While most employers understand the scope of their responsibility to prevent sexual harassment between employees, the scope of an employer's responsibility to prevent sexual harassment by third parties is often less clear. Such third parties may include customers, clients, sales representatives, vendors, investors, or anyone in the workplace who is not a member of the employer's workforce. Although an employer may be unable to easily control non‐employee actions, it is legally obligated to respond to any third‐party sexual harassment of its employees that is brought to the employer's attention. With proper safeguards and remedial action, however, an employer can keep its employees safe from third‐party sexual harassment and protect itself from liability in the process. This Q&A explains employer liability for third‐party sexual harassment, describes the ramifications of an employer's failure to properly address or prevent it, and recommends strategies to reduce an employer's legal exposure.
While the significance of the further rollback of Obama Administration regulations cannot be discounted, just as significant has been the absence of new federal workplace regulations. Just as in A. Conan Doyle's classic story, The Adventure of Silver Blaze, the absence of the “barking dog” may prove to usher in a new era for employers and employees.
Employment Relations TodayVolume 44, Issue 4 p. 27-31 STATE REGULATIONS UPDATE Sexual assault leave in the #metoo era: Companies should know an employee's legal right to time off Mary Kathryn Curry, Corresponding Author Mary Kathryn Curry mkcurry@polsinelli.com Labor & Employment | Workforce Development, Investigations and Compliance Group, Polsinelli LLP, Chicago, Illinois Correspondence Mary Kathryn Curry, Labor & Employment | Workforce Development, Investigations and Compliance Group, Polsinelli LLP, Chicago, IL. Email: mkcurry@polsinelli.comSearch for more papers by this author Mary Kathryn Curry, Corresponding Author Mary Kathryn Curry mkcurry@polsinelli.com Labor & Employment | Workforce Development, Investigations and Compliance Group, Polsinelli LLP, Chicago, Illinois Correspondence Mary Kathryn Curry, Labor & Employment | Workforce Development, Investigations and Compliance Group, Polsinelli LLP, Chicago, IL. Email: mkcurry@polsinelli.comSearch for more papers by this author First published: 01 November 2018 https://doi.org/10.1002/ert.21653Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume44, Issue4Winter 2018Pages 27-31 RelatedInformation
The focus of traditional leadership expectations is the individual leader's developmental experience. However, Millennials are seeking to take on leadership roles more quickly than previous generations. The Practice‐Immediacy Model provides a framework where Millennials can take on these leadership roles while continuing to develop their own behavior and skills. The present article expands on the four basic behavioral components of leadership—vision building, standard‐bearing, integrating, and developing. The article then describes the associated specific skills within each behavioral component. Finally, the article proposes an interdisciplinary model that professionals can use to develop leadership skills for Millennials.
To increase employment from desired race or gender groups, employers nearly always first turn to recruiting from outside their organization. But a few years after such initiatives are undertaken, diversity numbers typically remain low or even decrease, turnover among recruits from the sought‐after groups is high, and the efforts are threatened by their recurrent cost. Employers need to break this fruitless cycle by thinking more strategically. Without an inclusive organizational climate that retains and fully utilizes minority employees after hire, simply recruiting more such employees will not lead to sustainable changes in workforce demographics. Drawing on empirical research, this paper describes six “red flags” that identify workplaces not ready to recruit. Only after organizational changes address the deficiencies identified by the red flags will the time for minority recruitment be at hand. But by then special focused recruitment may not be necessary; when employers change their workplace cultures to become truly inclusive, word gets around.
State‐by‐state survey on current laws prohibiting employers from inquiring into job candidate's prior salary history.
