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.

Employers that promptly investigate sexual harassment claims aren’t liable for co-worker harassment.
Sometimes, a female applicant believes that she has the skills and ability to do a very strenuous job even if she hasn’t tried before. Go ahead and give her a chance, knowing that if it doesn’t work out, you can terminate her. Just make sure you document everything.

The winter holiday season is ap­­proaching and with it, perhaps some excessively cheerful holiday glee. That may offend some religious individuals from a wide variety of faiths. But as long as employers don’t go overboard on the religious aspects of the season and don’t punish those who want to play Scrooge, a little merriment is fine.

When an employee complains about sexual harassment, protect yourself against a later retaliation lawsuit by following up with her. Your goal: To get her on record as experiencing no backlash, thus making it harder to sue for retaliation.
Butler County taxpayers now know that hell hath no fury like a court reporter scorned. When a nine-year affair between Judge Michael Sage and court reporter Jennifer Olivier ended, the strain was felt throughout the courthouse.
You don’t have to accept any more applications after you have considered enough candidates to make a hiring decision—even if your sys­­tem still shows the position is open.
Employees who complain about alleged discrimination are protected from punishment under the so-called opposition clause of Title VII. Not every vague allegation, however, amounts to opposition.
It may seem obvious, but that doesn’t mean your managers and supervisors understand it: It’s dumb to make sexist comments. A single sexist remark can mean years of ex­­pensive litigation. The employer may eventually win in court—but not before incurring crippling costs of lost time, money and productivity.
A supervisor can’t successfully sue for discrimination merely because management fails to back up his decision to discipline a subordinate. The supervisor must prove that management didn’t support his decision because of his membership in a protected class.
The New Hanover Regional Medi­­cal Center in Wilmington will pay $146,000 to a class of applicants and employees because the hospital erroneously regarded them as disabled.