'When Is It OK To Lie in a Job Interview'
courtesy of www.Glassdoor.com
Check out their Q & A on Job Interviews Cheats! This is GREAT STUFF!
What do YOU THINK?
Why do you want the position? What relevant skills do you possess? What's your biggest weakness?
You've probably been asked these questions many times in job interviews. But here are a few you probably haven't heard:
When is it OK to lie? What would you do with 100 Christmas trees in July? If you were a cereal, what kind would you be?
All of the above were asked in recent interviews in the U.S., and a new company aims to help prospective workers prepare for such bizarre questions, not to mention other aspects of difficult interviews.
Glassdoor.com is an online jobs site that launched this week, and one of its features is an area for interview reviews. Users submit their interview experience anonymously and in exchange they receive access to other people's stories.
So far nearly 2,000 job interviews have been reviewed and posted, from more than 1,000 companies.
The information includes general descriptions of the interview including whether it was one-on-one or a panel, unexpected or difficult questions, and whether the overall experience was positive or negative.
For example, one candidate for a position at a senior centre in Arizona warned others against the job, saying that not only did the company lose his application, an executive who scheduled an interview with him took that day off.
Glassdoor also lists salaries and reviews of jobs, and companies use the information for feedback.
So, wondering what companies asked the off-the-wall questions above?
The question about lying was asked of a project manager applicant at Integer Group, a marketing agency. The cereal query was asked in an interview for a financial analyst at Cisco Systems, and the Christmas tree question came up in a marketing interview at Visa Inc.
The company with the easiest interview ranking was Bank of America. Amazon was scored as the most difficult; PricewaterhouseCoopers received the highest positive rating; while Google was rated the most negative experience.
Thursday, April 30, 2009
Thursday, April 23, 2009
Sample Harassment Complaint Form
Whether your an employer of a small business or a big one, every HR department knows the importance of operating withing ODEP and EEOC laws. Here is a suggested harassment form from the EEOC (Equal Employment Opportunity Commission).
This is useful even if you are an employee and in need of filing a complaint. You can use this form as a good starting point to document your harassment complaint!
What do YOU think?
Sample Harassment Complaint Form
The Equal Employment Opportunity Commission (EEOC) says any complaint procedure where the only person an employee can complain to is his or her supervisor is an ineffective system-especially, of course, when the supervisor is the harasser. EEOC advises employers to set up multiple avenues of recourse for a complainant.
EEOC further advises that employees who wish to make a complaint of harassment should have the option to complain to someone who is outside of their chain of command, to place confidence in the complainant that the complaint will be handled with impartiality.
Therefore, designate at least two people in the company who employees can approach with an initial complaint, and be sure that they are not in the same chain of command. (Two is a minimum; large companies will surely have to increase the number.)
Sample Harassment Complaint Form
Here is a sample of what you might use for employees to file complaints. It should help you collect
enough specific information to determine what course of action is necessary.
Name: _____________________________________
Department: ________________________________
E-mail address: ________________________
Phone: Home: ____________ Work: ____________ Cell: _____________
Date: _______________
Please provide a detailed description of the behavior or incident (s) about which you are making
a complaint or attach the description to this form. Include the following information and anything
else that would help management understand your complaint:
What happened:
Who was involved:
When the incident(s) took place:
Where the incident(s) took place:
Who (if anyone) witnessed the incident(s):
Please also attach any documents, e-mails, or other materials that support your claim of harassment.
What would you like the company to do to resolve this issue?
____________________________
Signature
____________________________
Date
Submit this form to: ________________________________
This is useful even if you are an employee and in need of filing a complaint. You can use this form as a good starting point to document your harassment complaint!
What do YOU think?
Sample Harassment Complaint Form
The Equal Employment Opportunity Commission (EEOC) says any complaint procedure where the only person an employee can complain to is his or her supervisor is an ineffective system-especially, of course, when the supervisor is the harasser. EEOC advises employers to set up multiple avenues of recourse for a complainant.
