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One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?

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Employers that do background checks that come back negative should be able to rely on their good-faith efforts to prevent harm to employees and others. After all, employers should only be liable for harm they reasonably could expect would happen.
Everdry Marketing and Management, a waterproofing firm, has paid more than $500,000 to satisfy a judgment won by a group of 13 women who filed sexual harassment claims against the company.

Some employees refuse to accept their employer’s solution to their discrimination complaints. They demand more action. Sometimes those employees begin working against their supervisors, perhaps assuming that any disciplinary action would constitute retaliation. Do you have to cave to their demands?

Q. I recently heard that same-sex domestic partners of employees are now eligible for the long-term care insurance. Is that true?
Orlando-based Hilton Grand Vacations has agreed to settle an EEOC pregnancy discrimination lawsuit in which a former employee claimed the company asked her to resign during a difficult pregnancy in return for a promise to rehire her after her child was born.

Sure, everyone knows that employees who make a good-faith complaint alleging some form of discrimination are protected from retaliation. But that doesn’t mean that no one can criticize the employee for making the complaint in a way that’s out of line. If he or she is discourteous, you can and should put an end to the disruptive behavior.

Employers that act fast when an employee complains about any form of harassment can almost always salvage what would otherwise be a very bad situation. The key is prompt investigation—followed by equally fast and decisive action if it turns out the complaint has merit.

Some employees have heard through the legal grapevine that if the going gets tough at work, they can just get going. They believe they can up and quit—and then turn around and sue, claiming that they had no choice but to leave because they were suffering retaliation for taking some protected action. This is an example of “constructive discharge.” But conditions have to be pretty onerous before the tactic works.

Has an employee complained about a supervisor’s alleged discrimination? If so, carefully review any important employment decisions the supervisor subsequently makes. Be alert for potential retaliation.

Here’s a problem that is easily solved. An employee complains that she’s being harassed by a co-worker. If you can easily separate the two, do so sooner rather than later. Merely having a complaint lodged may be enough to stop the harasser. But his continued presence can still mean you’re allowing a sexually hostile work environment to exist.

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