An employee states she has a disability (fibromyalgia) and undiagnosed autism. She says this makes it hard for her to process thoughts, which makes her slower at reading notes on the computer, processing client requests, answering phones as quickly as others and the ability to multitask. She has never provided any reasonable accommodation information from her doctor.
Can a perceived customer preference for non-disabled front-of-house workers make being able to stand and walk without a limp an essential function of the job? One employer found out when it ended up paying $100,000 for turning down a request for a stool.
In a mixed decision that may invite other cases, the U.S. Supreme Court ruled that a retired disabled individual could not sue her former employer over an alleged discriminatory policy change that cut her retiree health benefit.
The decision to immediately and without warning terminate the CHNV parole program, which involves 530,000 participants, creates urgent compliance and workforce implications for employers.
• Why you can't be both a buddy and a boss.
• Getting comfortable with the power of your position.
• Understanding the difference between leadership and management.
• 5 distinct leadership styles: Identifying your personal strengths and weaknesses.
• Why successful managers make 360° communication their top priority.
• The critical importance of building a strong partnership with your boss.
• What it means to be an effective "linking pin" in your organization.
• How to be a good role model: Recognizing the impact of "leadership messages."
• 6 specific strategies for motivating different types of employees.
• The Performance Management Cycle: How to become a coach instead of a critic.
• Using a 10-step "coaching road map" for successful performance discussions.
• How to respond to employee complaints without arguing or agreeing.
• Avoiding the 7 "trouble traits" that can derail your management career.
• How to draft and implement a legally sound social media policy that protects your organization while respecting employee rights.
• What the NLRB says about employee speech online — and when you can or cannot take disciplinary action.
• A step-by-step approach for handling viral social media incidents, from internal investigations to external communications.
• Real-world examples of social media crises and how HR either resolved or escalated the situation.
• Best practices to train managers and employees on responsible, policy-aligned social media use.
• Increase your company’s engagement numbers using proven methods.
• Reap the numerous rewards of increased employee engagement.
• Understand how to utilize dignity and trust as a crucial engagement tool.
• Take specific steps to increase connection with team members.
• Encourage inclusive behaviors, bringing all employees into the fold.
• Ask a seasoned employment law attorney anything—from handling tricky termination situations to navigating accommodations, wage issues, policy updates and more. No scripts. No fluff. Just straight answers to your real-world HR challenges.
• Whether you’re dealing with a gray-area employee issue, trying to stay ahead of new legal developments or simply want to sanity-check your policies, this is your opportunity to get clarity and confidence. Bring your toughest questions or just listen in and learn from what others are facing.
• The National Labor Relations Act and the NLRB—it’s not just about unions.
• Why your employees can talk about their paychecks.
• Why your social media policy matters.
• FMLA, PWFA, ADA and all the federal laws you need to know.
• Title VII of the Civil Rights Code, and who is in a protected class.
• Addressing discrimination before it becomes a problem.
• The Age Discrimination in Employment Act, and why 40 is the magic age.
• “Code words” that indicate you’re looking for young candidates.
• FLSA—why this 86-year-old law still trips people up.
• Exempt vs. non-exempt status, and when you have to pay overtime.
• Work with hiring managers on questions before the interview, looking for content that could trigger discrimination claims.
• Start with the job description when creating a list of interview questions.
• Learn the questions you should never ask in an interview.
• Broach salary history while staying in compliance.
• Create a process for taking notes during interviews, then documenting and storing that information.