EEOC further advises that employees who wish to make a complaint of harassment should have the option to complain to someone who is outside of their chain of command, to place confidence in the complainant that the complaint will be handled with impartiality.
Therefore, designate at least two people in the company who employees can approach with an initial complaint, and be sure that they are not in the same chain of command. (Two is a minimum; large companies will surely have to increase the number.)
Sample Harassment Complaint Form
Here is a sample of what you might use for employees to file complaints. It should help you collect
enough specific information to determine what course of action is necessary.
Name: _____________________________________
Department: ________________________________
E-mail address: ________________________
Phone: Home: ____________ Work: ____________ Cell: _____________
Date: _______________
Please provide a detailed description of the behavior or incident (s) about which you are making
a complaint or attach the description to this form. Include the following information and anything
else that would help management understand your complaint:
What happened:
Who was involved:
When the incident(s) took place:
Where the incident(s) took place:
Who (if anyone) witnessed the incident(s):
Please also attach any documents, e-mails, or other materials that support your claim of harassment.
What would you like the company to do to resolve this issue?
____________________________
Signature
____________________________
Date
Submit this form to: ________________________________
Tuesday, April 21, 2009
A few questions you shouldn’t ask in a job interview
Here's some good advice on job interviews!
What do you think?
A few questions you shouldn’t ask in a job interview
PERSONAL FINANCE
By Erin Conroy (AP)
NEW YORK — You may think you know what it takes to nail a job interview — how your cover letter should look, what to wear, how to make your greatest weaknesses sound like strengths. But just before the parting handshake, what will you ask your prospective employer?
Crafting the right questions for the interviewer will display confidence and knowledge about the company. Asking the wrong questions can make you appear unqualified or even desperate.
We spoke with staffing professionals and hiring managers who weighed in on what queries will impress interviewers as job competition intensifies. The unemployment rate, now at a 25-year high, is expected to hit 10 percent by year’s end.
It’s important to note that the worst thing you can do is decline to ask questions, said Stephen Tryon, senior vice president of logistics and talent management at Overstock.com. It could show laziness or, worse, a lack of interest. You want to avoid asking questions that can be researched on the company’s Web site, or about pay and benefits packages — at least in the initial interview.
DO YOUR HOMEWORK: It’s a good idea to ask very specific questions that demonstrate your knowledge about the company and show you’ve done your research, said Doug Arms, chief talent officer for Ajilon Professional Staffing. This can be about products, competitors or the company’s strategic plan.
“It’s important how you phrase the questions and cite things you’ve already learned. A good question might be about how the company has poised itself for growth in the past. You might be able to use that response to help formulate your own answers during future interviews.”
You should limit yourself to three questions, Arms said, and make sure they’re short and to the point.
LEARN ABOUT THE JOB: Finding out why the position is open is great for insight about the job itself and what the employer would like done differently, said Jennifer Warne, recruiting specialist for consulting firm Towers Perrin.
You’ll also want to ask about how performance is measured, and whether your interviewer sees potential gaps in your experience, she said.
Arms and career coach Jo Singel give these examples of strong questions to ask:
• How long have you been trying to fill this position?
• What does daily life in this job entail?
• How do you evaluate success?
• What are you expecting from me in the first 60 days I’m working here?
• What kind of orientation program do you have for new employees?
• What have others who’ve worked with you said about your leadership?
• How much confidence do you have in your team?
• What’s more important to you, productivity or creativity?
“At the end, don’t forget to ask for the job,” Singel said. “Tell them you want it. A lot of people forget to do that.”
TIE IN YOUR QUALIFICATIONS: It may be a good idea to thread five strengths into questions to use as emergency backup in case they haven’t already surfaced in the interview, said Bob Daugherty, U.S. head of recruiting accounting firm PricewaterhouseCoopers.
“You’re going to need a game plan, but you’ll still need to customize your questions based on what’s happening during the interview,” he said. “What’s most important is that you stay on your toes and get those qualifications and strengths out on the table — no matter what.”
