• Pregnancy, missed work, and attendance: When can you discipline for missed work during pregnancy and when you absolutely cannot.
• Why forcing a pregnant worker to take leave isn’t a reasonable accommodation under the new PWFA if she could feasibly continue working without having to perform her job’s essential functions.
• The 4 accommodations the EEOC says you can’t question — no doc notes, no forms, no delay.
• Eliminating essential functions entirely may be a reasonable accommodation for pregnancy.
• Whether and when you have to provide time off for fertility treatments, abortion care, stillbirth, or miscarriage recovery, and even menstruation and menopause leave.
• We now know that the EEOC views post-birth recovery time as a reasonable accommodation. Find out exactly how to structure this new, de facto maternity leave.
• Easy-to-implement, practical accommodations that won’t unduly disrupt the workplace while complying with the new law.
• How the FMLA interacts with the PWFA and the PUMP Act to create an entirely new entitlement program.
• How to set up a PUMP Act-compliant breakroom or area, and what to include based on your industry.
• What sort of accommodations you are required to make for common pregnancy-related problems like morning sickness, lifting restrictions, and bed-rest orders.
• A single comprehensive policy for reasonable accommodations.

• Identify the true costs of turnover, including hidden variables.
• Understand the 5 biggest causes of employee turnover.
• Learn strategies to address each challenge.
• Create an action plan to reduce turnover and increase retention.
• Measure additional rewards such as improved workplace culture, less burnout, and more.

• Pinpoint the 10 factors that determine if you owe taxes for remote workers in their home states.
• Understand the Department of Labor’s most recent guidance on break times for remote workers.
• Use nexus, domicile, and residency to your company's advantage. Those key concepts could get your organization off the hook for personal and corporate income taxes in some states.
• Develop winning strategies for tracking remote employees’ work time. If remote employees are nonexempt, you need a sure-fire way to track their time.
• Discover the best way to pay. While electronic pay options (like direct deposit) are optimal for employees who aren’t in the office, state laws can throw up a huge hurdle.
• Find out where you are liable for unemployment coverage. State unemployment taxes can be tricky. Learn the four tests to see if you must pay up.
• Learn the advantages and pitfalls of reciprocity and "courtesy withholding.” In some states you can withhold income taxes for employees' states of residence. But it could also open your company to an array of state taxes.
• Avoid the complications with hybrid arrangements. Which states’ laws apply when? Employees who work under hybrid arrangements present twice the compliance headaches.

• Learn about the ADEA and its state counterparts, including some age-discrimination laws that protect all workers from age discrimination.
• Gain an understanding of the Older Workers’ Benefits Protection Act (OWBPA) and what it requires employers to do before conducting a reduction in force or reorganization.
• Draft and execute severance pay offers that include a release of liability for age discrimination.
• Understand your requirements to reasonably accommodate common age-related disabilities, including mobility impairments, acute medical problems like cancer and heart disease, and mental health and acuity issues like forms of dementia.
• Learn why you must allow and encourage older workers to enter training and mentorship programs even if you suspect a retirement announcement may be coming.
• Train managers and supervisors to recognize age-related harassment and discrimination, like using ageist language and stereotyping.
• Grow awareness of generational differences without resorting to stereotypes and making assumptions.

• Understand the employee lifecycle and the impact managers have throughout.
• Hear about the importance of a structured onboarding process with the necessary training and resources (and mentors/buddies) to ensure success from day one.
• Learn about igniting shared team values to aid retention.
• Create a culture of continuous learning and development to aid retention.
• Learn how to identify high-potential employees and nurture their growth through learning, development, and stay interviews.
• Dissect the drivers of employee retention to retain and grow your people.
• Discover the impact of “stay interviews” to show employees that you care and they have value.
• Identify innovative approaches to new hire onboarding that can help decrease time to productivity and increase your retention.

• Establish an all-inclusive DEI policy to support employees, applicants, and customers of different genders, races, ethnicities, abilities, religions, cultures, ages, sexual orientations, backgrounds, experiences, and expertise.
• Eliminate unlawful bias against anyone and cultivate a culture of civility and respect.
• Boost performance by unleashing the power of differences in employees from Gen-Z to boomers.
• Hire, mentor, and promote staff who reflect the communities you serve.
• Write and implement effective best practices-based DEI policies and procedures.

• Learn how to leverage generational differences to enhance performance.
• Explore leadership skills to help capitalize on generational differences.
• Work as a team to find common ground.
• Walk through various real-life examples to help you navigate legal challenges.
• Explore and tear down common preconceptions related to generational differences.
• Learn how to create programs that cater to the different generations.

The Supreme Court agreed with a highly compensated employee who argued that because he was paid a daily rate, he wasn’t being paid on a salary basis. Now a federal appeals court has applied that logic to another employer.

It’s fine to hold managers to a higher standard of conduct than regular employees. While a subordinate might be excused for a minor rule breach, his supervisor could legitimately be disciplined for breaking the same rule. Just make sure your handbook outlines this greater expectation.

When unpleasant behavior comes to light, it’s important to step back and calmly analyze the facts. If the alleged acts aren’t pervasive or severe, it’s probably not actionable sexual harassment. Of course, you should still move to stop the behavior to prevent escalation.