This course takes approximately 15 minutes to complete. This course is one of the most popular on the market today and there is a reason...it's simple. By covering federal sexual harassment law with a simple, no-nonsense style, the program leaves no doubt about what sexual harassment is, the behaviors that are unacceptable and the consequences of engaging in those behaviors. The course covers: Hostile environment harassment. Quid Pro Quo Harassment. The Reasonable Person standard. Gender harassment. Same sex harassment. Social networking. Sexting and harassment via email. Prevention techniques. The effect of sexual harassment on victims. Sexual harassment by non-employees. Sexual harassment outside of the workplace. Sexual orientation harassment. Retaliation The consequences of engaging in harassment And much more. The course cover the following behaviors: Making jokes or comments about a person’s physical attributes. Gossiping or spreading rumors about sexual topics. Engaging in sexual conversations that are overheard by others. The use of demeaning or offensive names such as honey, sweetie, hottie, baby, girl, boy or hunk. Viewing or posting of sexual pictures, magazines, posters, videos or images. Viewing pornographic websites or viewing pornographic material. Inappropriate remarks or jokes about a woman’s pregnancy. Unwanted flirting or repeated requests for dates. Suggestive whistling, leering, catcalls Long stares and sexually suggestive looks Using crude or offensive language This course features a full HD video and an employee quiz.
This course is one of the most popular on the market today and there is a reason...it's simple. By covering federal sexual harassment law with a simple, no-nonsense style, the program leaves no doubt about what sexual harassment is, the behaviors that are unacceptable and the consequences of engaging in those behaviors. The course covers: Hostile environment harassment. Quid Pro Quo Harassment. The Reasonable Person standard. Gender harassment. Same sex harassment. Social networking. Sexting and harassment via email. Prevention techniques. The effect of sexual harassment on victims. Sexual harassment by non-employees. Sexual harassment outside of the workplace. Sexual orientation harassment. Retaliation The consequences of engaging in harassment And much more. The course cover the following behaviors: Making jokes or comments about a person’s physical attributes. Gossiping or spreading rumors about sexual topics. Engaging in sexual conversations that are overheard by others. The use of demeaning or offensive names such as honey, sweetie, hottie, baby, girl, boy or hunk. Viewing or posting of sexual pictures, magazines, posters, videos or images. Viewing pornographic websites or viewing pornographic material. Inappropriate remarks or jokes about a woman’s pregnancy. Unwanted flirting or repeated requests for dates. Suggestive whistling, leering, catcalls Long stares and sexually suggestive looks Using crude or offensive language This course features a full HD video and an employee quiz.
This course takes approximately 20 minutes to complete, This sexual harassment prevention course designed specifically for managers covers every part of federal sexual harassment law in a simple, concise, no-nonsense manner that will leave no doubt about what sexual harassment is, what behaviors are unacceptable and the consequences for engaging in those behaviors. Additionally, the course covers the manager's role in preventing harassment and handling complaints. This course covers: Hostile environment sexual harassment. Quid Pro Quo Sexual Harassment. The reasonable person standard. Same sex harassment. Harassment that occurs after work hours. Harassment by non-employees. Harassment based on gender. Retaliation. Examples of behaviors that could lead to sexual harassment. Keeping decisions job-related. Avoiding compromising situations. Holding meetings with groups of employees or in public areas. Keeping office and conference room doors open during private meetings. Keeping conversations on job-related or non-personal topics. Limiting physical contact to a handshake. Taking sexual harassment seriously. Making the goal of a respectful workplace the top priority. Training and counseling sessions. The progressive discipline policy. Inspecting the workplace. Watching for the warning signs of unreported harassment. Encouraging employees to speak up. Reporting procedures. Confidentiality Documentation of incidents or complaints. Legal liability for managers.
This sexual harassment prevention course designed specifically for California managers covers both federal and California harassment law. The course takes 30 minutes to complete and has been designed to be part of a 2-hour California supervisor. This course covers: Quid Pro Quo sexual harassment Hostile environment sexual harassment Manager liability under California law Employer liability under California law The Fair Employment and Housing Act (DFEH) definition of sexual harassment. The reasonable person standard Inappropriate behaviors California harassment and retaliation policy DFEH complaint procedures DFEH Posters and Brochures Protecting yourself from harassment complaints Confidentiality Retaliation Disciplinary action Remediation Harassment by non-employees Making job-related personal decisions How managers can protect themselves from harassment? Taking harassment seriously Social media Educating employees Taking “all reasonable steps to prevent harassment from occurring” Lodging a complaint with the DFEH The consequences of engaging in harassment Preventing harassment This course contains an HD video and a quiz.