AVOID SALARY AND BENEFITS: Managers agreed that the last thing they want to hear is, “What’s in it for me?”
“The function of asking questions isn’t so much about getting information about the company as it is about conveying your own talent,” Tryon said.
QUESTIONS YOU SHOULDN’T ASK: Avoid questions that are aggressive and can display a “lack of emotional maturity,” said Kristen Weirick, director of talent acquisition for Whirlpool Corp. Some of the questions on her forbidden list:
• Are you going to hire me?
• When will I be promoted?
• How much does this job pay?
• Am I more qualified than the other applicants?
• Can I call you tomorrow?
The worst question Weirick has heard from a job candidate: “That’s a really good question. What do you think the answer is?”
What do you think?
A few questions you shouldn’t ask in a job interview
PERSONAL FINANCE
By Erin Conroy (AP)
NEW YORK — You may think you know what it takes to nail a job interview — how your cover letter should look, what to wear, how to make your greatest weaknesses sound like strengths. But just before the parting handshake, what will you ask your prospective employer?
Crafting the right questions for the interviewer will display confidence and knowledge about the company. Asking the wrong questions can make you appear unqualified or even desperate.
We spoke with staffing professionals and hiring managers who weighed in on what queries will impress interviewers as job competition intensifies. The unemployment rate, now at a 25-year high, is expected to hit 10 percent by year’s end.
It’s important to note that the worst thing you can do is decline to ask questions, said Stephen Tryon, senior vice president of logistics and talent management at Overstock.com. It could show laziness or, worse, a lack of interest. You want to avoid asking questions that can be researched on the company’s Web site, or about pay and benefits packages — at least in the initial interview.
DO YOUR HOMEWORK: It’s a good idea to ask very specific questions that demonstrate your knowledge about the company and show you’ve done your research, said Doug Arms, chief talent officer for Ajilon Professional Staffing. This can be about products, competitors or the company’s strategic plan.
“It’s important how you phrase the questions and cite things you’ve already learned. A good question might be about how the company has poised itself for growth in the past. You might be able to use that response to help formulate your own answers during future interviews.”
You should limit yourself to three questions, Arms said, and make sure they’re short and to the point.
LEARN ABOUT THE JOB: Finding out why the position is open is great for insight about the job itself and what the employer would like done differently, said Jennifer Warne, recruiting specialist for consulting firm Towers Perrin.
You’ll also want to ask about how performance is measured, and whether your interviewer sees potential gaps in your experience, she said.
Arms and career coach Jo Singel give these examples of strong questions to ask:
• How long have you been trying to fill this position?
• What does daily life in this job entail?
• How do you evaluate success?
• What are you expecting from me in the first 60 days I’m working here?
• What kind of orientation program do you have for new employees?
• What have others who’ve worked with you said about your leadership?
• How much confidence do you have in your team?
• What’s more important to you, productivity or creativity?
“At the end, don’t forget to ask for the job,” Singel said. “Tell them you want it. A lot of people forget to do that.”
TIE IN YOUR QUALIFICATIONS: It may be a good idea to thread five strengths into questions to use as emergency backup in case they haven’t already surfaced in the interview, said Bob Daugherty, U.S. head of recruiting accounting firm PricewaterhouseCoopers.
“You’re going to need a game plan, but you’ll still need to customize your questions based on what’s happening during the interview,” he said. “What’s most important is that you stay on your toes and get those qualifications and strengths out on the table — no matter what.”
AVOID SALARY AND BENEFITS: Managers agreed that the last thing they want to hear is, “What’s in it for me?”
“The function of asking questions isn’t so much about getting information about the company as it is about conveying your own talent,” Tryon said.
QUESTIONS YOU SHOULDN’T ASK: Avoid questions that are aggressive and can display a “lack of emotional maturity,” said Kristen Weirick, director of talent acquisition for Whirlpool Corp. Some of the questions on her forbidden list:
• Are you going to hire me?
• When will I be promoted?
• How much does this job pay?
• Am I more qualified than the other applicants?
