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Employment Law

Court to serial litigant: Buzz off or pay!

05/11/2010
A federal court judge has laid down the law to a serial litigant: The next time he wastes an employer’s time with baseless litigation, he’s going to pay.

Tell supervisors and executives: Keep anger to yourself when employee files lawsuit

05/11/2010

Supervisors often get angry when a subordinate files a lawsuit. Sometimes that anger is justified, but supervisors should be careful how and where they vent. The outcome of the lawsuit may depend on how supervisors handle their outrage about being sued. For example, calling a press conference and attacking the employee for suing may not be the most constructive approach.

Limit hostile environment liability by getting to the bottom of every harassment complaint

05/11/2010

It’s up to employers to make sure their workplaces are free of racial harassment. Watch out if you’re not willing to do everything in your power to prevent a racially hostile environment. Courts simply won’t tolerate it. In many cases, it takes only two incidents of harassment for a judge or jury to conclude that a workplace is hostile. That low threshold makes it essential for HR to follow up on every harassment complaint.

New York labor union membership fell in 2009

05/11/2010

According to the latest numbers from the Bureau of Labor Statistics, New York lost 10,000 union jobs in 2009, but greater contraction in the rest of the state’s economy actually raised the percentage of New Yorkers who belong to a union. Private- and public-sector union jobs in New York fell from 2,029,000 in 2008 to 2,019,000 in 2009.

Stop harassment or face personal liability

05/11/2010

Ordinarily, managers who have the authority to make personnel decisions aren’t held personally liable for sexual harassment under Title VII. But that’s not necessarily the case under the New York State Human Rights Law. If you’re an HR professional with the power to make recommendations on hiring applicants or firing employees, make sure you don’t ignore sexual harassment claims that come your way.

OK to base pay on performance–without bias

05/11/2010

If you’re thinking about switching to a production-based compensation system that pays more to the most productive employees, don’t worry too much about the plan’s possible disparate impact on some groups. As long as you don’t use the system to discriminate against a particular group—or favor another—courts are unlikely to conclude that any uneven results were caused by discrimination.

12 manager mistakes that spark lawsuits

05/11/2010

Most lawsuits against employers don’t start with some outrageous injustice. More often, a simple management mistake or a perceived slight starts the snowball of discontent rolling downhill toward the courtroom. Here are 12 of the biggest mistakes managers make. They can all lead to litigation—and kill your credibility in court.

Never mention the FMLA during discussions about discharge

05/11/2010

One of the best ways to guarantee an employee will get her FMLA case in front of a jury is for her boss to mention her use of FMLA leave while discussing termination. FMLA is a “protected” leave for a reason. A good idea: Have someone neutral from HR deliver the news that the employee is being let go.

When creating job descriptions, focus on ‘essential functions’ employees really perform

05/10/2010

Courts hearing ADA cases generally trust employers to establish which job functions are essential and which ones are not. But that doesn’t mean you can trump up job descriptions with “essential functions” that are never performed. Courts sometimes see that as a way to avoid having to reasonably accommodate disabled employees. They’ll only consider those functions that employees perform in reality.

Policy alone isn’t enough: Take the next steps to stamp out harassment

05/10/2010

Sexual harassment cases aren’t going away. Employers that don’t take such harassment seriously put their companies in peril. It isn’t enough to come up with a policy. You must also train employees at every level about that policy and explain where harassment victims can go for help. Then you have to follow through and promptly investigate harassment claims. Finally, you must make sure your response is good enough to end the harassment.