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.

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If a technology problem interferes with a disabled employee’s attempt to use medical leave, fix the problem fast. Otherwise, you may be liable for claims that you violated the ADA’s disability accommodations ­requirements.
Generally, all claims arising out of the same set of facts must be brought in one lawsuit. However, in limited circumstances, it’s possible for an employee to file separate lawsuits against her employer—and her supervisor!
A former employee at the Twin Cities Norwegian consulate is asking the country to pay her legal fees after she won a $270,000 equal pay judgment. A federal judge ruled that the woman was paid $30,000 less than a male employee performing comparable work.
Employees filed 8,826 charges of racial harassment with the EEOC in fiscal year 2014, the most ever. In 10 years, racial harassment charges have increased by 58%.
Not every complaint amounts to “protected activity” that shields an employee from retaliation.
The EEOC and the U.S. Department of Justice Civil Rights Division have signed a new memorandum of understanding firming up the agencies’ enforcement cooperation on discrimination, harassment and retaliation complaints involving local, state and federal government employees.
Back in 2011, the U.S. Supreme Court ruled that an employee who was fired after his fiancé—who worked for the same employer—filed an internal discrimination complaint could sue on his own accord alleging retaliation. The fiancé, the court concluded, was within the “zone of interest” meant to be protected from retaliation under Title VII. The Court held that by firing someone’s significant other, the employer in effect would indirectly punish the complainer. Until now, exactly who would be included in the “zone of interest” was in question.
Efforts to make life so miserable for an employee that she quits can come back to haunt you. It could be seen as retaliation—even if the employee never quits.
It’s up to the employer to choose which ADA reasonable accommodation it wants to offer a disabled employee. If the worker wants a different accommodation, he’s out of luck.
Bosses who don’t have appropriate verbal filters can accidentally turn a legitimate management decision into evidence of discrimination.
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