• Can I call you tomorrow?
The worst question Weirick has heard from a job candidate: “That’s a really good question. What do you think the answer is?”
Monday, April 13, 2009
National Return to Work Week
Disability does not mean no ability. Look at these statistics! National Return To Work Week is May 10th - May 16th. Does Hiring Just ONE disabled person make a difference? Read this article and SEE!
What do you think?
The Grim Statistics are that 80 Million Lost Workdays Due to Occupational Injury or Illness.
Lost Work Days - is a billion dollar crisis hidden in the American workforce! The National Safety Council estimates that there are more than 80,000,000 lost work days due to occupational injuries or illness. The Bureau of Labor and Statistics indicated that, 1.2 million employees lost an average of seven days due to their injury or illness.
National Return to Work Week
Press Release
www.nationalreturntoworkweek.org
National Return to Work Week is an opportunity for everyone involved in the workers compensation and disability management process to demonstrate their commitment to helping injured, disabled or ill employees stay-at-work or return-to-work. This week highlights the importance of employee retention and employee ability. What can the employee do? Verses what they can not do - Disability does not mean no ability.
“The stakes have never been higher” said Margaret Spence, founder of National Return to Work Week. “Every day we hear disturbing information about layoffs and downsizing – when company’s layoff employees, what happens to employees who are injured on the job or have illness that prevent them from find new employment. What do we do with these individuals? Are they just forgotten?”
Annually, 4.1 million employees sustain occupational injury or illness – 1.2 million have lost work days directly related to their injury or illness. Employees who are off work for more than sixteen weeks seldom return to the workforce. Employees with permanent work related disabilities are more likely to become unemployable. The unemployment rate for people with disabilities is 14.0 percent according to the Office of Disability Employment Policy. These statistics prompted, Margaret Spence to submit National Return to Work Week to Chase’s Calendar of Events last April, to her surprise it was accepted and added to the 2009 Calendar.
From a Workers Compensation standpoint – when employees are injured in the workforce there is a monetary reward mindset, a feeling that money is better than a job. This is the only system that rewards employees to stop working – even when they are capable of returning to some employment. “We allow people to join the ranks of the unemployed for the price of a pick up truck” says Spence.
While most employees who are injured immediately return to work and continue their regular job – there are far too many who we settle out of the system. These employees either move on to a new employer, sometimes repeating the cycle, or they move to the ranks of the unemployed. There is also another subset that move into the Social Security System and become permanently disabled – adding a new burden to an already over taxed system.
From a non-work related disability standpoint – once an employee becomes eligible for long term disability, there may be few options to help the employee return to gainful employment or to encourage the employer to explore job or task modifications that would allow the employee to return to work in some capacity.
“Are there other options? says Spence. “Why can’t we make an effort to implement return to work programs that retain injured or ill employees rather than discarding them from the workforce?” she added “even in a challenging economic environment return to work programs are vital. Employers are not conducting a thorough evaluation of the long-term cost of workers compensation and disability coverage in their termination or retention decisions. Many companies may emerge from the economic downturn is dire financial situations because of the decisions they are making about ill, injured or disabled employees today.”
National Return to Work Week 2009 will bring together employers, employees, treating physicians, vocational experts, insurance, legal professionals and disability providers from around the country to share best practices and exchange information to increase return to work opportunities for ill, injured and disabled employees. Together we can highlight the importance of Return to Work, Stay at Work or Transitional Duty Programs.
The NRTWW Motto - Disability does not mean no ability – injured, ill and disabled employees should not be discarded from the workforce. Nor should we create a system that rewards and allows them to discard themselves from the workforce.
For details and more information about National Return to Work Week, becoming a partner, or participating in a our virtual conference, please visit www.nationalreturntoworkweek.org
About National Return to Work Week – This week highlights the impact of not implementing proactive stay-at-work or return to work programs for ill, injured or disabled employees. It is a full week of national educational and best practices presentations aimed at bringing disability management to the forefront of the national employment retention discussion. National Return to Work will be celebrated annually during the second week of May. Visit our website: www.nationalreturntoworkweek.org for more information and to get involved.
