Alan Crone

What a great question. What a great question. Employment law compliance is not just good legally, it's good business for precisely the reason that you're talking about. And I think, again, it requires some thought and attention. Well, first of all, the employment laws are not written to make you a better business. to make you more profitable or anything else.

What a great question. What a great question. Employment law compliance is not just good legally, it's good business for precisely the reason that you're talking about. And I think, again, it requires some thought and attention. Well, first of all, the employment laws are not written to make you a better business. to make you more profitable or anything else.

The employment laws are written to give minimal amount of protection. And when I say minimal, I mean minimal amount of protection to certain workers in certain circumstances. But there's a way to take those requirements and supercharge them for business.

The employment laws are written to give minimal amount of protection. And when I say minimal, I mean minimal amount of protection to certain workers in certain circumstances. But there's a way to take those requirements and supercharge them for business.

One of the things overall that Title VII of the Civil Rights Act of 1964 brings is this idea that you have to treat everyone the same, that you can't have discrimination, that you can't have harassment. You know, not harassing your employees is good business.

One of the things overall that Title VII of the Civil Rights Act of 1964 brings is this idea that you have to treat everyone the same, that you can't have discrimination, that you can't have harassment. You know, not harassing your employees is good business.

Again, if you take that and you take it to heart and you say, okay, how can we take this legal requirement and supercharge it into making our business better? And so one way you can do that is to, you know, take that, those trainings that, that right now are kind of pro forma, you know, watching a video of some guy come over and say something inappropriate to some woman and,

Again, if you take that and you take it to heart and you say, okay, how can we take this legal requirement and supercharge it into making our business better? And so one way you can do that is to, you know, take that, those trainings that, that right now are kind of pro forma, you know, watching a video of some guy come over and say something inappropriate to some woman and,

Okay, what should they do now? That sort of thing. To go on beyond and talk about awareness of body language and sexual cues and all of these things. What is appropriate and what isn't appropriate in the workforce and turn that into a communication opportunity.

Okay, what should they do now? That sort of thing. To go on beyond and talk about awareness of body language and sexual cues and all of these things. What is appropriate and what isn't appropriate in the workforce and turn that into a communication opportunity.

Progressive discipline, essentially this notion of getting written up and then you have a warning and then, you know, that you get an opportunity to change or correct your behavior before, you know, something bad happens to you. what the law calls an adverse employment action, right? You should have that be not progressive discipline, but progressive training.

Progressive discipline, essentially this notion of getting written up and then you have a warning and then, you know, that you get an opportunity to change or correct your behavior before, you know, something bad happens to you. what the law calls an adverse employment action, right? You should have that be not progressive discipline, but progressive training.

So, you know, the law doesn't say that you have to have progressive discipline, you know, that you have to have three strikes and you're out, that sort of, that's just something that's kind of evolved.

So, you know, the law doesn't say that you have to have progressive discipline, you know, that you have to have three strikes and you're out, that sort of, that's just something that's kind of evolved.

If it's clear on the face of your communication, your lexicon, what you do from the moment that you begin to discipline or coach or train or whatever you want to call it, that the real goal is not to set you up to be fired, but is to give you every opportunity to succeed.

If it's clear on the face of your communication, your lexicon, what you do from the moment that you begin to discipline or coach or train or whatever you want to call it, that the real goal is not to set you up to be fired, but is to give you every opportunity to succeed.

At the end, you can either show demonstratively that either you just didn't have the capacity to do what was right, or you didn't have the

At the end, you can either show demonstratively that either you just didn't have the capacity to do what was right, or you didn't have the

willingness, then that becomes a pretty clear signal to everybody, the employee, management, and a judge or jury later on, if it becomes to that, that the company did everything it could to salvage the relationship, make the person successful, and they just weren't able to do it. I tell people, look, I can tell you how to never get sued for an employment violation. Very easy, never fire anyone.

willingness, then that becomes a pretty clear signal to everybody, the employee, management, and a judge or jury later on, if it becomes to that, that the company did everything it could to salvage the relationship, make the person successful, and they just weren't able to do it. I tell people, look, I can tell you how to never get sued for an employment violation. Very easy, never fire anyone.