From employment law to compensation and benefits, FMLA and hiring and firing and more, Business Management Daily provides comprehensive Human Resources updates.
Discover how your colleagues – and competitors – are dealing with discrimination and harassment, employment law, benefits programs, and more.
On your next employee survey, ask employees to describe in three words why they like working there. Then drop that list into the “word cloud” generator at Wordle and put that word cloud on your website’s career page.
The U.S. Department of Labor’s Office of Disability Employment Policy just unveiled a study, Employer Strategies for Responding to an Aging Workforce. The study urges employers to follow these strategies to avoid age discrimination complaints:
Every employer practice and policy must be put under the legal microscope to ferret out sex discrimination. Among the most common triggers for sexual discrimination charges are hiring interview questions, old boy network promotions, favoritism in assignments, gender stereotypes, and issues surrounding sexual orientation.
On the June 20 anniversary of the Supreme Court’s 2011 Wal-Mart v. Dukes decision, Sen. Al Franken, D–Minn., introduced the Equal Employment Opportunity Restoration Act, designed to make it easier for employees to file class-action lawsuits.
The 11th Circuit Court of Appeals has approved new grounds for discrimination lawsuits. It recently ruled that employees who file discrimination complaints can sue for retaliation if their employers punish them with a hostile work environment.
There are some things employers just can’t do, no matter what a senior manager may want. For example, you can’t punish a good employee for pointing out potential legal violations.
The U.S. Supreme Court in June ruled that pharmaceutical sales representatives are indeed outside salespeople under the terms of the Fair Labor Standards Act in a case that could have far-reaching effects on other wage-and-hour issues.
Here’s a warning to employers that use a progressive disciplinary system: Follow it—for everyone. Cutting the process short except for good, solid reasons is asking for trouble. Performance improvement plans are a good example.
When you have several good applicants for a job opening, picking the best-qualified candidate isn’t easy. While you should be as objective as possible, the final decision can have a subjective element. Just make sure you document a good business reason to back up your choice.
Here’s an important reminder for supervisors: Details count at evaluation time, especially if poor performance will lead to a performance improvement plan or even discharge.