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Discipline / Investigations

Tracking all discipline makes it easier to defend lawsuits

08/13/2008
Employees who are fired frequently sue, alleging some form of discrimination. A fired employee may say, for example, that she was treated differently than her male co-worker who allegedly committed the same workplace offense. Smart employers keep careful track of all disciplinary actions and use progressive disciplinary programs to differentiate among employees …

Prejudgment, blind faith by HR may prove costly

08/12/2008
How HR handles discrimination complaints can mean the difference between winning and losing lawsuits. The key lies in using good faith when checking out allegations of discrimination. Do not automatically assume that either party is correct. Keep an open mind and conduct an impartial investigation, giving everyone a chance to present his or her version of events …

Root out subtle but pervasive hostility—It’s harassment even if it’s not severe

08/12/2008
Tell your managers to take note: Allowing one or two employees to poison the workplace, even with low-level harassment, is dangerous. A constant barrage of racially tinged comments may warrant a jury trial if someone claims the workplace is a racially hostile environment. The charge: The harassment is pervasive, even if it is not severe …

Court rules employers must provide harassment-Free workplace

08/11/2008
Earlier this year, a federal jury in Florida awarded $630,000 to 14 female prison employees who alleged that the state Department of Corrections created a hostile work environment by failing to prevent lewd behavior by male inmates. The court made it very clear that employers must ensure all employees have a harassment-free workplace, regardless of who the harasser is …

Act fast to investigate, correct hostile work environment signs

08/08/2008
It’s not unusual to read about racially motivated incidents that occur at work. Slurs, graffiti and other acts of intimidation can lead to hostile environment lawsuits. By the time the graffiti shows up or the slurs are uttered, some of the damage has already been done. However, smart employers react immediately and try to limit the damage …

Remind managers and supervisors: We welcome complaints!

08/06/2008
The best way to avoid employment discrimination lawsuits: Make sure managers encourage employees to come forward with their concerns and complaints. Doing so shows that the company takes discrimination seriously, allows it to fix genuine problems fast and cuts the risk of a lawsuit down the line …

Employees fighting? Punish everyone equitably—or be prepared to explain why not

08/06/2008
If a fight breaks out at work, make sure you punish everyone involved in the incident according to his or her level of involvement. Don’t terminate one employee and suspend the other unless you have a very good reason for the different treatment …

Former broker files whistle-Blower suit following fraud investigation

08/06/2008
Timothy Flynn, a former senior vice president for UBS Financial Services, has filed a lawsuit claiming the Wall Street firm retaliated against him for cooperating with a Massachusetts securities fraud investigation …

Don’t let complaint interfere with legitimate discipline

08/05/2008
Sometimes, employees who know they are in trouble will file a discrimination complaint as a pre-emptive strike. They assume their employers will worry that a court might see any further disciplinary action as retaliation. Don’t be intimidated by this tactic! …

Keep details of discrimination settlements confidential

08/05/2008
Is your HR office involved in settling discrimination complaints? If so, consider including confidentiality clauses as part of any settlement if the employee is going to stay onboard. Then shield the employee’s supervisors from any details of the settlement. Here’s why: Any subsequent discipline—especially if it comes close on the heels of the settlement—may be grounds for a retaliation lawsuit …