Employment Relations TodayVolume 44, Issue 3 p. 7-15 Special Feature Employee Engagement: What We Know and How to Profit from Doing It Benjamin Schneider, Benjamin Schneider Benj262@outlook.com University of Southern California, La Jolla, CASearch for more papers by this authorMark H. Blankenship, Mark H. Blankenship Mark.blankenship@jackinthebox.com Jack in the Box, San Diego, CASearch for more papers by this author Benjamin Schneider, Benjamin Schneider Benj262@outlook.com University of Southern California, La Jolla, CASearch for more papers by this authorMark H. Blankenship, Mark H. Blankenship Mark.blankenship@jackinthebox.com Jack in the Box, San Diego, CASearch for more papers by this author First published: 23 January 2018 https://doi.org/10.1002/ert.21635Citations: 2Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume44, Issue3Special Issue: The Employee Engagement Journey - Lessons Learned and Next StepsFall 2017Pages 7-15 RelatedInformation
Employment Relations TodayVolume 44, Issue 2 p. 5-11 New Ideas The Changing Nature of Employment: What Will Be the Successful Organization of the Future? Bruce Tulgan, Bruce Tulgan Rainmaker Thinking, Inc., Whitneyville, ConnecticutSearch for more papers by this author Bruce Tulgan, Bruce Tulgan Rainmaker Thinking, Inc., Whitneyville, ConnecticutSearch for more papers by this author First published: 12 September 2017 https://doi.org/10.1002/ert.21619Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume44, Issue2Summer 2017Pages 5-11 RelatedInformation
Employment Relations TodayVolume 43, Issue 4 p. 63-69 Federal Regulations Update DOL: Final Rule on Overtime Regulations; Fair Pay and Safe Workplaces Executive Order; Fiduciary Rule; Miscellaneous • EEOC: EEO-1 Reports; Religious Bias • IRS: Wellness Rewards; Marijuana • NLRB • OSHA: Final Rule to Modernize Injury Data Collection Howard M. Kastrinsky, Howard M. Kastrinsky King & Ballow, Nashville, TennesseeSearch for more papers by this author Howard M. Kastrinsky, Howard M. Kastrinsky King & Ballow, Nashville, TennesseeSearch for more papers by this author First published: 14 March 2017 https://doi.org/10.1002/ert.21604Citations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume43, Issue4Winter 2017Pages 63-69 RelatedInformation
Employment Relations TodayVolume 44, Issue 1 p. 41-47 Feature Examining Employee Perceptions to Improve Workplace Health Promotion Programs Tomeka Harbin, Tomeka Harbin Delta State University, Cleveland, MississippiSearch for more papers by this author Tomeka Harbin, Tomeka Harbin Delta State University, Cleveland, MississippiSearch for more papers by this author First published: 01 August 2017 https://doi.org/10.1002/ert.21613Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume44, Issue1Spring 2017Pages 41-47 RelatedInformation
Employment Relations TodayVolume 44, Issue 3 p. 51-60 Special Series on the Lifecycle of an Employer The Diamond Datascram Diaries: Formation—Diamond Datascram Development Lilian H. Davis, Lilian H. Davis ldavis@polsinelli.com Welbourne, St. Louis, MOSearch for more papers by this author Lilian H. Davis, Lilian H. Davis ldavis@polsinelli.com Welbourne, St. Louis, MOSearch for more papers by this author First published: 23 January 2018 https://doi.org/10.1002/ert.21640Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume44, Issue3Special Issue: The Employee Engagement Journey - Lessons Learned and Next StepsFall 2017Pages 51-60 RelatedInformation
Employment Relations TodayVolume 44, Issue 2 p. 51-54 Federal Regulations Update EXECUTIVE ORDER: Fair Pay and Safe Workplaces • DOL: Apprenticeship Program Discrimination Rule; Employment Retirement Income Security Act • OSHA • NLRB Howard M. Kastrinsky, Howard M. Kastrinsky King & Ballow, Nashville, TennesseeSearch for more papers by this author Howard M. Kastrinsky, Howard M. Kastrinsky King & Ballow, Nashville, TennesseeSearch for more papers by this author First published: 12 September 2017 https://doi.org/10.1002/ert.21626Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume44, Issue2Summer 2017Pages 51-54 RelatedInformation
Employment Relations TodayVolume 44, Issue 3 p. 17-25 Special Feature The Pains of Employee Engagement: Lessons from Webasto to Mediate and Reverse the Pain Theresa M. Welbourne, Theresa M. Welbourne twelbourne@cba.ua.edu The University of Alabama, Tuscaloosa, ALSearch for more papers by this authorPhilipp Schramm, Philipp Schramm philipp.schramm@webasto.com Webasto Roof Systems Inc., Rochester Hills, MISearch for more papers by this author Theresa M. Welbourne, Theresa M. Welbourne twelbourne@cba.ua.edu The University of Alabama, Tuscaloosa, ALSearch for more papers by this authorPhilipp Schramm, Philipp Schramm philipp.schramm@webasto.com Webasto Roof Systems Inc., Rochester Hills, MISearch for more papers by this author First published: 23 January 2018 https://doi.org/10.1002/ert.21636Citations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume44, Issue3Special Issue: The Employee Engagement Journey - Lessons Learned and Next StepsFall 2017Pages 17-25 RelatedInformation