Conducting a legally defensible job interview requires preparation and discipline. Make sure your employees understand exactly what they can and cannot ask in interviews and avoid potential legal liability that could have a catastrophic impact on your organization. Questions to avoid: Race, color and national origin Gender, gender identity and sexual orientation Religion Marital status, family status and pregnancy Genetic information and medical history Age Arrests and criminal record Disability Affiliations Drug and Alcohol Abuse Height, weight, and personal appearance Military service Finances Residence This course also covers: The importance of an up-to-date job description. Determining essential and non-essential functions of the job. How to handle candidate interjections. Sticking to the script. Writing only job-related information in interviewing notes. Resumes and social media. Sticking to the script. Interview length. Overselling the position. The course includes an HD video and an employee quiz
E-mail and text messaging are convenient forms of communication that make peoples' jobs easier and more productive. However, with this convenience also comes great risk. This course covers all the legal risks of email, describes how email and text messaging work and details why they are not safe in many situations. This course covers: E-Mail is Permanent Once an email has been sent, it becomes a permanent record. It’s virtually impossible to erase an email. There is an entire industry dedicated to computer forensics Computer forensic experts can recover almost any email. Destroying a hard drive will not make you safe. Most organizations back up all electronic communication. Every email leaves an electronic trail on the way to its destination. Email is probably on the receiver’s hard drive Many organizations save a record of every text sent from their company phones indefinitely. E-Mail and Texts are not Private The Electronic Communications Privacy Act of 1986 makes any e-mail sent through an organization’s servers or devices property of that organization. Emails and text messages sent after work hours and away from the workplace are still your organization’s property if sent with devices owned by your organization. Emails can be subpoenaed with any litigation involving your employer Emails can be used in any employment action taken by your organization. Over a million employees have been fired or disciplined for the inappropriate use of email. Employees should have no expectation of privacy when it comes to email or text messages. The Never Send List Confidential information Insider Trading Viruses Copyrighted Information Contracts Trade Secrets Employer Policies Read and understand your employer’s emailing and texting policies. Many employers have specific policies related to your organization’s industry requirements. When used properly, e-mails and text messages can be powerful business tools. Make sure your employees can avoid the legal traps that email and text messaging present. This course includes a full HD video and an employee quiz
This harassment prevention course covers all federal law pertaining to harassment. Delivered in a simple, concise, no-nonsense style this course leaves no doubt about what behaviors are unacceptable and the consequences for engaging in them. Fully updated in 2016, this course covers the following: The Protected Groups Hostile Environment Harassment The Reasonable Person Standard Techniques to prevent harassment Bullying Harassment via text, e-mail or social media. Gender harassment Disability harassment Sexual harassment Same Sex harassment Religious harassment Pregnancy harassment Gossiping and spreading rumors Menacing, threatening or intimidating Insensitive jokes or comments Racial slurs or epithets Excluding or isolating co-workers. Using demeaning or offensive names The consequences of harassment. Harassment by non-employees like customers Retaliation And much more. The course includes a full HD video and employee quiz.
This harassment prevention course made specifically for managers, covers the critical information managers need to know to comply with federal harassment law and prevent it in the workplace they manage. This course covers: The employee groups protected by federal law. The reasonable person standard. Hostile environment harassment. Harassing or discriminatory behaviors that result in a tangible employment action. Quid Pro Quo harassment. How harassment can be perpetrated by persons who are not employees like contractors, customers and vendors. How harassment can occur anywhere that an employee represents their organization. Behaviors that lead to illegal workplace harassment. Sending offensive or harassing emails. Viewing offensive websites. Using social networking sites for harassing or offensive behavior. Verbal, physical or cyber bullying. The use of demeaning or offensive names. Gossiping or spreading rumors about co-workers. Telling insensitive jokes. Menacing looks or gesture. Sexual Harassment. Making disparaging comments about a person’s job ability. Texting pictures, messages or videos. Excluding or isolating someone from work-related activities and assignments because of a non work-related reason. Using crude or offensive language. Making derogatory comments about a person’s sexual orientation. Making jokes or comments about a person’s physical attributes Inappropriate remarks or jokes about a woman’s pregnancy. Offensive gender based comments or behaviors. The managers top priorities for prevention harassment. The manager's role in preventing harassment. Educating employees through ongoing, formal training sessions. Providing less formal counseling sessions. Reporting harassment. Watching for the warning signs of unreported harassment. Taking a harassment complaint. Confidentiality. The consequences of engaging in harassment. Retaliation. Harassment prevention. The course contains a full HD video and employee quiz.
