I do a lot of antiharassment training. In the past, much of my training has followed a relatively standard format explaining that employers can be liable for harassment by supervisors even if employees don’t complain and that supervisors can “aid and abet” a hostile work environment by turning a blind eye to problematic situations. I […]
The U.S. Court of Appeals for the 3rd Circuit—which covers Delaware, New Jersey, and Pennsylvania—recently broadened the definition of “supervisor” for purposes of Title VII of the Civil Rights Act of 1964 and the New Jersey Law Against Discrimination (NJLAD), in an expression of the court’s opinion that went beyond the facts before it. The […]
It can be argued that assimilating today’s workforce into a cohesive whole has never been more difficult. Even in a relatively booming global economy, we see the fight for margins tighten— and the challenge of building and sustaining employee engagement as soldiers in the larger battle grows more daunting.
by Allison Gusmus Whether you are a salesperson or a CFO, you should be thinking about the people in your organization. You may think, “I’m in sales, why should I care about the people in my organization?” or “I’m the CFO, numbers are my thing, not people,” but you are dead wrong. It’s part of […]
Supervisors might be tempted to retaliate against an employee who makes their job more difficult, such as an employee who complains of unsafe working conditions. Supervisory retaliation can lead to potential legal claims against your organization. Through training, you can help supervisors understand relevant federal and state laws, as well as the ramifications of violating […]
It takes more than effective recruiting to maintain a diverse workforce. As more employers have realized the importance of fostering diversity, they’ve also realized that even if they win at recruitment, the work of developing diversity is far from over. It also takes holding on to the good employees employers have worked hard to attract.
Supervisors should provide ongoing feedback to employees and meet individually with them 3 times a year to coach them on performance, says Trevor Throness, author of The Power of People Skills.
Most supervisors know that they risk personal liability under Title VII of the Civil Rights Act of 1964 and Chapter 151B if they sexually harass a subordinate employee. But that isn’t the only way supervisors may be held individually liable in Massachusetts.
A New Jersey appellate recently heard claims from a former employee who alleged that she felt compelled to resign because of her supervisor’s inappropriate comments and other workplace disputes. Was the employee entitled to unemployment benefits?
As HR faces a crisis of finding enough qualified applicants to fill vacancies, more and more employers are realizing that employee development programs are crucial to getting and keeping talent. Training programs not only help with attraction and retention but also can help the organization grow by helping employees learn new skills. Training can also […]