• 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.
ICE is looking for undocumented noncitizens who lack valid work permits, as well as employers that aren’t doing their best to hire only work-eligible employees. But even employers that seemingly have their I-9 paperwork in order may find an ICE officer in their lobby.
We are a small employer with 33 employees. We offer 20 days of parental leave after one of our employees has a baby. Do we have to provide more time off? And would it be unpaid?
If you want to understand the difference between legal and illegal DEI, here’s what illegal looks like.
Employers can require employees accused of violence at work to take a drug test. But what happens if the test reveals the presence of marijuana in the system of an employee whose use of medical marijuana is authorized by state law?
There’s a simple way to avoid many kinds of reverse-discrimination lawsuits: Treat everyone alike. That means making sure supervisors apply work rules impartially and without exception unless there is an objective reason discipline should differ.
Under federal and some state laws, certain information must be posted on a bulletin board where all employees can see it. But that shouldn’t be the same slab of cork where employees are allowed to offer free kittens, sell cookies or tack up a lost glove.
Having a group of employees interview job applicants is a great way to identify the best candidates. But a would-be supervisor may disagree with a hiring committee’s candidate recommendation. If that happens, be sure to document exactly why he or she rejected the committee’s choice.
The ADA requires employers to engage in an interactive process to figure out if a reasonable accommodation will let a disabled employee perform the essential functions of her job. The employer gets to choose the accommodation. If, after trying possible accommodations, the employee still can’t do her job, the employer can terminate her.
Somewhere out there, there’s someone very unhappy that he either didn’t get the job he sought from you, or left on terms he didn’t get to dictate. Realizing there’s so little downside to suing an employer, he’ll soon identify one place he can cynically mine for loopholes that he and his lawyer can use to slam you. That place is your employee handbook.
