• 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.

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Employers are required to adopt policies designed to prevent harassment. When that fails, employers have a strict obligation to stop harassment once they learn it is taking place. But if management doesn’t know harassment is happening, that obligation doesn’t kick in and it won’t be liable.

While much of the media’s 2026 Equal Employment Opportunity Commission coverage has focused on the agency’s fight against what it sees as illegal diversity, equity and inclusion efforts and alleged reverse discrimination against white men, the EEOC’s litigation patterns show a different emphasis.

Do we need to make employees take lunch?

The DOJ initially investigated IBM using the federal False Claims Act and discovered what it called illegal diversity, equity and inclusion practices.

The court said there is nothing in New Jersey’s Wage and Hour Law that exempts employers from having to pay any workers at least the state minimum wage and overtime premiums set out in the WHL when they perform work.

Hiring has gone national—but compliance hasn’t caught up. That disconnect is creating a growing challenge for HR professionals.

It’s HR’s job to make sure that information is passed on and that the new supervisor understands his or her obligation to honor the accommodation. A sudden withdrawal of the accommodation without HR guidance and approval is sure to trigger litigation.

• 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.