Manager's Legal Bulletin

Q. One of our good customers—a man—insists on doing business only with the men on our staff. When approached by one of the women in our company, he tells her, “I need to deal with one of the guys.” Can we get into trouble for this if we bend to his wishes?

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An employee’s evaluation meeting is approaching and you’re all set. But here’s a list of common traps that can trip up even the most-prepared manager.

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Every manager knows the importance of disciplinary documentation. But what happens if an employee refuses to sign his disciplinary memo? Your carefully prepared documentation still stands, regardless. The question is how to deal with the employee.

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You would think that getting an em­­ployee to show up on time, every day, would be a simple matter. But these days, you really can’t simply say, “Be here or be fired.”

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Every manager faces employees who exhibit below-standard performance. These aren’t terrible employees who should be shown the door, but they’re not achieving the quality or quantity of work they’re capable of. According to an OnPoint Consulting report, here are the five best ways to give below-standard workers a performance boost:

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Q. Can we reduce the wage rates of male employees in order to avoid Equal Pay Act violations?

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Q. When interviewing a candidate for a job, I became suspicious that the job-seeker was a tester. Her answers to my questions seemed as though she was fishing for a slip-up. Does the EEOC send out testers to see whether employers are conducting their hiring processes within the law? What about civil rights groups?

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Every workplace seems to have that one employee who’s nothing but a perpetual fountain of gripes, and challenges management’s patience and its authority. Here are some suggestions for disciplining a chronic complainer.

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It happens in every workplace: Two em­­ployees have a classic personality conflict and bicker constantly. What’s the best way to stop their petty squabbling?

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How you reject applicants can mean the difference between applicants still having a positive impression of your organization, versus coming away with hurt feelings or even giving them incentive to take you to court on discrimination claims. A well-crafted rejection letter is the safest route.

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