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Discrimination / Harassment

Don’t leave yourself open to retaliation claims: Enforce work rules equitably for all employees

10/04/2010
Before you decide to throw the book at a difficult employee for breaking a rule, make sure you have enforced it the same way for all similarly situated employees. Otherwise, the employee you’re cracking down on may be able to make a credible claim for discrimination or retaliation.

Timing of harassment in question? Check time cards to determine who could have seen what

10/04/2010

When employees file discrimination and harassment lawsuits, they have to prove that the things they claim happened actually did occur. Often, their memories may be a bit cloudy and they think they recall that others experienced the same thing they did. They could simply be wrong, or they could be making it all up. That’s where time records can come in handy.

Put the brakes on out-of-control lawsuits! Stop retaliation before it starts

10/04/2010

Among the many hassles of being sued is the simple fact that once a lawsuit is filed, it’s hard to stop. And if a discrimination case, for example, ends up before a jury, all bets on the outcome are off. While you can’t prevent every possible discrimination complaint, you do have control over cases charging retaliation.

Document every reason for firing employee

10/04/2010

When an employee tries to challenge his employer’s decision to discharge him based on some form of discrimination, he has to show that the reasons for the firing weren’t legitimate. It’s not good enough to knock down just one of the reasons. He has to show all of them were suspect. That’s why it’s important to document in your files each legitimate discharge reason—at the time you make the decision.

Poor attitude and work ethic? Don’t give that promotion

10/01/2010

You want to promote the most capable and promising employees and encourage low performers to improve. That may mean pointing out some painful realities when an employee is passed over for promotion. Done sensitively, pointing out poor attitude and lack of a strong work ethic won’t fuel a lawsuit.

Hey, boss, you better call HR! Warn managers against trying to resolve complaints informally

09/30/2010

Sometimes, managers and supervisors just want their employees to get along and get their work done. When they hear someone complaining about sexual or other harassment, they may be tempted to blow it off as a distraction and just ignore it or tell the co-workers involved to stop it. That’s not good enough.

Unlike employees, partners can’t pursue bias claims under employment laws

09/29/2010

If your business is a professional practice like law, medicine or accounting, it may have partners or shareholders who receive paychecks. Such shareholders probably can’t sue for discriminatory practices under Title VII and other employment laws. But when is a person considered a shareholder or partner?

Prayer breaks: Know what’s ‘reasonable’

09/28/2010
Employers generally are required to accommodate employees’ prayer breaks. Arriving at a reasonable accommodation requires a give-and-take discussion with the worker. But be aware that courts will frown on accommodations that wreak havoc on the employee’s life, such as switching the person to the night shift to avoid prayer-break issues.

3 former female execs sue Goldman Sachs

09/27/2010
Only on Wall Street can you make $800,000 a year and claim that you’re underpaid. But three women who used to earn big bucks at Goldman Sachs are suing because they could have earned even more if they were men.

When investigating bias, there’s fast … and too fast

09/27/2010
You no doubt know you should act fast to investigate when employees complain about discrimination. But that doesn’t mean you need to rush to complete your inquiry in just one day.