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Human Resources

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.

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President Obama has ordered the Department of Labor to update the FLSA provisions that determine which salaried employees are eligible for overtime pay and which are not. And more changes are likely on the way.

A former sales clerk at Manhattan’s Alexander McQueen boutique claims she was subjected to numerous slurs concerning her heritage while working at the upscale store.
Q. Our employees recently voted for a union and we are now negotiating. Our policies say full-time em­­ployee status starts at 30 hours per week. All of our full-time employees currently work 40 hours per week. We want to decrease the hours of some employees (about 25% of them) from eight to six per day. Do we have to bargain with the union on this change or can we just notify them? 
Before you authorize disciplinary action against an employee who has just complained about discrimination or harassment, prepare for a legal fight. If you follow through and the employee sues, few courts will quickly dismiss the case.

A good succession plan ensures that your workforce is prepared to meet your organization’s future challenges. Make these measures part of your succession planning process:

President Obama on March 13 ordered the U.S. Department of Labor to propose rules to “update and modernize America’s overtime pay system, so that millions of our nation’s salaried workers will have the protections of overtime pay.” The process, which will take months, could make overtime pay available to more management employees who are now considered exempt under the FLSA.

According to a CareerBuilder ­survey of 2,200 managers, one in three (35%) employers have fired an em­­ployee for tardiness, and 48% of employers expect their employees to be on time every day.

One of the Container Store Group’s “foundation principles” is “1 = 3”—one great employee equals three good ones when it comes to productivity. And the 63-store chain only hires about 3% of all who apply. Then, it pays them 50% to 100% more than its competitors, and spends at least 260 hours training each new employee.

Job-seekers who know how to apply for open positions can’t claim discrimination unless they can also show they followed the process. At the same time, a standard process lets employers track applications and easily show a judge why someone didn’t get the job she sought.
When cupid’s arrow flies between co-workers, it can lead to head­­­­aches—and sometimes lawsuits—for employers. So how can employers avoid trouble without getting overly wrapped up in romantic entanglements?
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