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.
When Texas Southmost College and the University of Texas-Brownsville ended their affiliation, administrators faced some tough decisions. According to three new lawsuits, they didn’t choose wisely.
Before accommodating certain dress practices, employers can ask for some kind of proof of the religious custom that demands an exception—usually a letter from the employee explaining the practice and stating that he or she adheres to it. Once that letter is on file, however, employers should be careful about again demanding that the employee explain the practice or produce evidence of its validity.
Former Minnesota Viking punter Chris Kluwe has decided to keep talking to team officials rather than file a $10 million lawsuit.
Sometimes, employees who sense they are skating on thin ice at work will decide they want to keep their jobs, improve their output and adjust their attitudes to comply with your expectations. And sometimes they won’t. Determine which path such an employee has chosen by tracking both work performance and behavior over time.
A former accounting manager at Texas Southern University is seeking $500,000 in damages and reinstatement, claiming the university fired him because of his Nigerian heritage.
PJP Health will pay three former employees $300,000 to settle charges it harassed, fired and retaliated against the workers.
Here’s a powerful reminder that when a supervisor is the harasser, prompt action can still save the day—as long as the harassed employee hasn’t yet been demoted, fired or otherwise substantially harmed.
Disabled employees are entitled to a workplace that’s free of hostility or harassment because of a disability. But that doesn’t mean that a few isolated comments are enough to create a hostile work environment.
Employers can’t retaliate against employees for complaining about alleged discrimination or harassment. But before something is considered retaliatory, it is measured by whether a reasonable employee would find the alleged retaliation severe enough to have dissuaded him from complaining in the first place.
Few workplaces are perfect, and it’s the rare supervisors who has never uttered an angry word. But some employees are too sensitive to criticism. While yelling and screaming may be uncomfortable, it usually doesn’t reach the level required for a court to conclude that it’s hostile.