The quickest way to lose an employment-related lawsuit is to bungle the follow up. Managers put themselves and their organizations at risk when they fail to properly address complaints – or, even worse, retaliate against employees who speak up. This Quick Take package shows managers exactly what they must do – and must not do – when an employee raises issues of harassment, discrimination or other unlawful workplace practices.
The videos included in this package are:
Employee Complaints: What Every Manager Must Know
Managers and supervisors play a critical role in handling employee complaints and preventing legal action. Why? Because very often they’re the first point of contact when a complaint is filed. This Quick Take will show them how to play that role correctly. Viewers will learn: A three-step model for conducting interviews with employees who come to them with complaints and three common mistakes managers make when handling complaints.
Retaliation Claims: Four Key Mistakes that Supervisors Must Avoid
Retaliation has a specific meaning under the law. It’s an “adverse action” against anyone who has engaged in “protected activity” – for example, making a discrimination complaint or filing a workers comp claim. In this Quick Take, you’ll learn what retaliation is (and isn’t); why even conscientious, fair supervisors may be at risk for creating a retaliation claim; four common mistakes that can get you accused of retaliation; and how to avoid these mistakes.
Sexual Harassment for Supervisors: Not So Obvious Cases That Can Trip You Up
Most supervisors can recognize cases of blatant sexual harassment – where, for instance, an employee makes a crude or threatening advance. Or where an employee touches another in a way that’s clearly out of bounds. But what about those less obvious cases? In this Quick Take you will learn the difference between “quid pro quo” and “hostile environment” sexual harassment. Why sexual harassment doesn’t need to target a specific person. How “victimless” sexual banter can trigger lawsuits. Why actions that are completely non-sexual in nature can be construed as sexual harassment and the “reasonable person” standard for determining what is, and isn’t, sexual harassment.
Reference Checks: How to Respond to Requests for Information About Current or Former Employees
Whether you’re a line manager or an HR person, you’ll probably get a phone call one day from a prospective employer asking about a current or former employee. But don’t worry: There are ways to respond to reference requests that are truthful, yet protect you, your company and the employee. In this Quick Take, you’ll learn how to avoid lawsuits – for defamation or negligent referral – connected with employee references. Specifically, you’ll learn how to prepare for a phone call requesting references, what to say – and especially not say – on the call, and what to do after the call.
Employee Privacy: What Every Supervisor Must Know
Employee privacy rights often come down to one key phrase: “reasonable expectation of privacy.” But what exactly does that mean and do you translate that ambiguous standard into a meaningful policy for your organization. In this Quick Take, you’ll learn what “reasonable expectation of privacy” means, and why it’s so important, five common ways supervisors may violate employee privacy, and three guidelines to help you stay on the right side of the law.
This package includesFor each of the Micro-Training videos, you'll also get:
Prove that the learner(s) understand the concept and increase knowledge retention.Discussion Guide
Facilitate a discussion, connecting the concept to your unique challenges.Summary Sheet
Revisit the concept as follow-up or in the moment-of-need.
How do you use this?Multi-video packages are for companies that want to take a deep dive into a single skill area. Each package contains several carefully chosen videos that create an extended learning path. Devoting two to three months to exploring a topic from multiple angles results in more sustained engagement in training, better knowledge retention, and more effective deployment on the job. To kick start Micro-Meetings
Micro-training makes it easy for managers to facilitate meetings where teams develop shared vocabulary and benefit from peer learning.To kick start one-on-one coaching
Micro-training is extremely tactical and it’s a great tool to help managers frame very specific, skill-based coaching interactions.As self-directed learning
Micro-videos are a solution to a specific skill challenge. For example: “How to handle an employee who has a bad attitude,” or “How to handle a price objection.” You have a question. You find the right micro-video. You watch it on your own. You deploy the skill on the job.