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.
The Occupational Safety & Health Administration has issued a memorandum setting out criteria for removing employers from the Severe Violator Enforcement Program (SVEP), the government’s watch list of most dangerous workplaces.
To prevent lawsuits over layoffs, employers often offer a severance agreement that requires the employee to waive the right to sue. When those agreements involve older workers, they have to meet very specific legal requirements.
Do you monitor all discipline and make sure employees who break the same rule suffer similar consequences? It’s the best way to win discrimination lawsuits.
Q. We’ve traditionally sponsored a springtime cruise for our Pennsylvania employees—mainly executives and directors. However, it will cost too much to invite our newest employees, who work in three neighboring states. Can we sponsor different events for staff in each geographical area?
Only disabled individuals have the right to sue their employers for disability discrimination. A spouse or other family member, even if harmed by an employer’s discrimination, can’t bring his or her own claim.
A federal trial court has reaffirmed that employers have the right to expect employees to be truthful. It said it’s fine to punish an employee who was reasonably suspected of dishonesty—even if it turns out the employer was wrong.
Employers plan to spend an average of $521 per employee on wellness incentives this year, according to a survey by the National Business Group on Health. That’s 13% more than in 2011, and double the $260 average reported in 2009.
OSHA has released two new compliance assistance tools to help employers meet requirements of the agency’s revised Hazard Communication Standard.
The key to a successful, challenge-proof reduction in force is using objective, measurable factors to determine who stays and who goes. That greatly reduces the likelihood that a former employee who loses his job to a RIF will win a discrimination case.
When employees quit, always ask them for a written resignation.
