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Bulletproof Workplace Investigations
- Employer obligations for dealing with complaints in the workplace
- Effective policies and procedures
- Key planning steps to be undertaken at the outset of an internal investigation
- Who should be kept informed about an investigation at each stage
- Who should be involved and what skills sets are required
- Are employee hotlines worthwhile
- The investigator’s role in the process
- Tools to help the computer aspect of evidence-gathering
- Interviewing the various players
- Investigation tactics and common mistakes to avoid
- A discussion of fairness
- Understanding how to decide the outcome of an investigation
- Writing the report
Overview of the webinar
Internal investigations are a vital part of a security program. It's a serious matter when an employee is alleged to be violating company rules. So-called 'insider threats' (employee to employee) can cause as much damage as thieves outside. These threats come in many different forms and employers have a duty to investigate certain complaints, including harassment, discrimination, potentially violent employees, criminal violations and policy violations. In fact, to not investigation will be seen by a court of law as a form of retaliation on the part of the employer, even if the employer found out about an issue due to a notice of complaint levied by an employee with the EEOC.
Internal investigations aim to uncover the truth about alleged misconduct within the organization and to document findings proving or disproving an allegation should it be needed at a future time. But a good internal investigation must do so without compromising the relationship with innocent employees or unnecessarily damaging anyone's reputation. That calls for good planning, consistent execution, analytical skill, sensitivity and a solid grasp of the legalities involved. In this webinar, we will the breadth, depth and application of a solid workplace investigation process you can use to ensure not just compliance, but a fair and equitable outcome as well.
Who should attend?
The knowledge and information shared in this session are of particular benefit to:
- Managers
- Supervisors
- Leaders
- Human Resource Professionals
- Shift Leaders
- Corporate Policy Makers
- Business Executives
- Compliance Officers
- Auditors
- Information Security and Management
- IT Personnel
- Senior Management
- Operations Professionals
- Human Resource Professionals and others with a vested interest to ensure a cost-effective and comprehensive records management program
Why should you attend?
The number of charges filed with the Equal Employment Opportunity Commission (EEOC) is once again climbing, according to newly released litigation and enforcement statistics for FY 2015. During the past fiscal year, 89,385 charges were filed with the agency, up slightly from the 88,778 charges filed the previous year. The largest number of charges filed with the agency since FY 1997 - the first year the agency started compiling such data - is 99,947 charges filed in FY 2011. Charge numbers had steadily declined since that time until this year. In total, the agency was able to secure more than $356 million through voluntary resolutions (mediation, conciliation, and settlements) and other $65.3 million for charging parties through litigation. The agency's litigation and enforcement statistics provide insight into the types of discrimination claims employees are filing, as well as where the commission is focusing its resources. For FY 2015:
- 44.5% (39,757 out of 89,385) of the claims filed involved allegations of employer retaliation
- Retaliation claims stemming only from alleged Title VII violations amounted to 35.7% (31,893) of all claims filed
- A similar number of charges alleging race discrimination (31,027, or 34.7%) were filed during this time
- Notably, claims of disability discrimination reached a record high this past year. A total of 26,968 such claims were filed, representing 30.2% of total charges
- With respect to discrimination lawsuits, the agency resolved 92,641 charges in FY 2015
- The commission also resolved 171 actions, including 155 merits lawsuits
These statistics tell us that vigilance and prompt action in the form of a well-targeted internal investigation should be the order of the day when an employer discovers information suggesting possible wrongdoing or misconduct on the part of a present or past employee of the organization internally before the complaint hits the external watchdogs. But employer beware, a bad investigation is viewed by both the EEOC and the courts as no investigation at best and derisive at worst. If the agency’s fiscal reports tell us anything, not all claims go to court, but all claims spell trouble.
Faculty - Miss.Cathleen Hampton
Cathleen Hampton has more than 25 years of experience as a human resources professional providing subject matter expertise and consulting services in areas of risk and compliance, work force planning, and human capital strategy. She has a unique ability to analyze operations for risk and help maneuver cultural practices and compliance enhancements that increase organizational outcomes. She is a well-known speaker noted for presenting best-in-practice solutions focused on talent retention and operational strategies that outpaced major completion through strong and decisive business leadership.