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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There’s a way to make it easier to get severance agreements for older workers to stick. Instead of a general severance agreement for most employees, and a special ADEA-compliant one for older workers, use a uniform agreement that complies with the ADEA for all severance agreements. That’s what one employer recently did. When the former employee who signed the agreement tried to get out of it, the court refused.

Some people aren’t cut out to be supervisors. Too bad employers don’t always realize that until a steady stream of subordinates make their way to HR with complaints. If it appears obvious that there’s a problem with the supervisor and not his subordinates, document the complaints and take action.

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.
Employers are supposed to accommodate all religions and their practices when reasonable. If you don’t train managers to handle accommodation requests with dignity, you may find yourself facing a religious discrimination lawsuit.

Here’s a tip that can save you from a nasty retaliation lawsuit following the transfer of an employee who has claimed sexual harassment. If she’s the one requesting the move, be sure to document that request very carefully. She may later claim that the transfer was retaliation for complaining.

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.

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.

Sometimes, a candidate stands out as a great potential hire. Whatever it is that signals this is a good hire, make sure you note it in your interview documentation. Otherwise, it may be hard to justify the decision if another applicant who met the basic job requirements sues and alleges some form of discrimination.

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.

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.