Organizations have legal and moral responsibilities to support diversity in their workplaces and to ensure compliance with all equal employment opportunity rules and regulations. Unfortunately, workplaces have not always been welcoming to women and minorities, and many people have faced prejudicial behavior when seeking employment or while on the job.
While laws like the Civil Rights Act of 1964 have improved the working lives of many, there are still serious issues that require attention and action. Human Resource professionals are especially important for creating hospitable and inclusive work environments.
Policies that discriminate against protected classes of individuals, either explicitly or accidentally, are illegal. Thus, even unintentionally discriminatory practices that disparately impact those that are vulnerable to prejudicial treatment must be prevented.
Investigating an employee’s claim of discrimination or harassment requires immediate action on the part of employers to satisfy the recommendations of the Equal Employment Opportunity Commission (EEOC). The EEOC strongly recommends that employers swiftly investigate and resolve employees’ complaints of workplace harassment and discrimination. If an employee lodges a complaint against a colleague or the employer itself, an investigation is a required step since courts have ruled that failure to investigate on the part of an employer is akin to discrimination.
Responsiveness to a complaint and an investigation will not only yield the best information and evidence, but it will also enhance both the investigator’s and employer’s credibility. Investigations can help the organization identify and resolve internal problems before they become widespread. Given that every complaint has the potential to become a lawsuit, employers should investigate every case in a manner in which it can be presented to a court of law, if necessary. As potentially disruptive as investigations can be, they must be prompt, thorough and effective to ensure all parties’ protection.
WHY SHOULD YOU ATTEND?
- Functions of the EEOC
- Federal legislation requiring equal treatment of employees
- Title VII of the Civil Rights Act of 1964: Original protected classes and currently-acknowledged protected classes; Amendments to Title VII in 1991 and 2020
- Disparate treatment v. disparate impact
- Various forms of harassment & applicable court cases
- How is sexual harassment defined?
- What harassment is NOT
- Quid-Pro-Quo harassment and Hostile Work Environments
- Best Practices for avoiding claims of sexual harassment
- Determining is the harassment is severe or pervasive
- Sexual harassment red flags
- Process of filing a charge with the EEOC
- Common reasons employees state for not filing a claim
- Charges of retaliation and discrimination
- Formal complaints and the investigative process
- Process for employees to follow when filing a charge of discrimination with the EEOC and State/Local Agencies
- What employers can expect once a charge is filed
- Conciliation process
- New legislation regarding forced arbitration: Ending Forced Arbitration of Sexual Assault and Sexual Harassment Act of 2021
- Mediation process
- EEOC determinations
- Front Pay in lieu of job reinstatement
- EEOC penalties levied against employers
- Tips when dealing with the EEOC
- Affirmative Action programs
- The cost of non-compliance
AREA COVERED
- Federal legislation requiring equal treatment of employees
- EEOC penalties levied against employers
- Quid-Pro-Quo Harassment and Hostile Work Environments in 2024
- Best Practices for avoiding claims of sexual harassment in 2024
- Process of filing a charge with the EEOC in 2024
- How is sexual harassment defined?
- What harassment is NOT
- Sexual harassment red flags
- Process for employees to follow when filing a charge of discrimination with the EEOC and State/local Agencies
LEARNING OBJECTIVES
- Legislation regarding forced arbitration: Ending Forced Arbitration of Sexual Assault and Sexual Harassment Act
- Mediation process
- EEOC determinations
- Front Pay in lieu of job reinstatement
- Tips when dealing with the EEOC
- Affirmative Action programs
- The cost of non-compliance in 2024
WHO WILL BENEFIT?
- Senior Leadership
- Managers & Supervisors
- Project Team Leaders
- Human Resources Professionals
- Operations Professionals
- Recruiting Professionals
- Employees
- Functions of the EEOC
- Federal legislation requiring equal treatment of employees
- Title VII of the Civil Rights Act of 1964: Original protected classes and currently-acknowledged protected classes; Amendments to Title VII in 1991 and 2020
- Disparate treatment v. disparate impact
- Various forms of harassment & applicable court cases
- How is sexual harassment defined?
- What harassment is NOT
- Quid-Pro-Quo harassment and Hostile Work Environments
- Best Practices for avoiding claims of sexual harassment
- Determining is the harassment is severe or pervasive
- Sexual harassment red flags
- Process of filing a charge with the EEOC
- Common reasons employees state for not filing a claim
- Charges of retaliation and discrimination
- Formal complaints and the investigative process
- Process for employees to follow when filing a charge of discrimination with the EEOC and State/Local Agencies
- What employers can expect once a charge is filed
- Conciliation process
- New legislation regarding forced arbitration: Ending Forced Arbitration of Sexual Assault and Sexual Harassment Act of 2021
- Mediation process
- EEOC determinations
- Front Pay in lieu of job reinstatement
- EEOC penalties levied against employers
- Tips when dealing with the EEOC
- Affirmative Action programs
- The cost of non-compliance
- Federal legislation requiring equal treatment of employees
- EEOC penalties levied against employers
- Quid-Pro-Quo Harassment and Hostile Work Environments in 2024
- Best Practices for avoiding claims of sexual harassment in 2024
- Process of filing a charge with the EEOC in 2024
- How is sexual harassment defined?
