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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No doubt you have an employee handbook. It probably includes a disclaimer warning employees that the handbook isn’t a contract and that employment is at-will. Make sure each and every at-will employee signs an acknowledgment of receipt so you can prove he or she knew the handbook contained no binding promises ...

A federal judge has approved a $6.2 million settlement for more than 150 sheet metal workers in a 37-year-old lawsuit against a union notorious for racial discrimination ...

Still reeling from a protracted, embarrassing trial and punishing verdict in Anucha Browne Sanders’ sexual harassment suit against New York Knicks coach Isiah Thomas, Madison Square Garden (MSG) has quietly settled a sexual harassment lawsuit with former New York Rangers cheerleader Courtney Prince for an undisclosed amount ...

Q. What kinds of information and documents should we keep in our personnel files? ...

Your organization probably has a sexual harassment policy and provides training on how it works. But does your policy give employees more than one way to lodge a complaint? It should. Here’s why ...

How do you handle internal discrimination complaints? If you use an ad hoc process, sometimes taking notes or preparing a report, you may be missing out on an important litigation advantage later. Develop a routine investigation process ...

When office romances sour, scorned lovers often use Title VII to allege that their former lover was a sexual harasser. And even if the lovers are happy, workplace romances can cause problems in the office or on the shop floor. If co-workers feel a love affair results in favoritism, the relationship may lead to charges of conflict of interest, harassment, retaliation or discrimination ...

Thirty-five percent of organizations offered retiree health benefits in 2007, up from 29% the year before, according to the Society for Human Resource Management. Even so, benefits analysts say organizations are under pressure to drop the coverage to save money and to lessen a costly liability line on their financial statements ...

When it comes to hiring or promotion decisions, courts will rarely meddle when companies make honest decisions—even if those decisions aren’t the best or most rational ones. Unless there’s some other underlying discriminatory reason, judges generally won’t second-guess even boneheaded decisions ...

If your organization operates in a union environment, much of the discipline you impose will be controlled by a collective bargaining agreement. But that doesn’t always mean that you will be able to avoid court battles over discrimination claims ...

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