• 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.

• A new OSHA and a new direction? Discover what this new administration has identified to focus on, and what rocks federal OSHA compliance officers are most likely looking under so you can stay compliant and avoid citations.
• Effective response tactics. Learn exactly how to respond when OSHA arrives and avoid crucial mistakes.
• Navigate inspections with confidence. Understand the inspection process so you can handle it smoothly and professionally.
• Handle penalties effectively. Get expert advice on managing the informal settlement conference if you face a penalty, and learn how to leverage gravity-based penalty reduction factors to your benefit.
• Best practices and communication. Master techniques to protect your company during an investigation, and how best to avoid a potential waiver of the attorney-client privilege.

• The 5 benefits of a good job description, and the risks associated with outdated ones.
• The 4 federal laws that require accurate and up-to-date job descriptions, including the Pregnant Workers Fairness Act.
• 4 simple steps to create accurate and defensible job descriptions that match industry standards and local variations—with online resources.
• How to define “essential functions” for ADA, FMLA and PWFA purposes.
• Using job descriptions as a disciplinary tool to guide performance reviews and employee discipline, including designing PIPs in the era of reductions in force.
• Choosing the right language that locks in an employee’s FLSA classification, avoids discrimination charges and more.
• Tips and tools for continually evaluating job descriptions to avoid misclassification errors and other legal issues throughout the year.

• How to communicate clearly to boost performance and earn employees’ respect.
• Coach and motivate those who report to you, not from a “management down” but from a “leadership up” approach.
• Master remote leadership and establish an achievement mindset.
• The right words to address uncomfortable workplace situations in real time.
• How to hold all team members to the highest performance and conduct standards.
• Create and sustain a culture based on trust, equality, open communication and transparency.
• The right questions that help you mentor any employee.
• How to dish out discipline the right way.
• Avoid rookie mistakes that can lead to hard feelings — or even legal trouble.

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.

The ADA requires employers to provide help to disabled applicants at every stage of the employment relationship if that assistance is reasonable, allows disabled workers to enjoy all the benefits other workers receive and provides the help they need to perform the essential functions of their jobs despite a disability. That includes adapting job training so disabled employees can learn how to perform their jobs.

You may rightly worry that posting jobs similar to ones that were eliminated could spur a lawsuit. But if you can clearly explain why you decided to reopen positions that were eliminated earlier, courts are unlikely to conclude you intended to discriminate against those who were not retained during the earlier RIF.

HR’s best weapon against FMLA fraud is to be alert to the main symptoms and how to combat them.

If you are in the restaurant or entertainment industry and require employees to wear revealing outfits at work, prepare for an unfortunate if entirely predictable consequence: Customers may harass your workers. That’s a genuine legal risk, and it’s just as serious as if a supervisor was doing the harassing.