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.

Some employees believe their religion requires them to profess their faith—even at work and even if doing so violates their employer’s harassment policies. That’s not true. Recent case:  Tanisha Matthews worked for a Walmart store in Joliet as a stock clerk. During a break in an overnight shift, Matthews and several other employees became involved [...]
If you let employees ignore reasonable restrictions on how they use company e-mail and other communications tools, you may find yourself having to scramble to prevent embarrassing information from becoming public.

When HR finds out a supervisor has acted in a way that could be inter­preted as offensive, take immediate action. That doesn’t necessarily have to include discipline. Instead, remind the supervisor that the behavior—though it doesn’t rise to the level that could be considered harassment—must stop.

If your pool of qualified applicants is demographically significantly different than your hires, there may be trouble afoot. Don’t count on pre-­employment job tests to automatically create fair hiring. If a quick internal audit shows that particular departments or managers have considered but not hired members of a protected class, you may want to look at whether the testing is being handled properly.

It’s one thing to grant a reasonable accommodation request. It’s another thing entirely to make the accommodation happen. Once you have approved an accommodation, someone from HR must ensure the decision is implemented.

Some employers believe that actually filing a lawsuit or EEOC complaint is the only protected activity. That’s simply not true. Em­ployees who voice concerns to HR about possible discrimination at work are also protected from retaliation.
Two former employees at electronics company Eaton Corp. have filed suit in a New York federal court, claiming the company systematically discriminates against women.

You must have clear rules in place for making personnel decisions—and you must follow those rules consistently. With good documentation, you then are able to show exactly how and when you made your decision. That can sometimes make the difference between a dismissed lawsuit and litigation.

Some employees think they can walk out on their jobs as soon as it looks like their employer is going to violate their rights. Then they sue, arguing constructive discharge. But courts expect employees to give their employers a chance to right wrongs.

Employers can’t just ignore it if an employee asks for time off as a religious accommodation. The better approach is to schedule the employee for work and wait for him to request time off for religious observances. Then carefully consider the request, and document your efforts and conclusions.