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The Fraser Group, LLC

Measurable Solutions

Management Training

Personnel Law for Managers and Supervisors

As a successful member of your organization you have finally been rewarded with the title of manager or supervisor. For what may be the first time, you're involved in hiring, firing, disciplining, promoting, directing, considering requests of leave and dealing with dozens of other employee issues. However, the one thing the organization has not done is to prepare you for carrying out responsibilities "legally". State and government regulations must be understood and followed. With workers concerned today (more than ever) with their job tenure and rights and willing to take their perceived grievances and complaints to court, understanding the legal requirements placed on the employer is no longer the job of "HR". The risk to the organization is high and may become personal when the manager or supervisor is personally named in a lawsuit.

 

This session examines :

  • The key definitions of discrimination
  • The historical context behind and the details of the major anti-discrimination laws of the United States:
  • The Civil Rights Act of 1866
  • Title VII, 1964
  • The Age Discrimination in Employment Act of 1967
  • The Rehabilitation Act of 1973
  • The Vietnam Veterans Act of 1974
  • The Civil Rights Act of 1991
  • The Pregnancy Discrimination Act
  • The Americans with Disabilities Act
  • Sexual Harassment
  • The Uniformed Services Employment and Reemployment Rights Act
  • The laws governing compensation:
  • Overtime and the Fair Labor Standards Act of 1938
  • Vacation
  • Last Paycheck
  • At-Will Employment
  • Leave:
  • Disability Leave
  • Family and Medical Leave Act
  • Workers Privacy:
  • Employment Records
  • Internet Usage
  • E-mail
  • Electronic Surveillance
  • Searches

Dealing with Ineffective Employee Behavior

Poor performers with negative behavior patterns suck the energy, productivity and effectiveness out of an organization. They hurt morale, waste your time and drive turnover.


In this session you'll learn the communication and behavioral skills that result in your employees' confidence, respect and trust in you.


The session will take a step-by-step approach to the discipline process, from recognizing the problem/behavior, to intervention strategies and performance improvement planning to termination.


This session will :

  • Put a face on the difficult employee
  • Look at why employees don't, won't or can't do their job
  • Look at the difference between attitudes and behaviors
  • Examine the three critical tools available to the manager as they deal with the difficult employee
  • Identify positive intervention techniques for turning performance problems around
  • Define the discipline conference
  • Overview what to do when the employee has decided to "self terminate"

In addition, each participant will also explore their own interpersonal style used when working with their team and their own interpersonal style that drives their leadership style. During this session, each participant will conduct a personal assessment that identifies his or her own interpersonal style. Are you:

  • Targeted and a Driver
  • Enthusiastic and Expressive
  • Accommodating and Amiable
  • Meditative and Analytical

The outcomes of the assessment will identify the needs and fears of each interpersonal style.


Each participant will also conduct a personal assessment of his or her leadership style. Are you:

  • A Warrior
  • A Cheerleader
  • A Human Computer
  • A Lamb

Based on the outcomes of assessments, the participant will learn the leadership skills they need to develop.