HR Management

Strategic human resource management is the end product of success in conduction workplace investigations, vendor management, human capital management, and more.

Our human resource management articles can help you vastly improve your human resources planning, HR policies, and human resource training.

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Smart employers respond to every harassment and discrimination complaint and follow up even if they believe there was nothing to the complaint. But some employers ignore this simple advice and choose to blow off employee complaints instead of logging them, investigating and making a determination about what happened. That’s a huge mistake.

Have you had an employee who always tries to see how far he can stretch workplace rules? You know the type—he takes all breaks, arrives just before he’s technically late and never volunteers for the tough tasks. That guy might not be the best choice to promote into a job that requires following strict rules.

A teacher fired for teaching his Christian beliefs, keeping a Bible on his desk and using a laboratory tool to burn crosses onto students’ arms has dropped his defamation suit against the Mount Vernon school district.
Federal employees have just 45 days following an alleged discriminatory action to file complaints with their agency’s internal equal employment opportunity (EEO) office. Courts are increasingly holding employees to that deadline.
Q. I am the HR director for a large company. We recently realized that we have not been providing nonexempt employees with any breaks during the day (other than a lunch break). What should we do?
I’ve seldom, if ever, negotiated a separation or settled an employment dispute for an employer without insisting that the signed agreement include a nondisparagement clause. The reality, however, is that a clause in a contract is only as good as one’s ability to enforce it after it has been breached. That’s not as easy as it once was.

The New Jersey Supreme Court has handed disgruntled employees a big weapon to use against their employers. The court ruled that Joyce Quinlan was within her rights to photocopy company documents—some of which were confidential—to use in a lawsuit against Curtiss-Wright, the aerospace company where she once served as executive director of human resources.

The U.S. Department of Justice recently announced that it has reached a settlement with the Hoover Company—which manufactures vacuum cleaners in El Paso—resolving allegations that its employment eligibility verification process discriminates against legal, permanent residents of the United States.

It happens: A supervisor wants to discipline an employee, but HR or upper management nixes the idea because it knows something the boss doesn’t. Perhaps the employee had suffered discrimination in the past and was placed in a new position for a fresh start. Be prepared for legal fallout if you wind up disciplining the supervisor.

If an internal investigation reveals that the employee whose complaint launched the process was also engaged in improper behavior (or was, in fact, the person to blame for the situation), don’t hesitate to punish appropriately. As long as you act in good faith, a court is unlikely to conclude the punishment was retaliation for complaining in the first place.

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