Some employees can never seem to see that their bad attitudes and behaviors cause workplace problems. Confronted with complaints, they inevitably claim their subordinates or customers are wrong. When they’re finally terminated, they're quite likely to sue. That’s when it’s handy to have a performance appraisal process that uses 360-degree reviews.
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.
If you get sued for retaliation by an employee who has previously filed a sexual harassment complaint, a jury will probably be suspicious of any discipline she received after complaining. Unless you can convincingly show the discipline you levied was deserved, a jury will have to decide if it was retaliation or legitimate punishment.
Employees who think they have been wrongly fired face tight deadlines for complaining about discrimination. In North Carolina, they have just 180 days to file an EEOC complaint. What’s more, the clock starts ticking the day the employee learns he is informed he will no longer have a job, not from the last day on the job.
After companies merge, there are often too many employees for the remaining available positions. That’s especially true when the new entity also reorganizes operations. Some employees will wind up on the chopping block. Be careful how you choose termination candidates. The best approach is to treat the decision like a hiring or promotion.
Where should you focus if an employee is both difficult to get along with and doesn’t perform as well as she should? It’s actually an easy call. Avoid a potentially successful lawsuit by focusing on poor performance rather than demeanor or other subjective problems.
Does your computer system allow employees to write notes about customers? Do your employees think the customers will never see those notes? That’s a recipe for a disaster, as a California restaurant found out.
Employers can minimize retaliation complaints by having fair policies and procedures governing employee discipline. Even in cases of egregious behavior, a suspension while the employer sorts out the facts may be the best approach. Supervisor training is key to stemming national origin, disability and religious discrimination complaints.
Q. We have an annual off-site company party, with alcohol. We pay for half the hotel room cost if people want to stay over. An alleged harassment event occurred in a hotel room around 2 a.m. What is our potential liability? And do we have to investigate the complaint ... ?
Some employees are simply difficult to manage. They start arguments and may see harassment or discrimination at every turn. Sometimes they cross a line, implying they could get violent. How you handle their complaints can spell the difference between winning and losing a lawsuit.
Q. We recently made a job offer to someone, rescinded the offer and then hired another applicant two months later. Is there anything illegal about that?
