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Kansas

You get to decide what punishment fits the crime

07/08/2008
When it comes to disciplining employees who break company rules, courts like to keep their hands off employer decisions—as long as everyone who breaks a particular rule receives the same punishment. But courts rarely have problems with the rules companies create and the punishments companies assign to particular rules …

Make sure hiring criteria include objective elements

07/08/2008
There’s no need to cut out all the subjective factors that go into a hiring decision. Instead, make sure you also include objective measures that can be easily compared, such as education, experience and specific skills. That way, you are more likely to win a discrimination challenge …

Make sure two representatives are present during termination meetings

07/08/2008
Nothing spurs a lawsuit like a discharge, and such cases often boil down to who said what, and when. That’s why it’s wise to have at least two management-level representatives present at all termination meetings—perhaps one supervisor and one HR rep. If the termination leads to litigation, the two people can testify about what happened …

Is that harassment—Or just a personality clash?

06/10/2008
When an employee complains about alleged discrimination or harassment by a supervisor, take a careful look at what each person says is happening. As the following case shows, sometimes just a poor working relationship—not discrimination—is the source of the problem …

When worker complains, find out if she’s a ‘Serial sue-er’

06/10/2008
Sometimes, you can tell how seriously to take an EEOC or other discrimination complaint by checking to see if the employee (or applicant) has filed other discrimination lawsuits in the past. If the complaint turns into a court case, an employee’s pattern of frivolous litigation may become powerful evidence a judge or jury will want to consider …

Handle disabled worker’s poor performance like any other

05/13/2008
Employees who have disabilities sometimes pose special challenges. Accommodating their work restrictions requires diligence and flexibility. That doesn’t mean, however, that you should ignore declining performance …

Petty slights and ostracism don’t add up to retaliation

05/13/2008
Sometimes, it seems as if every employee who ever filed a complaint about real or imagined discrimination follows up with a retaliation lawsuit. Ever since the U.S. Supreme Court loosened the requirements for proving retaliation, lawyers have had a field day. At least the 8th Circuit Court of Appeals has begun reining in these lawsuits …

Older worker’s performance falling? Document the decline before discharge

04/08/2008
It almost never looks good in court when an employee who has been with the company for decades suddenly loses his job. For many potential jurors, that smacks of age discrimination even before they’ve heard any testimony. That’s one reason to try to get age cases dismissed long before a jury gets a chance to impose its judgment …

Ensure harassment victim knows you want her to stay

04/01/2008
Employees who believe they are enduring unbearable harassment may feel they have no choice but to resign. If that happens, they may be able to sue their employers for constructive discharge. But employers can mitigate that danger by making sure the employee understands that management wants her to stay on board while the company investigates …

Document timing of employee complaints

04/01/2008
When it comes to retaliation, timing is everything. It’s impossible for an employer to retaliate against an employee for complaining about alleged harassment or discrimination before the employer knows about it. That’s why it’s so important to note for the record the date and the exact time HR or a supervisor got a harassment or discrimination complaint …