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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Here’s a bit of good news for employers facing an EEOC sexual harassment investigation: A federal court has concluded that, in a pattern-and-practice lawsuit, the EEOC still must show that each and every woman it claims was subjected to a hostile work environment actually experienced the harassment ...

While being the only Hispanic, black or woman in a workplace may be uncomfortable, it doesn’t show that your employer practices discrimination. It takes more—such as statistical proof that the local labor pool includes other members of the employee’s protected class and that the organization employs a disproportionately lower number than should be on the payroll ...

The international law firm of Sidley Austin LLP, Chicago, will pay $27.5 million to 32 former partners to settle an EEOC lawsuit. The EEOC claims 29 of the partners were either expelled or demoted during a 1999 reorganization, and the remaining three retired under the firm’s age-based retirement policy ...

A salesman for Spring Hill Ford in East Dundee sued the company for race discrimination after he was fired for tardiness. Harland Creal admitted reporting to work 45 minutes late one afternoon in May 2005, but said his supervisor reprimanded him on the showroom floor and then became angry and orally abusive ...

Here’s a risk you may not have considered: Ignoring a sexual harassment complaint may prompt the alleged victim to get help from outside law enforcement agencies. React inappropriately and you’re likely to have a retaliation suit on your hands ...

Sometimes you have to sweeten the pay pot to attract highly qualified employees. But before you pay wildly dissimilar salaries to people in the same or similar positions, make sure you justify the differences. There are two ways to do that ...

Your organization’s employee handbook exists for a reason. It serves as a simple and effective way to let employees know what the rules are and what you expect in the way of behavior. If you can show that employees received copies of the handbook and were expected to be familiar with its contents, you have a good shot at defeating any discriminatory discharge claims if you disciplined according to the rules set out in the handbook ...

Three former employees of St. Petersburg-based Raymond James Financial are suing the company, claiming they were paid less, passed over for promotions and denied training and perks because they are women. The lawsuit, which follows an EEOC complaint, also includes claims of sexual harassment and race and age discrimination ...

A noose on a table doesn’t mean the same thing to an all-white jury as it does to a 64-year-old black man, says retired city of Cocoa worker James Daniels. A six-member jury dismissed Daniels’ race discrimination lawsuit against the city, which centered on an incident involving a noose left on a break room table. “Most white folks don’t know what blacks go through,” Daniels said ...

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