Webinars

• Employer do’s and don’ts. Which accommodations are required under the ADA, FMLA, PWFA and PUMP Act.
• Religion. It’s almost impossible to turn down a religious-accommodation request without objective, concrete evidence that making the accommodation will severely impact your bottom line.
• What is a religion anyway? You don’t have to honor them all. The trick is to know what doesn’t constitute a sincerely held religious belief.
• Failed accommodations. What to do when accommodations aren’t working and you’ve tried all reasonable options.
• PWFA and PUMP. These recent federal laws provide extensive pregnancy and postpartum workplace rights that you don’t want to get wrong.
• FMLA vs. ADA. Know the difference between FMLA leave for health issues and reasonable accommodations under the ADA.
• Essential job functions. See exactly what your job descriptions must say about “essential” and non-essential functions.
• Step-by-step interactive process. Find out exactly what you must do (and document) when an employee requests an accommodation.
• Accommodation resources. Discover resources for finding the best possible accommodation for your organization. (Tip: It doesn’t always have to be the one the employee prefers—with one crucial exception.)

• Why you may want to use independent contractors, and when that’s a poor choice.
• See what’s different about the proposed rules and why you should review every existing independent contractor agreement you have now.
• The new tests will apply to the FMLA, too. Learn what you can do to take advantage of the expansion.
• Learn details about the two core tests that will likely determine whether you can even consider an independent contractor arrangement.
• How to arrange work so the worker has maximum control of their work while assuring the work gets done correctly and on time.
• Learn what the contract should say about what the independent contractor is bringing to the job, including investment and tools.
• Why you should encourage the independent contractor to work for others, too.
• See what kinds of work assignments spell trouble and which are appropriate for an independent contractor.

• How to communicate clearly to boost performance and earn employees’ respect.
• Motivate those who report to you, not from a “management down” but from a “leadership up” perspective.
• Master remote leadership and establish an achievement mindset.
• Coach appropriately to address uncomfortable workplace situations in real time.
• Hold all team members to the highest performance and conduct standards.
• Create and sustain a culture based on trust, open communication and transparency.
• Ask the right questions that help you mentor any employee.
• How to administer progressive disciplinary action appropriately and, when necessary, structure terminations that will withstand legal scrutiny.
• Avoid rookie mistakes that can lead to hard feelings—or even legal trouble.

• How to write job ads that will show up better on job boards.
• Mistakes to avoid—are these critical errors keeping your job ads from being found?
• Easy-to-implement optimizations to get your hiring ad in front of more candidates.
• How to use generative AI to your advantage, including sample prompts to optimize the hiring process.
• How to streamline your application process so that more applicants actually complete the form.
• The facts and figures around mobile applications (yes, applicants really are responding to job ads from their phones).
• Insider tips on how to make your Indeed job postings perform better with simple tweaks.

• Understand “real world” FMLA scenarios. We’ll explain how to manage the common FMLA problems you face daily and how to avoid potential legal pitfalls associated with overlapping state and federal leave laws.
• Use compliance tools correctly. Learn how to use the tools of compliance to address unscheduled and intermittent leaves (certifications, call-in rules, attendance procedures and more), and how to account for intermittent leave by the hour. It’s not as simple as you think.
• Proper certifications. Know what to do—and what not to do—when FMLA call-offs exceed the intermittent-leave certification you have on file (there’s new legal guidance).
• When to say no. Employees can use intermittent leave every day to change their schedule permanently. Know if and how you can say no to such demands.
• Know how to track time off. The FMLA and the PWFA allow pregnant workers short bursts of unscheduled leave. Learn how to track both concurrently.
• Learn all about the DOL’s latest opinion letters on intermittent FMLA leave and how to avoid the traps they identify. They lay out a path for the best (and worst) steps to complying with intermittent-leave laws.

• Leave as an accommodation. Understand when leave may not qualify as a reasonable accommodation (rarely) and when it may be required for cases of infertility, miscarriage, stillbirth and more.
• Guaranteed accommodations. Walk away with a checklist of the accommodations the EEOC says you can’t question—no doctor’s note, no forms, no delay.
• Top practical accommodations. Easy-to-implement, detailed, practical accommodations that won’t unduly disrupt the workplace while complying with the law.
• Lessons from the courtroom. Now that lawsuits have gone to court or settled, embrace lessons learned the hard way so you won’t repeat them.
• Compliant break rooms no matter your industry. Walk away with instructions for creating compliant milk-expression rooms for any workplace.
• Postpartum accommodations. Understand the obligations you have postpartum, including how soon you may have to bring new mothers back, even if they still can’t perform every essential function.

• Understanding the difference between meeting content and meeting context—and why both matter.
• Identifying common behaviors that derail meetings and how to address them in the moment.
• Practical language to redirect conversations without shutting people down.
• The different types of meetings and how to match structure to purpose.
• Setting clear expectations that keep meetings focused and productive.
• How leaders shape meeting culture through tone, presence and consistency.

• Why accurate, up-to-date job descriptions are essential for every worker and a supervisor’s best friend—and how to draft them.
• Getting buy-in during performance reviews so that employees know exactly what’s expected and what comes next.
• How to set realistic, objective job goals for every position, including for struggling employees.
• How to exclude impermissible factors from evaluations and recalculate goals based on missed work due to FMLA leave or disability accommodations.
• Why HR needs to compare prior worker PIP plans to the proposed PIP to assure fairness and consistency.
• Creating an individualized PIP based on not reaching performance review goals or other workplace problems like tardiness and behavioral problems.
• Why HR needs to be involved from day one and should always perform a final review before discharge to guard against supervisor bias.