In California, training on the California specific protected groups is required as part of the two hour sexual harassment supervisor training requirement. This course covers the topic with a video and a quiz to ensure retention of the training. This course includes training on all the protected groups in California: Race Religion- Which covers all aspects of religious belief, observance, and practice, including religious dress and grooming. Color National origin Ancestry Physical disability Mental disability Medical condition Genetic information Marital status Sex - which includes gender stereotypes such as assumptions about appearance or behavior or myths about a particular gender’s ability or inability to perform certain tasks. Pregnancy, childbirth or medical conditions related to pregnancy and breast feeding. Gender Gender identity - which is defined as a person’s identification as male, female or a gender different from the person’s sex at birth. Gender expression - Which is defined as a person’s gender-related appearance or behavior, whether or not stereotypically associated with the person’s sex at birth. Age for employees 40 and over. Sexual orientation And military and veteran status. The course also describes the types of harssment that are illegal under California law: Quid Pro Quo harassment Hostile environment harassment Harassment or discriminatory conduct that effects a tangible employment Lastly, it describes specific situations that would be considered harassment or discrimination. This course includes a full HD video and employee quiz.
This course on Equal Employment Opportunity covers all federal and state laws prohibiting discrimination in the workplace. Title VII of the Civil Rights Act of 1964 The Americans with Disabilities Act of 1990 The Pregnancy Discrimination Act The Age Discrimination in Employment Act of 1967 The Genetic Information Nondiscrimination Act of 2008 The Employment Non-Discrimination Act Uniformed Services Employment and Reemployment Rights Act The Equal Pay Act In a simple, concise, easy-to-understand manner, the course describes how employment practices including recruitment, hiring, promotions, demotions, job assignments, compensation, training, discipline and termination are covered under these Acts. The course covers the specific protections legally defined by federal law for each protected group and how protections for gay, lesbian, bi-sexual and transgendered workers fit into both federal and state laws.
This course, which features full HD video, covers how to conduct performance appraisals that are fair and legally defensible in court. The performance appraisal is full of legal landmines. Make sure that your managers are prepared for this crucial part of the performance improvement process. This program covers: Preparation Documentation & Record Keeping Performance Logs Conducting a job analysis Employee Self-Appraisals Best practices for appraisal forms Best practices for appraisal meetings Keeping appraisals objective and job related Goal setting Inaccurate Ratings
This 2018 production is a full 2-hour California Supervisor Sexual Harassment course designed to satisfy California's AB1825 requirements. California takes sexual harassment very seriously and it's vital that your supervisors become experts on the law, so they can avoid harassment themselves and prevent and respond to it among the workforce they supervise. The course contains: 2 hours of video and interactive content 78 quiz questions An AB2053 abusive conduct module. A module on the protected groups in California Content covering all the information required by the Department of Fair Employment & Housing. Hypothetical harassment scenarios that require supervisors to make decisions. An analysis of real California court cases. Coverage of all federal laws. Quid pro quo harassment Hostile environment harassment Harassment outside of the company's property and business hours How to protect yourself from harassment claims Complaint Procedures. What to do when accused of harassment
This video-based course, made specifically for retail managers and supervisors, covers recruiting, interviewing and hiring retail employees. Set in a variety of retail environments, this course will take your managers through the entire hiring process start to finish. This program is one of only a few retail specific courses on the market. The course covers: Recruiting Evaluating the application Creating an environment condusive to interviewing The legal challenges of interviewing How to discuss benefits Questions to avoid Following equal employment opportunity laws Starting the interview Open-ended questions 2-step probe Echo statements Hypothetical questions Closing the interview Reference checks Evaluating the applicant Making the job offer This course includes a video and an employee quiz.
This course details the Americans with Disabilities Act with a full HD video followed by an employee quiz. It's critical that your managers understand all of the details of this landmark legislatiion. This course simpllfies the law and covers all the aspects that your supervisors need to know. All law changes through 2017 are covered. The Americans with Disabilities Act (ADA) ADA Amendments Act of 2008 (ADAAA) Discrimination in employment practice Retaliation for asserting their rights under the ADA The ADAs definition of a disability The ADAAA’s definition of major life activities Exceptions to the ADA Discrimination due to perceptions about disability Reasonable accommodation Exemptions due to undue hardships Consulting with disabled employees Interviewing questions Essential and non-essential functions of the job Accommodating job applicants Medical examinations Employment terminations This course includes a full HD video and an employee quiz.
