In 1992, the first year data is available, the EEOC reported retaliation complaints accounted for 15.3 percent of the total it received. Since then with the exception of one year, retaliation complaints have steadily increased as a percentage of the filings received by the EEOC.
The majority of employers consider that once an investigation has concluded and the matter is dealt with appropriately, that the matter is over and everyone will "move on."
But in the minds of those involved, especially any accused parties, nothing may be further from the truth and their "moving on" is merely the hatching and execution of retaliatory plans. Regardless of employee level or position, no one is immune from retaliation during and/or after an investigation.
Retaliation is merely revenge. To Shakespeare is famously (and incorrectly) attributed the quote, "Revenge is a dish best served cold." Regardless of the origin, they are true words as written and even used in many a movie, including the Godfather and Star Trek. The words convey an infamous but universal and immediately understandable meaning.
A professional investigation helps an employer defend against legal liability and sends a message to employees that they work for an ethical company. Nevertheless, when employees are retaliated against during and/or after investigations, it may pose even more liability to the company than any initial complaint or incidents.
Why Should you Attend:
This webinar will cover how to recognize, avoid, minimize, and deter retaliation during and after investigations. We will review best practices in regards to avoiding retaliatory conduct both during and after investigations.
Lastly, we will also cover what actions to take in the event of an employee claiming retaliation in regards to an investigation.
Objectives of the Presentation:
Who can Benefit:
- Defining what is retaliation, an adverse action, a covered individual, and protected activity.
- Preventing retaliation during an investigation.
- Minimizing the chances of retaliation after ending an investigation.
- When, how and with whom to follow up with after an investigation.
- Leaving an effective paper trial.
- How to investigate a claim of investigatory retaliation.
- HR Generalists and Associates
- HR Leaders and Team Leads
- Regulatory Compliance Managers and Associates
- Employee Relations
- Branch Managers
- Business Owners
- Branch or Division Managers
- Anyone who writes workplace investigative reports