediate action as soon as you learn about possible sexual harassment by a supervisor. That’s true even if the victim doesn’t come forward. If you wait until she complains, it may be too late …

Do your policies violate the NLRA? You might be surprised

10/01/2007

Employers beware! Do your personnel policies—or how you enforce them—violate the National Labor Relations Act? The answer may surprise you, especially if you operate in a union-free environment. Earlier this year, the National Labor Relations Board heard oral arguments in a case that will determine whether employees have the right to use their company’s e-mail system, or other communications-based systems, to communicate with each other regarding union matters and terms and conditions of employment …

Workplace violence: Keep staff safe the legally smart way

10/01/2007

Employers are legally obligated to maintain a safe work environment. When employees commit violent acts against co-workers or customers, employers can be held responsible through negligent-hiring and supervision lawsuits. Each year, roughly 1,000 people are workplace homicide victims. And research shows that killings are five to seven times more likely to occur at workplaces where guns are allowed …

Attendance discipline needs care if employee qualifies for FMLA leave

10/01/2007

Q. An employee of ours has attendance problems. Before we could counsel her on the attendance problems, she was approved for intermittent FMLA to care for her elderly mother. While she has taken FMLA days for her mother, she also continues to have attendance problems unrelated to her FMLA leave. Can we proceed with counseling and possible disciplinary actions while she is under FMLA? …