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.
It doesn’t look like this relationship can be saved. The schism between the Society for Human Resource Management and the HR Certification Institute over SHRM’s decision to launch its own certification program was on full display at the SHRM Annual Conference in June in Orlando, Fla.
Employees of United Health Programs of America, Inc. claimed that since 2007 they were coerced into participating in an offbeat religion called “Onionhead,” created by a family member of the employer.
Here’s a tip that can save you from a needless lawsuit: Make sure managers and supervisors aren’t using their own judgment about who deserves a job accommodation for medical reasons.
There’s a fine line between spelling out expectations and unduly controlling exactly how contractors and subcontractors do their jobs. If you use too heavy a hand, those workers you consider to be independent contractors can morph into employees. And that can mean expensive litigation.
Sometimes, it makes sense for a business to reduce costs. One way may be to cut personnel, especially employees who are highly compensated and whose work may be redundant. A danger, of course, is that the most highly paid may be older workers, and terminating them may prompt an age discrimination lawsuit.
Employers can now be required to provide accommodations to this class of workers.
The U.S. Supreme Court’s unanimous June 26 ruling in NLRB v. Canning that three of President Obama’s 2012 appointments to the NLRB were illegal means that some 600 NLRB decisions made between January 2012 and July 2013 must be reheard.
A handful of employers are now offering unlimited vacation time. HR pros agree on five guidelines for the concept.
Under some limited circumstances, employers may be obligated to suggest reasonable accommodations for struggling workers who have obvious disabilities that appear to interfere with their ability to perform essential job functions. But that’s really only true for employees whose disabilities are obvious and limit the employee’s ability to speak up for himself.
Sometimes, employers don’t learn about alleged discrimination or harassment until an employee brings up the claim when facing discharge for other reasons. If that happens, how should you respond?