About Margaret Spence, CWC, RMPE – Margaret is the author of From Workers Comp Claimant to Valued Employee – and the founder of National Return to Work Week. She is an injury management expert on a mission to help employers understand the importance of implementing proactive return to work or stay at work programs. Learn more about Margaret Spence, visit her website at www.margaretspence.com
Chase’s Calendar of Events - Brothers William D. Chase, a journalist and publisher from Michigan, and Harrison V. Chase, a university social scientist from Florida, founded Chase’s Calendar of Events in 1957. Chase’s Calendar of Events today is the most comprehensive and authoritative reference available on special events, holidays, federal and state observances, historic anniversaries and more. Each spring, thousands of new entries are submitted to join the more than 12,000 items that make up each year’s book. Each event listing (where applicable) contains contact and mailing information. There is no charge to be listed in Chase’s. Each new edition appears in late September preceding the year in question. Visit their website – www.chases.com
What do you think?
The Grim Statistics are that 80 Million Lost Workdays Due to Occupational Injury or Illness.
Lost Work Days - is a billion dollar crisis hidden in the American workforce! The National Safety Council estimates that there are more than 80,000,000 lost work days due to occupational injuries or illness. The Bureau of Labor and Statistics indicated that, 1.2 million employees lost an average of seven days due to their injury or illness.
National Return to Work Week
Press Release
www.nationalreturntoworkweek.org
National Return to Work Week is an opportunity for everyone involved in the workers compensation and disability management process to demonstrate their commitment to helping injured, disabled or ill employees stay-at-work or return-to-work. This week highlights the importance of employee retention and employee ability. What can the employee do? Verses what they can not do - Disability does not mean no ability.
“The stakes have never been higher” said Margaret Spence, founder of National Return to Work Week. “Every day we hear disturbing information about layoffs and downsizing – when company’s layoff employees, what happens to employees who are injured on the job or have illness that prevent them from find new employment. What do we do with these individuals? Are they just forgotten?”
Annually, 4.1 million employees sustain occupational injury or illness – 1.2 million have lost work days directly related to their injury or illness. Employees who are off work for more than sixteen weeks seldom return to the workforce. Employees with permanent work related disabilities are more likely to become unemployable. The unemployment rate for people with disabilities is 14.0 percent according to the Office of Disability Employment Policy. These statistics prompted, Margaret Spence to submit National Return to Work Week to Chase’s Calendar of Events last April, to her surprise it was accepted and added to the 2009 Calendar.
From a Workers Compensation standpoint – when employees are injured in the workforce there is a monetary reward mindset, a feeling that money is better than a job. This is the only system that rewards employees to stop working – even when they are capable of returning to some employment. “We allow people to join the ranks of the unemployed for the price of a pick up truck” says Spence.
While most employees who are injured immediately return to work and continue their regular job – there are far too many who we settle out of the system. These employees either move on to a new employer, sometimes repeating the cycle, or they move to the ranks of the unemployed. There is also another subset that move into the Social Security System and become permanently disabled – adding a new burden to an already over taxed system.
From a non-work related disability standpoint – once an employee becomes eligible for long term disability, there may be few options to help the employee return to gainful employment or to encourage the employer to explore job or task modifications that would allow the employee to return to work in some capacity.
“Are there other options? says Spence. “Why can’t we make an effort to implement return to work programs that retain injured or ill employees rather than discarding them from the workforce?” she added “even in a challenging economic environment return to work programs are vital. Employers are not conducting a thorough evaluation of the long-term cost of workers compensation and disability coverage in their termination or retention decisions. Many companies may emerge from the economic downturn is dire financial situations because of the decisions they are making about ill, injured or disabled employees today.”
National Return to Work Week 2009 will bring together employers, employees, treating physicians, vocational experts, insurance, legal professionals and disability providers from around the country to share best practices and exchange information to increase return to work opportunities for ill, injured and disabled employees. Together we can highlight the importance of Return to Work, Stay at Work or Transitional Duty Programs.