- What harassment is NOT
- Sexual harassment red flags
- Process for employees to follow when filing a charge of discrimination with the EEOC and State/local Agencies
- Legislation regarding forced arbitration: Ending Forced Arbitration of Sexual Assault and Sexual Harassment Act
- Mediation process
- EEOC determinations
- Front Pay in lieu of job reinstatement
- Tips when dealing with the EEOC
- Affirmative Action programs
- The cost of non-compliance in 2024
- Senior Leadership
- Managers & Supervisors
- Project Team Leaders
- Human Resources Professionals
- Operations Professionals
- Recruiting Professionals
- Employees
Speaker Profile
![ins_img](/Speaker_Pics/Diane_Dee_90_112.jpg)
Diane L. Dee, President of Advantage HR Consulting, has over 25 years of experience in the Human Resources arena. Diane’s background includes experience in HR consulting and administration in corporate, government, consulting, and pro bono environments. Diane founded Advantage HR Consulting in early 2016. Under Diane’s leadership, Advantage HR provides comprehensive, cost-effective Human Resources solutions for small to mid-sized firms in the greater Chicagoland area. Additionally, Diane conducts webinars on a wide variety of HR topics for various training firms across the country. Diane holds a Master's Certificate in Human Resources from Cornell University’s School of Industrial and Labor Relations …
Upcoming Webinars
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Effective Onboarding: How to Welcome, Engage, and Retain Ne…
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6-Hour Virtual Seminar on Learning the Highlights of Excel …
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Impact Assessments For Supplier Change Notices
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Developing an FDA/ISO Compliant Quality Management System
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Aligning Your HR Strategy with Your Business Strategy
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Accounting For Non Accountants : Debit, Credits And Financi…
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I-9 Audits: Strengthening Your Immigration Compliance Strat…
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Managing Difficult Employee Conversations
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Dealing With Difficult People In Life & Work
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Predictive Accounting: Driver-Based Budgeting And Rolling F…
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Pay Equity Changes for 2024! What Employers Need to Know to…
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Leader Branding: How to Communicate with Confidence to Attr…
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Data Integrity and Privacy: Compliance with 21 CFR Part 11,…
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Project Management for Non-Project Managers - How to commun…
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Why EBITDA Doesn't Spell Cash Flow and What Does
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Design Verification, Validation and Testing for Medical Dev…
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FFIEC BSA/AML Examination Manual: What Compliance Officers …
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Harassment, Bullying, Gossip, Confrontational and Disruptiv…
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Employee or Independent Contractor – U.S DOL Announces 2024…
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Human Factors Usability Studies Following ISO 62366 and FDA…
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Best Practices in Complaint Management for Regulatory Compl…
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Ensuring Safe and Effective Pharmaceutical Products: A Comp…
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Embracing Diversity and Inclusion in Talent Acquisition
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Form W-9 Compliance to Avoid Penalties: TIN Verification, B…
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Tattoos, hijabs, piercings, and pink hair: The challenges …
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Gossip-Free: Leadership Techniques to Quell Office Chatter
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Updated Metro 2®, e-OSCAR and the New Tougher FCRA/CFPB Com…
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Understanding and Analyzing Financial Statements
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Divorce, Adoption and Other Special Tax Topics
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Design History File (DHF), the Device Master Record (DMR) a…
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Is Your Culture Working For or Against Your Success? If You…
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With Mandatory Paid Leave Gaining Ground Is It Time To Do A…
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Setting up Quality System for FDA Regulated Products: Tips …
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Marketing to Medicare or Medicaid Beneficiaries - What You …
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The Five Cs Of Commercial Credit: The Basic Elements Of Cre…
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Sunshine Act Reporting - Clarification for Clinical Research
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Documenting Misconduct that Will Stand Up in Court
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Stress, Change And Team Resilience Through Humor: An Intera…
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Managing Toxic & Other Employees Who have Attitude Issues
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FDA Regulation of Artificial Intelligence/ Machine Learning
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Pharma 4.0: Next Generation Technology Approach to GxP Prod…
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Excel - Lists and Tables - A Beginner's Guide to Managing L…
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Patient Gifts, Discounts and Freebies: What You Can and Can…