A manager's guide to employment law : how to protect your by Dana M. Muir

By Dana M. Muir

Managers in any respect degrees are always challenged to do extra with fewer staff, to encourage different teams of individuals, and to withstand tricky humans difficulties of their workforces. an incredible key to managers' luck is reaching those objectives whereas keeping themselves and their businesses from felony legal responsibility. but a few in administration are likely to blame felony necessities for hindering growth towards fixing difficulties. U.S. legislations, notwithstanding, offers managers with large discretion in lots of employment events and generally is helping make sure that managers practice their crucial services in a fashion that's essentially reasonable whereas nonetheless aiding corporation ambitions.

A Manager's consultant to Employment Law may help managers make daily judgements on how most sensible to control their staff and deal with problems with felony legal responsibility. professional writer Dana Muir identifies the sophisticated and pointless blunders managers make that reason felony complications and indicates how changing into acquainted with uncomplicated rules of employment legislation will allow them to boost an inner compass to assist make the perfect judgements. each one bankruptcy makes a speciality of criminal innovations of vast program in modern place of work, supplying genuine examples of difficulties managers face and delivering techniques for addressing these problems.

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Another book in this series, Strategic Interviewing by Richaurd Camp, Mary Vielhaber, and Jack Simonetti, Selecting Employees 37 does an excellent job of discussing techniques for conducting job interviews and selecting employees. By concentrating on the elements of the position description and on each candidate’s qualifications, you will avoid legal liability while maximizing the likelihood that you will hire the best possible candidate. Another hazard arises when you become convinced during the first few minutes of an interview that the candidate is not viable.

2 Selecting Employees onsider the situation that Kevin faces as manager of product development at a midsize engineering company. Over the past few years, he has seen his department reduced in size as a result of retirements and layoffs. Finally, the company has turned the corner and his area’s workload has increased dramatically. Kevin just received approval to hire an additional engineer for product development. He could use three more people, but one is better than none. Kevin knows, though, that he needs to make the most of this hiring opportunity.

Baker’s behalf. S. Supreme Court decided, in 2002, that even if Mr. Baker had signed an enforceable arbitration agreement with Waffle House, that agreement could not prevent the EEOC from suing on his behalf. S. employers. Other issues remain, in addition to the question of whether employers may require employees to share the costs of arbitration. How significantly can an employer limit an employee’s right to discovery? Who should choose the arbitrators? May an employer’s policy limit the damages that an arbitrator can award?

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