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Wisconsin

Make sure attorney coordinates your response to disability retirement claim and ADA defense

12/11/2009

Employees who manage to win both disability retirement benefits and an ADA case get the best of all possible worlds—a regular retirement check, plus a lump-sum jury award for their employer’s failure to accommodate their disability. Employees can pursue both claims if they can show that, with an accommodation, they could have performed their jobs. But if it’s very clear from their testimony in the disability retirement case that they couldn’t possibly perform their jobs under any circumstances, then their ADA cases will be dismissed.

Beware retaliation suit if lateral transfer harms career

12/11/2009

While employers generally are free to direct their workforces in reasonable ways to meet operational needs, they can’t retaliate against employees for complaining about possible discrimination. While a mere reassignment to another department in a retail store isn’t retaliation, a transfer or series of transfers that limits future opportunities may be.

Intermittent leave no excuse for shoddy work

11/13/2009

When an employee is out on FMLA leave, employers have to be careful about balancing their need for full staffing so they can get the work done and the worker’s right to take leave. If missed work poses a problem, the best approach is to focus on specific work deficiencies that aren’t related to FMLA-protected absences.

When employee suggests cheap accommodations, it’s worth your while to consider agreeing

11/13/2009

Sometimes, it makes sense to make an accommodation even if you aren’t entirely convinced the employee is disabled or that the accommodation will work. Think of it as a risk/benefit analysis. If the requested accommodation is easy to implement and doesn’t cost a lot, why not make it? It’s probably much cheaper than defending an ADA lawsuit.

Detail concerns before ordering fitness exams

10/13/2009

Under EEOC guidelines, employers can demand a fitness-for-duty exam if they can prove they have a reasonable belief—based on objective evidence—that an employee’s medical condition will impair his or her ability to perform the essential functions of the job or pose a safety threat. If you believe either is the case, make sure you document your objective and reasonable beliefs before demanding the exam.

Indefinitely retain records of veteran hiring

10/13/2009

A new law, the Veterans’ Benefit Improvement Act, makes it absolutely critical for you to retain records of how you handled any hiring process involving military veterans. Those covered by USERRA now can sue at any time, no matter how long ago an employer allegedly violated their rights. Fortunately, the 7th Circuit has ruled that the law isn’t retroactive.

Memo to supervisors: Even one slur can spur jury trial

10/13/2009

Have you warned all your supervisors and managers against using any slurs, no matter what background the slurs reference? If not, do so today! Otherwise—if the target of the slur happens to be discharged or demoted later—you’re risking a lawsuit for national-origin discrimination or some other form of bias.

Courts lose patience with frivolous lawsuits; employers can recover attorneys’ fees

10/13/2009

Here’s a bit of good news for employers fighting baseless lawsuits: The 7th Circuit Court of Appeals has signaled its willingness to allow trial judges to order attorneys’ fees for employers forced to defend themselves from litigation that has no merit.

Get legal advice when union tries to organize

10/13/2009

If you hear rumors that employees are talking about unionizing, call your attorney right away—and definitely before making any changes in the workplace. Otherwise, you may end up in court, fighting unfair labor practices charges.

You don’t have to be right—honesty, good faith are enough

10/13/2009

Do you spend days or weeks agonizing about personnel decisions because you fear a lawsuit? That’s probably unnecessary. The bottom line is that courts don’t require you to be 100% right every time you make a decision that affects an employee. You just have to be honest and act in good faith.