The NRTWW Motto - Disability does not mean no ability – injured, ill and disabled employees should not be discarded from the workforce. Nor should we create a system that rewards and allows them to discard themselves from the workforce.
For details and more information about National Return to Work Week, becoming a partner, or participating in a our virtual conference, please visit www.nationalreturntoworkweek.org
About National Return to Work Week – This week highlights the impact of not implementing proactive stay-at-work or return to work programs for ill, injured or disabled employees. It is a full week of national educational and best practices presentations aimed at bringing disability management to the forefront of the national employment retention discussion. National Return to Work will be celebrated annually during the second week of May. Visit our website: www.nationalreturntoworkweek.org for more information and to get involved.
About Margaret Spence, CWC, RMPE – Margaret is the author of From Workers Comp Claimant to Valued Employee – and the founder of National Return to Work Week. She is an injury management expert on a mission to help employers understand the importance of implementing proactive return to work or stay at work programs. Learn more about Margaret Spence, visit her website at www.margaretspence.com
Chase’s Calendar of Events - Brothers William D. Chase, a journalist and publisher from Michigan, and Harrison V. Chase, a university social scientist from Florida, founded Chase’s Calendar of Events in 1957. Chase’s Calendar of Events today is the most comprehensive and authoritative reference available on special events, holidays, federal and state observances, historic anniversaries and more. Each spring, thousands of new entries are submitted to join the more than 12,000 items that make up each year’s book. Each event listing (where applicable) contains contact and mailing information. There is no charge to be listed in Chase’s. Each new edition appears in late September preceding the year in question. Visit their website – www.chases.com
Black Employees Targeted With Racial Slurs, Fired for Complaining, EEOC Says
It still happens?!!!
What DO YOU THINK?
MARJAM SUPPLY COMPANY TO PAY $495,000 TO SETTLE EEOC RACE DISCRIMINATION SUIT
Black Employees Targeted With Racial Slurs, Fired for Complaining, EEOC Says
Courtesy of www.eeoc.gov
WHITE PLAINS, N.Y. – Marjam Supply Company, Inc., a building materials supplier, will pay $495,000 to five former employees to settle a race discrimination lawsuit brought by the U.S. Equal Employment Opportunity Commission (EEOC), the federal agency announced today.
The EEOC’s lawsuit (Civil Action No. 03-cv-5413-SCR in the U.S. District Court for the Southern District of New York, White Plains Division) charged that Marjam discriminated against African American employees in its Newburgh warehouse facility on the basis of their race by subjecting them to differential discipline and termination, creating a hostile work environment, and retaliating against employees who objected to the discrimination.
The EEOC charged that a Marjam supervisor and other Marjam employees made unwelcome racial slurs and comments. The racially hostile workplace included repeatedly calling an employee the N-word, talking about the Ku Klux Klan and referring to burning crosses in front of African American employees. An employee who complained was fired, the EEOC’s lawsuit charged. Such alleged conduct violates Title VII of the Civil Rights Act.
“Egregious racial harassment still occurs in the 21st century workplace, even though some people may think such discrimination can only be found in history books,” said EEOC Acting Chairman Stuart J. Ishimaru. “Hostile work environments are unacceptable. The EEOC is committed to vigorous enforcement of the employment anti-discrimination laws to ensure that every worker has an equal opportunity to reach his or her full potential.”
The consent decree was submitted to the district court judge for approval after the parties reached a settlement agreement in mediation. In addition to the $495,000 in back pay and compensatory damages to be paid to five former employees, the three-year consent decree includes the following injunctive relief:
* Adopting non-discrimination and complaint procedures;
* Appointing an Equal Employment Office Coordinator;
* Establishing a toll-free number for reporting discrimination complaints;
* Providing anti-discrimination training;
* Issuing a memorandum to all employees on Marjam’s commitment to abide by all federal laws prohibiting employment discrimination;
* Posting a notice about the EEOC, the lawsuit, and Marjam’s non-discrimination and complaint procedures; and
* Monitoring and reporting on carrying out the settlement terms.
