Discrimination and Harassment

Discrimination and harassment claims often increase in a down economy. Learn the proper techniques for conducing proper workplace harassment investigations, providing sexual harassment training, and more to reduce claims of employment discrimination and preventing sexual harassment in the workplace.

A white Chicago teacher was suspended for five days after he used the N-word in what he described as a “teachable moment.”
A Taco Bell franchisee in Fayetteville has agreed to settle a religious discrimination lawsuit filed by the EEOC. The commission sued last year on behalf of an employee who had worked at the restaurant for six years before the length of his hair became an issue.
When it comes to promotions, smart employers make sure they carefully document the selection process. That way, if an employee challenges the decision, the company will have something compelling to show the court.
A court has ruled that the EEOC may speak with former employees without the em­­ployer’s representative present. That gives employers less control over statements by former employees who were privy to company decisions.
Kelley Drye & Warren, a New York City law firm with more than 300 attorneys, had a policy of requiring partners who reached age 70 to relinquish equity in the firm, receiving only discretionary bonuses. Too bad for the firm that Eugene D’Ablemont knew the law ...
Having trouble persuading upper management to get proactive about harassment and hostility complaints? Remind them that ignoring such a problem will only make it ­fester—until someone decides to sue.

Here’s a valuable tip when discharging an employee: Don’t make promises you can’t keep. It can lead to years of needless ­litigation and cost thousands of dollars in legal fees even if you win in the end.

A New York federal trial court has sidestepped the question of whether harassment based on military service is illegal under USERRA.
One of the only ways to protect your company from hostile work environment lawsuits is to provide a way for employees to complain. Then investigate the allegations.
In management training, you no doubt tell supervisors that they’re not allowed to punish employees for filing discrimination complaints or testifying in other employees’ cases. But what should you do if—despite your warnings—one of those employees seems to be getting lots of disciplinary warnings?