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Kansas

Require those on FMLA leave to call in sick, just like any other employee

01/13/2009

Good news from the 8th Circuit Court of Appeals: If you have a system for employees to call in sick, you can require everyone to use it—even employees on approved intermittent FMLA leave. The trick is to make sure that the employee taking FMLA leave understands she still must call in.

Log all discipline, track it by type & offense

12/09/2008

It goes without saying that you should enforce your rules fairly. That’s why you must track every disciplinary action and make a clear record of why each employee earned his discipline. Later, when one of those employees claims the real reason he was fired was due to age, sex or some other protected classification, you can show that wasn’t the case.

Be prepared to grant FMLA leave for diagnosis of serious health condition

12/09/2008

Routine doctors’ appointments such as checkups or annual physicals aren’t considered eligible for FMLA leave, but appointments aimed at diagnosing a condition may be. Employers that know the employee is seeing a specialist as part of the followup to an auto accident, for example, are on notice that the employee may need to take FMLA leave …

It’s OK to ban prescription drugs if you have genuine safety concerns

12/09/2008

Employees who take certain prescription drugs for legitimate medical conditions may be unable to work safely if their jobs involve heavy machinery, split-second judgment or the ability to remain alert. If that’s the case, it’s not disability discrimination to ban employees from working while on those medications.

Firing OK if employee falsely claims harassment

10/14/2008

Not every sexual harassment complaint is legitimate. A thorough investigation may wind up showing that one of the parties is lying. Can you fire the presumed liar if he or she brought the complaint in the first place? The answer is a qualified “yes” …

Civility is great—But you don’t have to guarantee it

08/12/2008
It’s a fact of life—not every employee is going to get along with everyone else in your shop. Some managers and supervisors will have more trouble managing a particular employee than others. However, unless the reason for a supervisor’s criticism is the employee’s protected status (e.g., race or age), the employee won’t win a hostile-environment lawsuit if the “hostility” isn’t extremely severe …

Develop procedures for breaks that accommodate disabilities

08/12/2008
Sometimes, employees with disabilities may need additional breaks as reasonable accommodations. But you don’t have to leave the timing or duration of the breaks entirely to the employee. If you do, it will be hard to tell whether the employee is taking a legitimate and necessary accommodations break or simply taking advantage of additional freedom. And that can lead to litigation …

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 …

Sour environment doesn’t warrant constructive discharge

08/12/2008
Employees who believe they are being discriminated against and can no longer tolerate their work environments may quit and sue, claiming they had no choice. That’s the basis for a “constructive discharge” claim. But it takes more than an unpleasant work environment to justify the resignation as constructive discharge …

Check post-Layoff rehire policies for disparate-Age impact

07/08/2008
In tough economic times, organizations sometimes have to make hard choices—such as whether to temporarily lay off employees. Of course, you’ll hope to ramp up staffing when the economy rebounds. That’s when you’ll need to be extra careful. If you bar workers you laid off from being rehired, you may be courting trouble …