We have a problem that needs resolution right away. One of our supervisors avoids dealing with a problem employee, who tends to bully others into accepting his ideas and resists collaborating with his co-workers. Each time a complaint is brought forward, this supervisor buries his head in the sand. What kind of training or intervention should we provide? How do we raise this delicate issue?
— Intimidated by the Problem, human resources specialist, nonprofit, Washington, D.C.
The answer is as many as reasonably necessary to determine whether the employee can perform the essential functions of the job with or without a reasonable accommodation.Read More
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Why was this case important for employers? For the first time, our highest court is recognizing, in great detail, the significant privacy interests we expect in our mobile devices.Read More
Make no mistake. If you are an employer, this case is huge.Read More
This case was low-hanging fruit for the Board. Don’t leave your fruit hanging.Read More
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Employees think the four-inch device in their pockets is theirs, and what they email, text, Facebook, etc., is not the employer's business. They're wrong.Read More
We are all accessible around the clock. There is simply no excuse for an employer not to offer flexibility to all employees — men and women — whose jobs permit it.Read More
According to the EEOC, one company required its employees to participate in a 'belief system' that the defendants’ family member created, called “Onionhead.”Read More