First Line of Defense: Employment Law Training For Supervisors Training Class

First Line of Defense: Employment Law Training For Supervisors Training Seminar

• 12 DVDs, each containing a presentation on a specific employment law topic such as Hiring, Privacy, Harassment, Wage & Hour Law, Workplace Violence, FMLA, Performance Evaluations, Discipline, Discrimination, Firing, and Documentation!
  
  
• Comprehensive Trainer's Manual to lead you step-by-step through each session
  
  
• CD-ROM containing certificate of completion template, acknowledgement of training, attendance list, training session evaluation, and more!

• Preparing for the interview
  
• Questions supervisors can't ask
  
• Linking questions to the position's requirements
  
• Minimizing distractions in the interview
  
• The protected classes and how to avoid legal violations
  
• What to do when an applicant reveals protected-class status
  
• Documentation rules
  
• Uncovering resume lies
  
• How to use applicant information uncovered on the internet

• Is a cubicle subject to search by supervisor?
  
• Defining company property
  
• E-mail, IM, and Blackberrys
  
• Dangers of jumping to conclusions
  
• Employee blogs and confidential information
  
• Cell-phones and other employee personal property
  
• How to assess impact off-duty conduct
  
• Using progressive discipline
  
• Different privacy rights for public and private employees
  
• Internet, phone, e-mail, workplace searches, drug and alcohol use, and code of conduct issues

• Defining quid pro quo and hostile work environment harassment
  
• What is "pervasive action?"
  
• Why it's best to be a hands off manager
  
• The problem of intention vs perception
  
• Dangers with supervisor-subordinate relationships
  
• Supervisors' duty to step in and stop harassment
  
• Equal opportunity harasser defense
  
• Personal liability for supervisor in harassment cases
  
• Supervisors held to a higher standard of conduct
  
• Non-romantic harassment
  
• How supervisors must respond to hazing
  
• Retaliation concerns
  
• Oral vs Written warnings for harassment
  
• Communicating intolerance for harassment and retaliation
  
• Religious harassment
  
• Political harassment
  
• What you can restrict when it comes to expressing political views
  
• Avoiding retaliation claims when an employee complains

• What does exempt mean and why are certain employees exempt?
  
• Exemptions for white collar, administrative, professionals and sales positions
  
• Burden of proof
  
• Job duties and exemption status
  
• Responding to employee request to change status
  
• Practical effect of supervising exempt and non exempt
  
• Docking salary
  
• Record keeping obligations
  
• Enforcing attendance policy for exempt employee
  
• Break requirements
  
• Special state-level laws
  
• Class action lawsuits
  
• Enforcement agencies
  
• Willful violation of the law
  
• When exempt employee's job duties change to include non-exempt activities
  
• Working without overtime permission
  
• When you have to pay employee for non-work activities
  
• Wage & hour violations are expensive
  
• Supervisor can cost employer an employee's exempt status
  
• Working off the clock

• Balancing the employee's request with the need to maintain workplace safety
  
• Proper response to employee revelations
  
• When to inform HR
  
• Managing an employee protected by a restraining order
  
• Alerting the police about threat level
  
• Investigating employee-on-employee violence
  
• Zero-tolerance violence policy
  
• Weapons in the workplace given recent laws
  
• Recognizing warning signs
  
• Looking beyond the bottom line
  
• No customer or client is untouchable

• What FMLA requires and who is effected
  
• What is intermittent leave?
  
• Interconnection with the ADA
  
• Employee coverage qualifications
  
• Extra FMLA leave for military member care
  
• Understanding "qualifying exigencies"
  
• Avoiding retaliation claims
  
• Reassigning job duties
  
• Loss of status and prestige
  
• Making a reasonable accommodation
  
• Interactive dialogue
  
• What to say and what not to say when FMLA leave requested
  
• When to involve HR
  
• Understanding essential job functions
  
• Creating an undue hardship
  
• Having the right attitude about disabilities
  
• Handling coworker unfairness complaints
  
• Maintaining medical condition confidentiality
  
• Why juries are so sympathetic to FMLA and ADA claims

• Employee discussion of raises and reviews
  
• How to review employees you don't like
  
• Maintaining objectivity and consistency