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.
There are compelling reasons to outsource or at least get legal help with a sexual harassment complaint. First and foremost, the investigation must be quick, thorough and reasonable. Employers that drop the ball and don’t punish what looks like a clear case of sexual harassment face a long, uphill battle in court.
The New York Police Department will pay a female officer $110,000 to settle charges a superior officer harassed her and then retaliated when she refused his advances.
Same-sex harassment claims are tough to prove under Title VII. It’s especially hard if the harassment seems more for the purpose of annoying the harassed worker. But that’s not how the California Fair Employment and Housing Act handles same sex harassment, as an employer recently found out.
A Texas court has refused to give workers additional time to file discrimination lawsuits based on a so-called “discovery” rule. The case involved an employee who argued he had more time to sue because he did not realize he had been discriminated against during the 180 days immediately following the alleged discrimination. He said it took longer than that for it to become obvious that bias had occurred.
Have you ever felt that punched-in-the-gut feeling after clicking “Send” and realizing you blasted an email to the wrong person? As the CEO in this case learned, one misguided email mixed with poor judgment can stir up a potent legal stew.
If you want to lose a hostile environment lawsuit, go ahead and ignore complaints and let managers act like bigots and racists. A recent case illustrates just how big a mistake tolerating such nonsense can be.
An appeals court has reversed a quarter-million-dollar punitive-damages award for sexual harassment. The problem: The employee couldn’t prove the alleged harassment was pervasive or frequent enough to constitute a hostile environment.
Conventional wisdom says that employees who fail to report harassment can’t later surprise us with a lawsuit, since it’s impossible to stop harassment that we never learn about. It turns out that’s not always true.
The Children’s Hospital and Research Center in Oakland has reached a settlement with an employee who had cancer and was fired for taking too much medical leave.
More EEOC charges originated in Texas in fiscal year 2014 than any other state.