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Added for You - Discrimination: What is it and how do I Prevent it?
Is my business in need of a dedicated server? That is a questions you may ask yourself over and over as your business grows. Plus, as the world becomes increasingly digital, you recognize the need for information safety and convenience is crucial to business. What is a dedicated server and do I really need one? This is a question that may haunt you as a business owner or manager. The key to answering these questions is to educate yourself on dedicated servers and their role in our world of business, and you and I both know that you don’t have a lot o
Make your hiring decision based on education, experience, work history, and job fit.
Check references on all candidates prior to making a hire decision.
Job Assignments, Transferring, Promoting and Evaluating Performance
Focus on qualifications, experience, and length of service.
Conduct objective performance appraisals.
Document performance (good and bad).
Develop a job posting system.
When determining job assignments, transfers, and promotions, do not factor in age, sex, handicap/disability, race/ethnic origin, religion or sexual orientation.
Train all managers and supervisors in proper evaluation of performance.
Disciplin
Debt management services let the person to resolve his debts and become debt free. As an intermediary, it negotiates with the creditor on behalf of the debtor, so as to lower the amount of interest. In short, you make single and convenient monthly payment rather than making a number of payments.Today, advancement in information technology has let people to do every task through internet; whether you take shopping, business or even getting a loan. So, why should managing the debts lack behind. This implies the person can manage his debts online
To begin, you need to understand the law and what you are required to do under the law. As an employer, you hear a lot about discrimination and discrimination lawsuits. So what is discrimination? In its simplest terms, it is treating a group of individuals differently. You cannot refuse to hire, promote, train, provide pay and benefits, or discharge simply because an individual belongs to certain group or protected classes. In other words, everyone must be treated the same.
So what are these protected classes? Frankly, nearly all employees fall into one of the categories protected under either federal or state law. Employers are forbidden from making employment related decisions based upon:
race
color
sex
national origin or ancestry
religion
veteran status
age (over 40)
race
sexual orientation
pregnancy
handicap or disability
So as an employer what kind of actions might get me into trouble? To begin, the law does not prevent an employer from conducting their normal business. There is no law which bars an employer from hiring, promoting, disciplining, transferring or even terminating any employee he or she chooses. What the law does do is to prevent employers from making these decisions in a discriminatory manner.
While there are no hard and fast rules, it is important to be aware of potential areas of discrimination in your employment related function. So let’s look at some of the ways to avoid potential claims of discrimination:
Recruitment and Hiring
When advertising for a job, do not state any preferences based on race, color, age, religion, marital status, sex, sexual orientation physical or mental condition.
Make sure your ads do not state a preference for young applicants or exclude people because of their years of experience.
State that your Company is an “Equal Opportunity Employer” in all your recruitment advertisements.
Make sure that your hiring criteria does not place a limitation on an applicant because they are a member of a protected class.
Train all managers and supervisors in interviewing and selection to avoid charges of discrimination.
Have an up-to-date job description.
Develop a list of standard interview questions that will be asked of all applicants.
Only ask questions where there is a need to know.
Make your hiring decision based on education, experience, work history, and job fit.
Check references on all candidates prior to making a hire decision.
Job Assignments, Transferring, Promoting and Evaluating Performance
Focus on qualifications, experience, and length of service.
Conduct objective performance appraisals.
Document performance (good and bad).
Develop a job posting system.
When determining job assignments, transfers, and promotions, do not factor in age, sex, handicap/disability, race/ethnic origin, religion or sexual orientation.
Train all managers and supervisors in proper evaluation of performance.
Discipline
I see and hear about a lot of dumb S corporation setup mistakes.Some of the mistakes are made by entrepreneurs and investors trying to save money on accountants and attorney fees. And I guess that’s okay--albeit penny-wise and pound-foolish.But you know what really irks me? Some of these mistakes—in fact, most of them—are made by attorneys and paralegal services… Professionals who should know better.But enough whining. Without further fanfare, here are the four dumbest mistakes that I see people make again and again when i
So what are these protected classes? Frankly, nearly all employees fall into one of the categories protected under either federal or state law. Employers are forbidden from making employment related decisions based upon:
race
color
sex
national origin or ancestry
religion
veteran status
age (over 40)
race
sexual orientation
pregnancy
handicap or disability
So as an employer what kind of actions might get me into trouble? To begin, the law does not prevent an employer from conducting their normal business. There is no law which bars an employer from hiring, promoting, disciplining, transferring or even terminating any employee he or she chooses. What the law does do is to prevent employers from making these decisions in a discriminatory manner.
While there are no hard and fast rules, it is important to be aware of potential areas of discrimination in your employment related function. So let’s look at some of the ways to avoid potential claims of discrimination:
Recruitment and Hiring
When advertising for a job, do not state any preferences based on race, color, age, religion, marital status, sex, sexual orientation physical or mental condition.
Make sure your ads do not state a preference for young applicants or exclude people because of their years of experience.
State that your Company is an “Equal Opportunity Employer” in all your recruitment advertisements.
Make sure that your hiring criteria does not place a limitation on an applicant because they are a member of a protected class.
Train all managers and supervisors in interviewing and selection to avoid charges of discrimination.
Have an up-to-date job description.
Develop a list of standard interview questions that will be asked of all applicants.