“Employers must recognize that they have a responsibility to prevent racial harassment in their workplace and to take swift action to correct any discrimination when it occurs,” said Spencer H. Lewis, director of the EEOC’s New York District Office. “In addition, retaliating against employees for complaining about discrimination is unlawful and taken very seriously by the Commission.”
During Fiscal Year 2008, the EEOC received 33,937 race discrimination charge filings, up 11% from the prior year. Of the total, approximately 8,600 race charges alleged racial harassment, up 23 percent from nearly 7,000 such filings in FY 2007.
The EEOC enforces federal laws prohibiting employment discrimination.
Further information about the federal agency is available on its web site at www.eeoc.gov.
What DO YOU THINK?
MARJAM SUPPLY COMPANY TO PAY $495,000 TO SETTLE EEOC RACE DISCRIMINATION SUIT
Black Employees Targeted With Racial Slurs, Fired for Complaining, EEOC Says
Courtesy of www.eeoc.gov
WHITE PLAINS, N.Y. – Marjam Supply Company, Inc., a building materials supplier, will pay $495,000 to five former employees to settle a race discrimination lawsuit brought by the U.S. Equal Employment Opportunity Commission (EEOC), the federal agency announced today.
The EEOC’s lawsuit (Civil Action No. 03-cv-5413-SCR in the U.S. District Court for the Southern District of New York, White Plains Division) charged that Marjam discriminated against African American employees in its Newburgh warehouse facility on the basis of their race by subjecting them to differential discipline and termination, creating a hostile work environment, and retaliating against employees who objected to the discrimination.
The EEOC charged that a Marjam supervisor and other Marjam employees made unwelcome racial slurs and comments. The racially hostile workplace included repeatedly calling an employee the N-word, talking about the Ku Klux Klan and referring to burning crosses in front of African American employees. An employee who complained was fired, the EEOC’s lawsuit charged. Such alleged conduct violates Title VII of the Civil Rights Act.
“Egregious racial harassment still occurs in the 21st century workplace, even though some people may think such discrimination can only be found in history books,” said EEOC Acting Chairman Stuart J. Ishimaru. “Hostile work environments are unacceptable. The EEOC is committed to vigorous enforcement of the employment anti-discrimination laws to ensure that every worker has an equal opportunity to reach his or her full potential.”
The consent decree was submitted to the district court judge for approval after the parties reached a settlement agreement in mediation. In addition to the $495,000 in back pay and compensatory damages to be paid to five former employees, the three-year consent decree includes the following injunctive relief:
* Adopting non-discrimination and complaint procedures;
* Appointing an Equal Employment Office Coordinator;
* Establishing a toll-free number for reporting discrimination complaints;
* Providing anti-discrimination training;
* Issuing a memorandum to all employees on Marjam’s commitment to abide by all federal laws prohibiting employment discrimination;
* Posting a notice about the EEOC, the lawsuit, and Marjam’s non-discrimination and complaint procedures; and
* Monitoring and reporting on carrying out the settlement terms.
“Employers must recognize that they have a responsibility to prevent racial harassment in their workplace and to take swift action to correct any discrimination when it occurs,” said Spencer H. Lewis, director of the EEOC’s New York District Office. “In addition, retaliating against employees for complaining about discrimination is unlawful and taken very seriously by the Commission.”
During Fiscal Year 2008, the EEOC received 33,937 race discrimination charge filings, up 11% from the prior year. Of the total, approximately 8,600 race charges alleged racial harassment, up 23 percent from nearly 7,000 such filings in FY 2007.
The EEOC enforces federal laws prohibiting employment discrimination.
Further information about the federal agency is available on its web site at www.eeoc.gov.
