For most of the last three decades, workplace violence prevention was a best practice. There was no federal standard requiring a plan, and OSHA enforced sporadically through the General Duty Clause.
That has changed. California now requires nearly every employer in the state to maintain a written workplace violence prevention plan, maintain a violent incident log, and train employees annually. New York has imposed requirements on retail employers. A growing set of states mandates ...
A charge arriving from the EEOC is not a lawsuit, and it is not a finding. It is the start of an administrative process with its own deadlines, its own evidentiary dynamics, and — critically — its own opportunities to end the matter early and cheaply.
Employers who treat a charge as an annoyance to be handled by whoever has time tend to produce the two documents that later cause the most damage: a position statement inconsistent with their own records, and an explanation ...
California has some of the most complex and employee-friendly employment laws in the country. From the California Family Rights Act (CFRA) and Cal/OSHA to unique meal and rest break rules, pay transparency requirements, and expansive leave entitlements, managing HR in California is a challenge unlike any other state. Mistakes don't just cost money — they can trigger Private Attorneys General Act (PAGA) claims that multiply penalties rapidly, turning a single violation into a class-wide ...
You have been handed investigations as part of your job, or you are about to be, and you are deciding whether three days out of the office is worth it. The fair way to decide is to look at exactly what is taught, in what order, and what you leave with.
This article walks through the Internal Investigations Certificate Program as described on its course page and agenda. It covers what workplace investigation training of this kind does well, who it suits, and when a
Enforcement priorities change with administrations. The mechanics of enforcement do not.
That distinction is the useful one for HR. Chasing each year's announced initiatives is a losing game — by the time a priority is published, the investigation that will affect you was probably triggered by an employee complaint, not by a policy document. What is stable is how the Department of Labor operates, what it finds when it looks, and what it costs to be ...
There are more HR credentials than most professionals realize, and the two everyone talks about — the PHR and the SHRM-CP — are frequently not the best choice for the person asking.
An HR professional who spends 80 percent of their time on benefits will get more career value from a benefits credential than from a generalist one. A compensation analyst is better served by a compensation credential. The generalist certifications are excellent for generalists, and ...
Payroll is one of the few corporate functions where the work is simultaneously invisible when done well and catastrophic when done badly. That asymmetry shapes the career: progression comes not from doing more of the same work faster, but from taking on the parts of it that carry risk.
The clerk processes what arrives. The director decides what the organization's exposure is and how to structure the function to manage it. Everything between is a progression along that ...
The PHR and the SHRM-CP are the two dominant broad HR credentials in the United States, and the honest answer to which is better is that neither is. They are issued by different organizations, they test different things, and the right choice depends far more on your career direction and your local market than on any quality difference between them.
There is also a third path that most comparisons leave out entirely: specialized certifications in a single area of HR ...
Every growing organization eventually faces the same question in the same order. First: do we need someone in HR at all? Then: should that person do everything, or one thing well? Then, repeatedly: what is the next HR hire?
Getting the sequence wrong is expensive in a specific way — a specialist hired too early spends most of their time on work outside their specialty and leaves; a generalist kept too long becomes a bottleneck on every complex question, and the organization ...
An employee complains about a supervisor. HR investigates and cannot substantiate the complaint. Six weeks later, the same supervisor moves the employee to a less desirable shift "for a fresh start." The employer may now face a claim that is easier to prove than the one it just closed.
That is how many workplace retaliation claims begin: not with a plan to punish anyone, but with an ordinary management decision made soon after a complaint, by someone named in it,
Most remote work policies read like a culture document — expectations about availability, communication norms, a paragraph about trust. Those things belong in the policy. They are also not what creates risk.
The risk lives in the parts most policies omit: which state an employee is actually working from, who pays for their internet, how a non-exempt employee's hours get recorded when nobody sees them start, and what happens when someone decides to spend three months working ...
Most remote work policies read like a culture document — expectations about availability, communication norms, a paragraph about trust. Those things belong in the policy. They are also not what creates risk.
The risk lives in the parts most policies omit: which state an employee is actually working from, who pays for their internet, how a non-exempt employee's hours get recorded when nobody sees them start, and what happens when someone decides to spend three months working ...
Is This a Conflict Resolution Problem at All?
Most workplace conflict that reaches HR is not really about the thing it is about. Two people are fighting over a shared calendar, a project handoff, or a tone in an email — and underneath is an unresolved question about workload fairness, recognition, or whose judgment governs a decision.
Resolving the surface dispute without touching the underlying one produces a truce that lasts about six weeks. Here is how to find the
...Harassment in the Workplace: What HR Needs to Know
"Harassment" in ordinary conversation means unpleasant treatment. "Harassment" in employment law means something narrower and more specific: unwelcome conduct based on a protected characteristic that either becomes a condition of employment or is severe or pervasive enough to create a work environment a reasonable person would find hostile.
That gap causes two opposite problems. Employees report genuinely bad treatment and
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