Sexual harassment and retaliation cases continue to result in large settlements with the Equal Employment Opportunity Commission (EEOC). Recently, Goodwill Industries of the Greater East Bay in California, and one of its affiliates, Calidad Industries, agreed to pay $850,000 to settle a lawsuit alleging female janitors working the night shift were sexually harassed on a regular basis by their direct supervisor. Read On
Instead of focusing on lattes and Frappuccinos, nearly 175,000 Starbucks employees are spending the afternoon of May 29 learning about unconscious bias, racial discrimination and building a diverse and “welcoming” company for employees and customers.
The all-staff training was prompted by the arrest of two African-American men at a Philadelphia Starbucks in April. The incident triggered a crisis for the company and its mission to be the ‘third place’ – Starbucks’ term for a place between home and work, where customers can gather and connect. As a result, Starbucks collaborated with advisers and researchers to develop an anti-bias curriculum that includes a video, team guidebook and small group discussions. Read On
Retaliation claims remain the most common of all discrimination charges filed with the Equal Employment Opportunity Commission (EEOC). In 2017, almost 49% of all EEOC filings involved workplace retaliation. Some recent examples highlight the impact of retaliation case settlements on an organization’s bottom line, not to mention reputation and productivity.
Under Title VII of the Civil Rights Act, and other laws, employers must not retaliate or punish an employee – fire, demote, harass or take other “adverse action” – for filing a discrimination complaint or participating in an internal investigation. Read On
In a recent poll, seven in 10 HR professionals said they expect to handle more sexual harassment complaints in 2018, and that sexual harassment prevention training is a “high priority” and “essential,” according to the HR Certification Institute (HRCI).
In announcing the results of polling more than 200 HR leaders at US organizations, the HRCI said the #MeToo movement and ongoing news coverage of high-profile sexual harassment cases are causing more organizations to step up their plans to reduce risk, prevent workplace sexual harassment and handle more complaints. Read On
Morgan Mercer tightens the straps on my virtual reality headset, and moments later I’m transported from the basement of a Silicon Valley startup incubator to a modern, nondescript industrial office with high concrete ceilings and glass walls. My invisible avatar, like the Ghost of Yet-to-Come, stands in the middle of the room, among four white-collar employees—three men and a lone woman seated on a couch rifling through paperwork.
It’s clear the man posted behind the desk, vaguely older than the rest, is at the top of the hierarchal totem. He casually migrates from his mahogany throne to sit on the coffee table across from his female subordinate, leaning over as he praises her recent contributions to the team. The two other coworkers exchange glances only to return their gazes downward to the task at hand. Back in San Mateo, I’m suddenly warm and unwrap my scarf.