Source: http://telioslaw.com/content-index/policies-training?format=feed&start=10
Timestamp: 2017-06-28 17:23:36
Document Index: 248709234

Matched Legal Cases: ['art 2', 'art 2', 'art 1', 'art 9', 'art 8', 'art 6', 'art 5', 'art 4']

Search Published in Social Networking Part 2: Your Policy and Changes in Social Media Law Mission organizations are heavy users of various forms of social media. With personnel, offices, and supporters in multiple time zones, social media makes sense. It has advantages and dangers. The law on social media is developing fast. Read more... Published in Employment Law What Public Administrators Can Learn from the Catholic Scandal Mr. Barth believes that public administrators can learn a great from the abuse scandal in the Catholic Church, given that the guiding principles for large bureaucracies are similar to the large religious organization. He wrote a great article called “Crisis Management in the Catholic Church: Lessons for Public Administrators.” Read more... Published in Clergy Sexual Abuse Passing on the Pastor: Sexual Abuse and Public Statements About Ministerial Qualifications If a religious organization believes that a minister or other employee has engaged in inappropriate sexual behavior, what responsibility does it have to notify others? How does child sexual abuse change the rules for normal termination procedure? Those who become victims of that person insist it is the organization’s duty to share that information. Employees who have been terminated for such behavior say sharing such information is a breach of confidence amounting to defamation. Read more... Published in Employee Discipline and Termination Employee Discipline and Termination - Part 2: Maintaining workplace trust Brent, your question about the “march the employee out the door” termination raises a couple of interesting points, and follows on from a thought-provoking discussion I had with a colleague who works in the large corporate setting. Read more... Published in Employee Discipline and Termination Employee Discipline and Termination - Part 1: Dealing with sudden termination trauma When you do fire someone, how do you deal with the trauma of sudden termination? I want to speak as a caregiver about something I have observed. Sometimes, we have to fire staff without warning. In the typical scenario... Read more... Published in Investigations, Whistle-Blowing, and Retaliation Part 9: What Happens With the Retaliation Lawsuit? Our question today is, how do you avoid a retaliation lawsuit? The original complaint doesn’t have to have merit. It could be wrong or ill-conceived. It is still going to be difficult to get a claim of retaliation dismissed. You are going to have to show a non-retaliatory business reason for the termination... Read more... Published in Investigations, Whistle-Blowing, and Retaliation Part 8: Investigations - Who is the Real Culprit or Root of the Problem? Moving an investigation along in a timely way and addressing concerns are important. And the investigation should not begin with assumptions of anyone’s innocence or guilt. It should be possible to show reasonably how the results were reached. If accusations are fabricated... Read more... Published in Investigations, Whistle-Blowing, and Retaliation Part 6: What Reports or Observations Trigger an Investigation In our hypothetical, Tom and Sally reached out and made allegations to the mission leader. It seems fairly obvious this should have triggered an investigation. But we probably want to spend more time thinking about how investigations get started. When should you investigate? A number of situations may call for an investigation. Read more... Published in Investigations, Whistle-Blowing, and Retaliation Part 5: It Really is About Confidentiality and Trust in the Investigation In your hypothetical, there is already a lack of mutual trust. Tom and Sally are seen as being perpetual complainers. And your mission leader isn’t consistent. He “usually” investigates and doesn’t have a methodical approach. So what do complainants have the right to know about the progress of an investigation and what is the effect of trust issues with leadership? Read more... Published in Investigations, Whistle-Blowing, and Retaliation Part 4: Complaints, Protection, Confidentiality and Trust I can see where if you deal with complaints in a regular process, and document them, it makes for good protection. Two comments, though, one about confidentiality, and one about trust. In a perfect world, people see leadership as benevolent, compassionate, trustworthy (don’t laugh! I am going somewhere with this!). However, the reality is that we each project our own ... Read more... Subscribe to this RSS feed