According to the EEOC, harassment continues to be a huge problem in the workplace. In an effort to clear up confusion as to when employers should be held liable for workplace harassment, the EEOC recently issued new guidance. The guidance addresses so much more than the run of the mill sexual harassment claims – it includes racial harassment, sexual orientation harassment, and so much more! For the first time, the EEOC also gives us an indepth discussion of what it is looking for in your harassment policies and your harassment training programs.
WHY SHOULD YOU ATTEND?
How an employer handles an harassment claim can make all the difference in avoiding a lawsuit. It also makes all the difference in whether your company will be held liable for someone’s harassment of your employee. Employees are becoming more aware of their rights and are not shy about using the term “harassment.” The EEOC will also be looking at your investigation to determine whether you took that claim seriously and how you responded. This session will guide you through what the EEOC will be expecting in analyzing your investigation.
AREA COVERED
- Defining when an employee has engaged in protected activity
- New EEOC approach to retaliation claims
- Tips in conducting a proper investigation
- What the EEOC wants to see in your policies and harassment training
- Proper documentation of an harassment investigation
LEARNING OBJECTIVES
- Understanding the EEOC’s approach regarding employer liability for quid pro quo harassment and hostile working environments – who does the EEOC consider as a supervisor?
- Defining quid pro quo harassment
- Defining hostile working environment
- Employer obligations when the alleged harasser is a customer
WHO WILL BENEFIT?
- Human Resource professionals
- Risks managers
- Human resource generalists
How an employer handles an harassment claim can make all the difference in avoiding a lawsuit. It also makes all the difference in whether your company will be held liable for someone’s harassment of your employee. Employees are becoming more aware of their rights and are not shy about using the term “harassment.” The EEOC will also be looking at your investigation to determine whether you took that claim seriously and how you responded. This session will guide you through what the EEOC will be expecting in analyzing your investigation.
- Defining when an employee has engaged in protected activity
- New EEOC approach to retaliation claims
- Tips in conducting a proper investigation
- What the EEOC wants to see in your policies and harassment training
- Proper documentation of an harassment investigation
- Understanding the EEOC’s approach regarding employer liability for quid pro quo harassment and hostile working environments – who does the EEOC consider as a supervisor?
- Defining quid pro quo harassment
- Defining hostile working environment
- Employer obligations when the alleged harasser is a customer
- Human Resource professionals
- Risks managers
- Human resource generalists
Speaker Profile
Susan Fahey Desmond is a principal with Jackson Lewis PC which has offices across the United States. She has been representing management in all areas of labor and employment law since her graduation from the University of Tennessee School of Law in 1985 and is a frequent author and speaker on labor and employment law issues. She is listed in Best Lawyers in America for labor and employment law and has been named by Chambers USA as one of America's leading business lawyers.
Upcoming Webinars
Managing Toxic & Other Employees Who Have Attitude Issues
Effective Onboarding: How to Welcome, Engage, and Retain Ne…
Analytical Method Validation Under Good Laboratory Practic…
Do's and Don'ts of Documenting Employee Behaviour, Performa…
Sunshine Act Reporting - Clarification for Clinical Research
Onboarding New Hires: Leverage the Potential of Artificial …
Do's and Don'ts of Giving Effective Feedback for Performanc…
Tattoos, hijabs, piercings, and pink hair: The challenges …
Using Behavior Based Interviewing for Finding the Best Matc…
How to Document Employee Discussions and Why it is Important
Project Management for HR, Administrative Professionals, an…
Stressed Out: How to Handle Conflict, Difficult People and …
Harassment, Bullying, Gossip, Confrontational and Disruptiv…
Marketing to Medicare or Medicaid Beneficiaries - What You …
Understanding the Artificial Intelligence Landscape
Best Practices for Working With Vendors and Suppliers
Accounting For Non Accountants : Debit, Credits And Financi…
Principles & Practices for the Cybersecurity of Legacy Medi…
Independent Contractor vs. Employee New Rule Issued by The …
The Top Ten Excel Functions Everyone Should Know
Ultimate Persuasion Strategies! - Secret Influence Tools & …
Clinical Trial Systems: The Trial Master File (TMF) and Ele…
Dealing With Difficult People In Life & Work
Improving Employee Engagement & Retention Through Stay Inte…
Fair Lending in Q2 2024: new regulations, examinations, and…
FDA Regulation of Artificial Intelligence/ Machine Learning
Form 1099 Update 2024: Latest Forms, Rules and Reporting Re…
Coming Soon - New Minimum Salary Levels for Exempt Employee…
Beyond ‘Illegal’ Interview Questions: What Recruiters & Hir…
Bootcamp for New Managers and Supervisors: Avoid These 7 Mi…
Writing Techniques for Auditors and Risk Management Profess…
Coaching & Retaining Your Talent – Putting the WOW into Qua…
Outlook - Master your Mailbox - Inbox Hero Inbox Zero
Emotional Intelligence: Mastering the Emotions of Great Lea…
Building Fair Chance Hiring Policies in 2024
Effectively Handle Toxic People for Better Productivity and…
Third-Party Relationships: Risk Management: What All Bankin…
HR 101 - Bootcamp Basics for New Human Resource Professiona…
How to Manage and Resolve Conflict in the Workplace
Impact Assessments For Supplier Change Notices
Performance Management with Bottom-Line Results
How to Give Corrective Feedback: The CARE Model - Eliminati…
Human Error Reduction Techniques for Floor Supervisors
Credit Risk Discipline Tools - Implementing 14 Tools for Cr…
FDA Compliance And Laboratory Computer System Validation