Friday, April 3, 2009
Charging 'Retaliation,' HUD Takes Case of Disabled Renter
Is it a REASONABLE ACCOMMODATION to be allowed to pay rent late without incurring a late fee or have the rental contract change the date when rent is due WHEN YOU ARE DISABLED AND ON A FIXED INCOME (SOCIAL SECURITY)?
Charging 'Retaliation,' HUD Takes Case of Disabled Renter
Harry Tyus wanted to pay his rent. The problem was his Social Security check didn't come on time.
Each month he was a few days late, and the apartment management company for the Fairway Trails Apartments in Ypsilanti, MI, charged him a $50 late fee each time.
Tyus asked property manager Nicole Morbach if he could please pay his rent a few days late, without incurring the late fee. Morbach refused.
Tyus brought his problem to the Fair Housing Center of Southeastern Michigan, which contacted Fairway Trails, asking that they make a "reasonable accommodation" for Tyus's disability.
Nope. "Doing so would result in extending a preference," they said, and denied the request.
This was back in 2004.
From HUD's news information service:
In July 2004, when rent was not paid on time Fairway Trails Apartments started the process to evict [Tyus]. Despite the rent and the late fee being paid on July 22, Fairway continued the eviction process.
In October 2004, a Michigan court agreed that Tyus should have received the rent reset as a reasonable accommodation. The judge also ruled that Fairway Trails Limited L.P. was not entitled to a late fee for the previous two months and that the pay date would be reset.
Unhappy with the court ruling, Fairway Trails Limited L.P. informed Tyus in October 2004 that they would not renew his lease when it expired in January 2005.
Last week, HUD announced that it has charged Morbach, the management company Benchmark Management Corporation and Fairway Trails Limited, L.P. with a violation of the Fair Housing Act, for retaliation against Tyus.
According to HUD's press release, "Housing discrimination charges heard before an administrative law judge carry a maximum civil penalty of $11,000 for a first offense, in addition to actual damages for the complainant, injunctive or other equitable relief, and attorneys’ fees. Sanctions can be more severe if a respondent has a history of housing discrimination. If either party elects to go to federal district court, either party may request a jury trial, and punitive damages may be awarded."
Read HUD press release.
Posted on April 03, 2006 | Permalink
Charging 'Retaliation,' HUD Takes Case of Disabled Renter
Harry Tyus wanted to pay his rent. The problem was his Social Security check didn't come on time.
Each month he was a few days late, and the apartment management company for the Fairway Trails Apartments in Ypsilanti, MI, charged him a $50 late fee each time.
Tyus asked property manager Nicole Morbach if he could please pay his rent a few days late, without incurring the late fee. Morbach refused.
Tyus brought his problem to the Fair Housing Center of Southeastern Michigan, which contacted Fairway Trails, asking that they make a "reasonable accommodation" for Tyus's disability.
Nope. "Doing so would result in extending a preference," they said, and denied the request.
This was back in 2004.
From HUD's news information service:
In July 2004, when rent was not paid on time Fairway Trails Apartments started the process to evict [Tyus]. Despite the rent and the late fee being paid on July 22, Fairway continued the eviction process.
In October 2004, a Michigan court agreed that Tyus should have received the rent reset as a reasonable accommodation. The judge also ruled that Fairway Trails Limited L.P. was not entitled to a late fee for the previous two months and that the pay date would be reset.
Unhappy with the court ruling, Fairway Trails Limited L.P. informed Tyus in October 2004 that they would not renew his lease when it expired in January 2005.
Last week, HUD announced that it has charged Morbach, the management company Benchmark Management Corporation and Fairway Trails Limited, L.P. with a violation of the Fair Housing Act, for retaliation against Tyus.
According to HUD's press release, "Housing discrimination charges heard before an administrative law judge carry a maximum civil penalty of $11,000 for a first offense, in addition to actual damages for the complainant, injunctive or other equitable relief, and attorneys’ fees. Sanctions can be more severe if a respondent has a history of housing discrimination. If either party elects to go to federal district court, either party may request a jury trial, and punitive damages may be awarded."
Read HUD press release.
Posted on April 03, 2006 | Permalink
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