With AB2053, the state of California mandated abusive conduct training as part of mandatory sexual harassment training. Abusive conduct, more commonly known as workplace bullying, has a profound impact on productivity, morale, and employee retention. Organizations with an abusive conduct problem are more likely to have employee depression, higher levels of absenteeism, increased illnesses, and workplace violence. Employers with 50 or more employees are required to train their supervisors on sexual harassment for 2 hours every two years. This 50-employee standard is a companywide standard. Even if your organization has less than 50 employees in California, your California supervisors must be trained if the total number employees worldwide is 50 or more. This program defines abusive conduct under California law, lists the behaviors that are considered abusive conduct, describes the effect that bullying has on employees and outlines prevention strategies to stop bullying. This course covers the subject with an engaging HD video that details the required topics, then follows up with a quiz to make sure that your learners retained the content of the training. The course is a perfect addition to your 2-hour class to ensure your organization follows the law.
This is a Spanish version of Harassment Prevention Training for California employees. This course meets the January 1, 2020 California requirement that mandates Harassment Prevention Training for virtually ALL non-supervisory employees. The goal of this course is to recognize, prevent, educate, and address harassment in the workplace for all employees - resulting in a safe working environment for everyone. This training is a valuable tool for organizations to provide awareness, education, and competencies to help protect your workforce from all forms of workplace harassment, discrimination, bullying, and retaliation. This interactive course utilizes video, audio, animation, and engaging multi-tiered assessments to reinforce the learning in a fun and informative way. The course takes approximately 1.25 hours.
Creating and maintaining a culture of mutual respect and dignity is central to your organization’s success. To achieve this you must commit to providing a workplace that is free from discrimination, harassment, bullying and retaliation. These types of workplace misconduct often lead to such negative consequences as lowered employee productivity, diversion of organization resources, lost potential profits and reputational harm. This suite of courses helps avoid these negative outcomes by thoroughly training your managers and employees in the prevention of discrimination and harassment.
Research shows that voluntary quits are approaching historic highs, while Gallup reports employee engagement has flat-lined over the past 15 years. Low employee engagement and high employee turnover is COSTLY. We have the solution: Stay Interviews. Stay Interviews are one-on-one meetings between leaders and their newly-hired and continuing employees to improve engagement and retention. This toolkit builds the skills leaders and managers need to successful conduct Stay Interviews with their employees and build a successful Stay Plan. This Toolkit has been approved for 2 hours of continuing education credit through HRCI.
This is a 15-slide PowerPoint. Forming a coherent hypothesis is an instrumental tool when analyzing and addressing any business problem. It is a common approach used by management consultants. When evaluating any new, abstract business problem, it is wise to begin by forming an hypothesis related to the problem. A popular consulting framework for forming a hypothesis is PRICE. PRICE is used by strategy consulting firms like McKinsey, Bain, and BCG. It can be used to test a hypothesis, determine if the hypothesis is valid, and answer questions, like, Does the hypothesis make sense? Should it be discarded? Should it be reworded? This document explains the PRICE framework and provides template slides to be used in your own presentations.
This is a 44-slide PowerPoint. The Fiaccabrino Selection Process is a powerful methodology for interviewing and screening the best people for your organization. The objective is to select those people who will be the highest performers with the lowest turnover. (Whereas the methodology was originally developed for a sales organization, it can easily be modified and tweaked for other functions. In fact, it has been used for positions from Marketers to Research Scientists to Pharmacists.) In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers--the best of the best. The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate's competency across each attribute. At the end of the day, the candidate must excel across all 16 of the Humanistic Attributes. This document will also discuss common behavioral modes and includes scoring/evaluation templates that can be used during the evaluation process. The Fiaccabrino Selection Process was developed by Charles Fiaccabrino, who is also the author of this document. Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as "Mr. Roche." What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this presentation, Charles hired some of the greatest performers in the history of his company. Here are some testimonials from former executives of Roche (original letters embedded in the document): "... you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whose lives you have touched as friend, counselor, mentor, leader." -- Irwin Lerner, former CEO "All of your colleagues at Roche Diagnostics, who refer to you as 'Mr. Roche,' are quite proud of your accomplishments ... I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps." -- Patrick Zenner, former CEO "In all these years, almost 30 to be exact, I'm positive no one person cared as much or worked as hard to make Roche Diagnostics great!" -- Tom Mac Mahon, former GM * * * * * After retiring from Roche at 65, Charles has consulted for a company to help them identify qualified sales candidates. Using the Fiaccabrino Selection Process, Charles helped reduce the turnover at the company from 35-40% to 2%.