Employment Relations TodayVolume 44, Issue 2 p. 21-25 New Ideas How Software-Led Processes Can Improve the Talent-Acquisition Experience for College Students and Interns Charles Hipps, Charles Hipps WCN PlcSearch for more papers by this author Charles Hipps, Charles Hipps WCN PlcSearch for more papers by this author First published: 12 September 2017 https://doi.org/10.1002/ert.21621Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume44, Issue2Summer 2017Pages 21-25 RelatedInformation
Employment Relations TodayVolume 44, Issue 1 p. 5-13 New Ideas Emergency-Management Planning and Leadership Are Critical to Business Performance Thomas D. Cairns, Thomas D. Cairns Cairns Blaner Group, Valencia, CaliforniaSearch for more papers by this author Thomas D. Cairns, Thomas D. Cairns Cairns Blaner Group, Valencia, CaliforniaSearch for more papers by this author First published: 01 August 2017 https://doi.org/10.1002/ert.21609Citations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume44, Issue1Spring 2017Pages 5-13 RelatedInformation
Employment Relations TodayVolume 44, Issue 3 p. 5-6 Introduction A New Era for Employee Engagement Theresa M. Welbourne, Theresa M. Welbourne twelbourne@cba.ua.edu The University of Alabama, Tuscaloosa, ALSearch for more papers by this author Theresa M. Welbourne, Theresa M. Welbourne twelbourne@cba.ua.edu The University of Alabama, Tuscaloosa, ALSearch for more papers by this author First published: 23 January 2018 https://doi.org/10.1002/ert.21634Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume44, Issue3Special Issue: The Employee Engagement Journey - Lessons Learned and Next StepsFall 2017Pages 5-6 RelatedInformation
Employment Relations TodayVolume 43, Issue 4 p. 5-11 New Ideas Power, Politics, and Leadership in the Workplace Thomas D. Cairns, Thomas D. Cairns Cairns Blaner Group, Valencia, CaliforniaSearch for more papers by this author Thomas D. Cairns, Thomas D. Cairns Cairns Blaner Group, Valencia, CaliforniaSearch for more papers by this author First published: 14 March 2017 https://doi.org/10.1002/ert.21598Citations: 2Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume43, Issue4Winter 2017Pages 5-11 RelatedInformation
Employment Relations TodayVolume 44, Issue 3 p. 85-94 Key Court Cases Cases Concerning ERISA-Exempt “Church Plans” and Sovereign Immunity for Tribal Employees Harold M. Brody, Harold M. Brody hbrody@proskauer.com Proskauer Rose LLP, Los Angeles, CASearch for more papers by this authorKelly M. Curtis, Kelly M. Curtis kcurtis@proskauer.com Proskauer Rose LLP, Los Angeles, CASearch for more papers by this authorZachary Glasser, Zachary Glasser zachglasser@gmail.com Proskauer Rose LLP, Los Angeles, CASearch for more papers by this author Harold M. Brody, Harold M. Brody hbrody@proskauer.com Proskauer Rose LLP, Los Angeles, CASearch for more papers by this authorKelly M. Curtis, Kelly M. Curtis kcurtis@proskauer.com Proskauer Rose LLP, Los Angeles, CASearch for more papers by this authorZachary Glasser, Zachary Glasser zachglasser@gmail.com Proskauer Rose LLP, Los Angeles, CASearch for more papers by this author First published: 23 January 2018 https://doi.org/10.1002/ert.21643Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume44, Issue3Special Issue: The Employee Engagement Journey - Lessons Learned and Next StepsFall 2017Pages 85-94 RelatedInformation
Employment Relations TodayVolume 44, Issue 3 p. 47-50 Special Feature Employee Engagement: A Critical Commentary Edward E. Lawler III, Edward E. Lawler III elawler@marshall.usc.edu University of Southern California, Los Angeles, CASearch for more papers by this author Edward E. Lawler III, Edward E. Lawler III elawler@marshall.usc.edu University of Southern California, Los Angeles, CASearch for more papers by this author First published: 23 January 2018 https://doi.org/10.1002/ert.21639Citations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume44, Issue3Special Issue: The Employee Engagement Journey - Lessons Learned and Next StepsFall 2017Pages 47-50 RelatedInformation
Employment Relations TodayVolume 44, Issue 3 p. 37-46 Special Feature Untangling Engagement and High Performance Alec Levenson, Alec Levenson alevenson@marshall.usc.edu University of Southern California, Los Angeles, CASearch for more papers by this authorAlexis Fink, Alexis Fink alexis.a.fink@intel.com Intel Corporation, Hillsboro, ORSearch for more papers by this author Alec Levenson, Alec Levenson alevenson@marshall.usc.edu University of Southern California, Los Angeles, CASearch for more papers by this authorAlexis Fink, Alexis Fink alexis.a.fink@intel.com Intel Corporation, Hillsboro, ORSearch for more papers by this author First published: 23 January 2018 https://doi.org/10.1002/ert.21638Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume44, Issue3Special Issue: The Employee Engagement Journey - Lessons Learned and Next StepsFall 2017Pages 37-46 RelatedInformation