Only ask questions where there is a need to know.
Make your hiring decision based on education, experience, work history, and job fit.
Check references on all candidates prior to making a hire decision.
Job Assignments, Transferring, Promoting and Evaluating Performance
Focus on qualifications, experience, and length of service.
Conduct objective performance appraisals.
Document performance (good and bad).
Develop a job posting system.
When determining job assignments, transfers, and promotions, do not factor in age, sex, handicap/disability, race/ethnic origin, religion or sexual orientation.
Train all managers and supervisors in proper evaluation of performance.
Disciplin
I know an older candidate, currently job hunting, who feels perpetually discriminated against. I’ve known him for years, and I swear he’s projected the same attitude as long as I’ve known him. He believes that employers see him as inflexible, unwilling to learn new skills, set in his ways. Honestly, I think he works hard to live up to these attitudes. He wears these attitudes on his sleeve, as they say — along with the bitterness he feels about being “discriminated against.” But I’ve never known him to do anything to alter these perceptions.I
While there are no hard and fast rules, it is important to be aware of potential areas of discrimination in your employment related function. So let’s look at some of the ways to avoid potential claims of discrimination:
Recruitment and Hiring
When advertising for a job, do not state any preferences based on race, color, age, religion, marital status, sex, sexual orientation physical or mental condition.
Make sure your ads do not state a preference for young applicants or exclude people because of their years of experience.
State that your Company is an “Equal Opportunity Employer” in all your recruitment advertisements.
Make sure that your hiring criteria does not place a limitation on an applicant because they are a member of a protected class.
Train all managers and supervisors in interviewing and selection to avoid charges of discrimination.
Have an up-to-date job description.
Develop a list of standard interview questions that will be asked of all applicants.
Only ask questions where there is a need to know.
Make your hiring decision based on education, experience, work history, and job fit.
Check references on all candidates prior to making a hire decision.
Job Assignments, Transferring, Promoting and Evaluating Performance
Focus on qualifications, experience, and length of service.
Conduct objective performance appraisals.
Document performance (good and bad).
Develop a job posting system.
When determining job assignments, transfers, and promotions, do not factor in age, sex, handicap/disability, race/ethnic origin, religion or sexual orientation.
Train all managers and supervisors in proper evaluation of performance.
Disciplin
Franchisor who sell franchises must be very careful to make sure that the person inquiring about franchise offer is indeed from the state of residence that they declare on the franchise application forms. Other wise it is quite possible that you as a franchisor could be in violation of offering a franchise to a resident of a state in which you are not registered in.Often franchise prospects do not make it clear their state of residence. I have had franchise buyers sunning in Palm Desert, come to find out they only live their half year and resi
Make sure your ads do not state a preference for young applicants or exclude people because of their years of experience.
State that your Company is an “Equal Opportunity Employer” in all your recruitment advertisements.
Make sure that your hiring criteria does not place a limitation on an applicant because they are a member of a protected class.
Train all managers and supervisors in interviewing and selection to avoid charges of discrimination.
Have an up-to-date job description.
Develop a list of standard interview questions that will be asked of all applicants.
Only ask questions where there is a need to know.
Make your hiring decision based on education, experience, work history, and job fit.
Check references on all candidates prior to making a hire decision.
Job Assignments, Transferring, Promoting and Evaluating Performance
Focus on qualifications, experience, and length of service.
Conduct objective performance appraisals.
Document performance (good and bad).
Develop a job posting system.
When determining job assignments, transfers, and promotions, do not factor in age, sex, handicap/disability, race/ethnic origin, religion or sexual orientation.
Train all managers and supervisors in proper evaluation of performance.
Disciplin
It appears that most gurus if you want to call them that represent themselves as experts. In several statements that I’ve read, they refer to other marketers as making mistakes. Yet, when they make the same mistakes, they call it testing.I read a quote one time about a child learning to walk. When the child is serious about learning to walk, falling is simply a form of learning. However, it’s not looked upon as a failure or mistake.Another word that I’ve heard plenty of times this year is the word “secret”. Actually, that word has
Make your hiring decision based on education, experience, work history, and job fit.
Check references on all candidates prior to making a hire decision.
Job Assignments, Transferring, Promoting and Evaluating Performance
Focus on qualifications, experience, and length of service.
Conduct objective performance appraisals.
Document performance (good and bad).
Develop a job posting system.
When determining job assignments, transfers, and promotions, do not factor in age, sex, handicap/disability, race/ethnic origin, religion or sexual orientation.
Train all managers and supervisors in proper evaluation of performance.
Discipline and Termination
Document all performance related issues.
Conduct objective performance appraisals.
Develop and follow written rules of conduct.
Inform all employees of the rules.
Develop written disciplinary/performance improvement procedures.
Place all warnings and discharge notices in the employee’s personnel file.
Discharge for performance related issues and discharge only after following your written procedures.
Limit the authority to discharge to key managers only.
When terminating, do not factor in age, sex, handicap/disability, race/ethnic origin, religion or sexual orientation.
Discrimination is against the law and employers should establish clear policies and work practices to prevent it. If you treat your employees and applicants fairly and with respect, you can significantly reduce the potential of discrimination claims.
This article is for informational purposes only and does not constitute legal advice.
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