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Higher-ups at The Timken’s Co.’s Manchester, Conn., plant are leaving it to employees to find out what ails the power-transmission products firm—and to fix it. The organization recently took home top honors in a “Find It-Fix It Challenge” sponsored by the workplace-improvement organization Humantech.
Q. We recently decided to terminate an employee based on performance concerns. The employee is in sales and is required to cold call a certain number of individuals each day. In reviewing the daily call logs, the employee’s manager discovered that she has been calling the same disconnected number over and over again ... To top it off, she sent an email telling other employees they could do the same. In preparing for the termination meeting, I’m wondering what we should say?
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You work like a dog for the organization every day. You stay up at night trying to keep pace with the constantly changing rules and regulations of employment law. You’re even called to put your own career on the line when the organization is hauled into court. Why is that?
If you’re ever hauled into court to testify in a lawsuit against your organization, what you say, and how you say it, can sink your defense—or help you win. Here are the 10 weaknesses you must be prepared to defend:
Regular attendance is obviously a key job function for most of your employees. But despite your freedom to set and enforce attendance rules, you also face key legal hurdles to your attendance policy, including complying with the FMLA and ADA. Manage absenteeism by establishing a reasonable and specific attendance policy that incorporates your organization’s needs and the functional requirements of various work areas and employee functions. A sound attendance policy should cover all of the following:
More than a decade after creating their first sexual harassment policies, some employers may be getting lax. That might be especially true if they haven’t received any complaints. If that rosy scenario sounds like your organization, you might be courting trouble.
Some employers ban discussion of religion at work, believing that talking about faith might constitute harassment or coercion of workers who aren’t members of a majority religious group. But such a prohibition can cause more problems than it solves.
This may be tough to accept, but sometimes when an employee sues, you just have to be patient. It’s especially difficult if you know that the employee isn’t telling the truth. The judge hearing the case will probably see through bogus claims.
Q. Our company is considering anti-harassment training for all employees. Some managers and executive are concerned that this will stir up lawsuits. Do you recommend such training?