Employment Law Today Masthead
Brought to you by AHI's Employment Law Resource Center — www.ahipubs.com

December 6, 2005 — Volume 7, Number 18

AHI's Believe It Or Not
The "Grinch" who stole employment came a couple months early to a 40-year-old grandmother who took an unpaid week off in October to spend time with her husband before he left for a National Guard tour of duty in Iraq guarding convoys from insurgents' attacks.  She had been granted one week off from her part-time job in Michigan, but indicated to her employer she might need an extra day since her spouse was leaving from Indiana and she'd be traveling the night before she was due back. Much to her consternation, when she took that extra day, she was pink-slipped for failing to return to work on time.


IN THIS ISSUE:

1. Feature Story: Please, Don't Come Into Work!

2. Defamation Dangers: Mind Your Memos And Other Internal Docs

3. HR Soapbox: Excuses...Seems Everyone's Got One, But Are Any Legit?



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1. FEATURE STORY:
PLEASE, DON’T COME INTO WORK!

While there have been no known cases of the bird flu in this country thus far, the attention paid to a possible pandemic has employers worried about everything from the common cold to more serious bugs. That's why more and more companies are encouraging sick employees to stay in bed.

According to a CCH survey, nearly 50% of employers surveyed believe that employees showing up to work when they're sick is a real problem that needs to be addressed. That's a more than 20% jump over last year.

One of the most common employer remedies is to send sick employees homes; 62% of those surveyed traveled this route. Sending sick employees home might be a good way to prevent germs from further spreading, but it doesn't keep those germs from entering the work environment in the first place.

So what's an employer to do? Simple: Lead by example and don't give employees a reason to regret calling out sick.

If employers want employees to stay home when they're sick, executives, managers, and supervisors must do the same. Employees take their cues from higher-ups. If higher-ups come to work sick, employees are apt to believe calling out sick will be viewed as a sign of weakness, which could hurt them in their ascent up the career ladder.

Another reason employees hesitate to call out sick is because they feel pressured to come into work. A survey by Caravan Opinion Research found that 40% of surveyed employees felt pressured to come into work despite their illness.

Take the pressure off employees by not giving them too hard of a time when they call out sick (unless you suspect they're faking it). Investigate whether it's possible for another worker, or several workers, to pick up the slack while the employee recuperates. That way, the employee can concentrate on getting better and not on how much work awaits his/her return.

Final note: This will be the last issue of Employment Law Today for 2005. The Editors would like to wish you a terrific holiday season. May 2006 be better (and healthier!) still.

What happened LAST YEAR when it was time to
conduct employee performance appraisals?

If your organization was like many others...

  • Managers were ill-prepared and anxious about preparing and conducting evaluations — or maybe they just "went through the motions" without preparation or thought;

  • Human Resources was frustrated by reviews that did not accurately reflect employee performance, lacked documentation, did not consistently apply performance standards to all employees, or even contained documentation that could land you in legal trouble;

  • Employees were left confused or simply unmotivated to maximize their performance.

Performance appraisals don't have to be an aggravating, discouraging — and legally hazardous — experience for all involved. When performance appraisals are properly planned, conducted, and documented, they can provide employees with essential feedback, enhance employee development, increase productivity, encourage trusting and respectful relationships, and safeguard your company from legal liability.

That's where we can help. AHI has teamed up with Rebecca Mazin to present a 60-minute, interactive audio conference titled:

How To Conduct Motivating And Legally-Sound Performance Appraisals
Wednesday, January 4, 2006
1:00 PM Eastern Time

2.

DEFAMATION DANGERS: MIND YOUR MEMOS AND OTHER INTERNAL DOCS

What's said in the office stays in the office, right? Not necessarily. Communications between you and other managers or HR may be meant for internal eyes and ears only. But...View the full story on our website.

FREE REPORT OF THE MONTH:

Check out the new Free Report, "Performance Appraisal Training," which will help you to help your managers get positive results from their PA sessions — and avoid legal issues in the process — by providing guidance on setting up PA training, conducting and documenting performance appraisals, dispensing criticism, and reviewing the review process.

3.
HR SOAPBOX: EXCUSES...SEEMS EVERYONE'S GOT ONE, BUT ARE ANY LEGIT?

Kick back, relax, and take a few minutes to check out the HR Soapbox, "Excuses...Seems Everyone's Got One, But Are Any Legit?”, in which an editor examines the tall tales employees tell to explain their absence from work.

TOP 5 RESOURCES FOR HUMAN RESOURCES PROFESSIONALS

The Complete Policy Handbook1.
The Complete Policy Handbook

Shows you how to safeguard against the damage that loopholes in your employee handbook can cause. You'll get a CD-ROM containing a complete set of ready-to-print policies for a foolproof manual of your own...policies that have stood up to courtroom challenges...with language that has worked in defending other employers.

2005 Survey Of Traditional Time Off And PTO Program Practices2.
2005 Survey Of Traditional Time Off And PTO Program Practices

This national survey report gives you everything you need to benchmark your time off policies. You will learn how over 700 organizations responded to over 25 key paid time off questions.

Workplace Compliance Training Series 3.
Workplace Compliance Training Series

This training program is simple to employ and gives you every tool you need to customize training to your organization's specific needs. The series includes six stand-alone modules: Avoiding Hiring Mistakes; Conducting Successful Performance Appraisals; Eliminating Disability Discrimination; Improving Workplace Discipline Practices; Preventing Sexual Harassment; and Strengthening Workplace Diversity.

Employer's Guide To Record-Keeping Requirements4.
Employer's Guide To Record-Keeping Requirements

Covers all the records, files, and documents demands made on employers by state and federal laws and agencies; as well as what you must post on company property to stay on the right side of employment laws.

Complete Personnel Documentation Library5.

Complete Personnel
Documentation Library

Gives you a complete collection of Human Resources department documents for every situation... customizable with the click of your mouse. We have designed all the forms based on legal specifications to protect you and your organization from costly fines and lawsuits.

Copyright © 2005 by Alexander Hamilton Institute, Inc.
Employment Law Resource Center at www.ahipubs.com
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