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Manager's Legal Bulletin

As the temperatures rise, so, too, will pant and skirt lengths, as employees begin dressing in their favorite “keeping-cool” summer attire. Now it’s up to the manager to handle these infractions—if the company has a dress code. Tips for that uncomfortable chat:

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When an employee converted to the Sikh religion, managers at the AutoZone began asking him if he had joined Al-Qaeda and whether he was a terrorist, according to an EEOC lawsuit.

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If you think the American with Dis­abili­­ties Act only covers workers with physical disabilities, think again.

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Erroneous assumptions about overqualified candidates may cause you to miss out on a great employee and lead to a discrimination claim, so it’s important to change your mindset. Here are three myths concerning “overqualified” job candidates:

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While Title VII prohibits discrimination based on any race or either gender, minorities and women aren’t the only ones protected by the law. So-called “reverse” discrimination claims are rarer, but they do exist. Important: Managers must not ignore or make light of complaints by white, male employees because of the following misguided beliefs.

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Post-termination communication is one area in which managers can get into trouble. Managers should follow these best practices when communicating about an employee’s departure.

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If employees take online training at home and after normal work hours, you must evaluate whether this time is compensable work time, and pay employees accordingly.

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There’s nothing like a young manager—bright-eyed, full of pep and ideas, ready to make his or her mark in the organization. But often, the young manager makes mistakes that could lead the organization to age discrimination lawsuits. Here is a list of do’s and don’ts:

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It’s retaliatory to take an adverse em­­ployment action against employees because they’ve filed discrimination complaints, although such employees are not completely shielded. Here are six not-so-clear-cut ­sit­­­­u­­ations to test your retaliation knowledge:

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Problem: Despite his dependability, intelligence and technical ability, you know Jason lacks the leadership and initiative to become a supervisor. Trouble is, the buzz around the office is that Jason has it locked up. What would you do?

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