Monday, January 30, 2012

Record Number of Discrimination Charges

Legal Alert: EEOC Reports 
Record Number of Discrimination Charges
1/26/2012
Executive Summary: According to information released by the Equal
Employment Opportunity Commission (EEOC), in 2011 the agency received
a record number of discrimination charges and obtained a record amount of
relief for discrimination claimants.
In a press release issued January 25, 2012, the agency stated that it
received 99,947 discrimination charges against private sector employers in
FY 2011 (which ended September 30, 2011). This is up slightly from the
99,922 it received in 2010. Charges alleging retaliation under all of the
statutes the EEOC enforces accounted for the highest overall percentage of
private sector complaints received (37.4%), followed closely by race
discrimination complaints (35.4%). Claims of religious discrimination, while
not as numerous as retaliation and race discrimination claims, increased by
a little over 9%, which was the highest percentage of increase of any of the
charge categories.
In addition to the record number of charges received, the agency also
reported that it obtained a record $455.6 million in relief for private sector,
state, and local employees and applicants, a more than $51 million increase
from the past fiscal year. ADA charges produced the highest amount of
monetary relief among all of the statutes. According to the EEOC, the
administrative relief obtained for disability discrimination charges increased
by almost 35.9% to $103.4 million compared to $76.1 million in the previous
fiscal year.
 Employers' Bottom Line:
The increase in discrimination charges may reflect the public's increased
awareness of discrimination laws as well as increasingly aggressive
enforcement efforts by the EEOC. Additionally, the weak economy may
have contributed to this increase. The EEOC's draft Strategic Plan for
2012-2016 notes that during difficult economic times, the agency may see
an increase in overall charges as more people are laid off. With fewer jobs
available, these people may be more likely to file discrimination claims
instead of moving on to another job, as they might be able to do in a
stronger economy.
Accordingly, it is more important than ever for employers to be aware of their
obligations under employment discrimination laws, especially reasonable
accommodation obligations under the ADA. It is also essential to ensure
that any adverse employment actions are based on legitimate business
reasons and that these reasons can be verified through proper
documentation.
If you have any questions regarding this Alert or other labor or employment
related issues, please contact the Ford & Harrison attorney with whom you
usually work.




PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive or Career Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC, MCEC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Executive Director for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Tuesday, January 10, 2012

Six Marketing Fundamentals to Help Advance Your Career


Six Marketing Fundamentals to Help Advance Your Career

By Josh Braaten
Could your lack of knowledge of marketing fundamentals be holding you back in your career? Landing that dream job and even getting a raise or promotion is often as much about marketing yourself as it is having the right knowledge or experience.
At its core, great marketing conveys value of a product or service to its potential consumers. In the context of your professional life, you are the product and service, and your current and potential bosses are the consumers. Here are a six marketing fundamentals and how to apply them to your career:
  1. Develop a Unique Value Proposition - A unique value proposition (UVP) is a clear picture of what you deliver to those around you and how it helps them. For example, there are scores of Internet marketers out there, but how often do you hear of an organic content specialist with a focus on SEO, web analytics, and conversion rate optimization? Be specific about your talents throughout your resume and online profiles if you want to stand out to those looking for your passion and strengths.

  2. Have a Strong Brand Promise - A brand promise is an expression of how a brand is different within a market. For example, FedEx's brand promise is reliable shipping. Avis's brand promise is that they try harder than their competitors. Make sure the aspects of your personality that set you a part are layered throughout your online presence.

  3. Know the Persona - When preparing for interviews or performance reviews, get to know the culture of organizations by what they say about themselves on social media and their website. Align your UVP with the interests of a company to demonstrate how well you fit with the culture. It doesn't take a degree in organizational leadership to realize that you'll get more success if you speak the same language as your current or potential bosses.

  4. Perform Competitive Research - Research LinkedIn to find others in your area with similar interests and skills. Doing this helps you stand out even further because you'll know what unique blend of skills and experience you bring to the table. Tip: work the name of the job title you want into your LinkedIn profile to appear above your industry colleagues in the search results of HR recruiters and industry head hunters.

  5. Demonstrate Social Proof - Social proof is demonstrating the value of your product or service by letting others do the talking for you. Recommendations on LinkedIn, the number of friends and followers you have on social networks, and how often they engage with or share your content are all ways to let the words of others speak more about you than you could ever do for yourself. Tip: The best way to get a recommendation is to recommend someone else. Leave sincere and genuine recommendations and your colleagues will be sure to reciprocate.

  6. Personalize to Build Relationships - Use social media to get to know your boss or your potential employer. Spend some time on their profiles to get a feel for their experience, their former employers and sometimes even their favorite books. Bringing these things up in an interview setting show that you’re interested in not only getting a job, but in the person you’re talking to as well.
Many marketing degree programs today teach these important principles. Apply them to your professional life to increase your odds of landing a job or earning that raise or promotion to advance your career:
What ways have you used marketing to advance your career? Do you have any examples that support the list here?



Read more on the Simply Hired Blog: http://blog.simplyhired.com/2011/12/six-marketing-fundamentals-to-help-advance-your-career.html?utm_source=newsletter&utm_medium=email&utm_campaign=jan10#ixzz1j7dJMpAi







PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive or Career Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC, MCEC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Executive Director for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Monday, January 9, 2012

eBossWatch Launches National Sexual Harassment Registry


eBossWatch Launches National Sexual Harassment Registry

Workplace initiative modeled after FBI's National Sex Offender Registry

LAS VEGAS, July 21 /PRNewswire/ -- eBossWatch, the leading career resource that enables people to anonymously rate their current or former bosses, today announced the launch of the first ever National Sexual Harassment Registry.
The National Sexual Harassment Registry is a searchable database of people who have been formally and publicly accused of sexual harassment by their subordinates or coworkers.  The Registry is designed to be a resource to help job seekers better evaluate potential employers and to help organizations better evaluate job candidates.
"The eBossWatch National Sexual Harassment Registry sends a strong message to those intending to sexually harass their employees or coworkers that they will be publicly held accountable and will suffer serious consequences for their abusive actions," said Asher Adelman, founder of eBossWatch.  "Now anyone will be able to search our national database and will instantly know if their potential boss or job candidate has been the subject of a sexual harassment complaint."
Inspired by the FBI's National Sex Offender Registry, which tracks and provides information about registered sex offenders, the eBossWatch National Sexual Harassment Registry will enable people to conduct searches free of charge to obtain information about people who have been accused of sexual harassment in the workplace.
Caren Goldberg, Ph.D., a management professor at American University whose primary research interests are in sexual harassment, said, "If used judiciously, the Registry has the potential to help organizations minimize the likelihood of hiring a known harasser and to help applicants minimize the likelihood of taking a job at an organization where they wouldn't fit."
The National Sexual Harassment Registry is located at www.ebosswatch.com

About eBossWatch
Founded in 2007, eBossWatch is a popular career resource that helps people evaluate potential employers and avoid toxic workplaces.  eBossWatch enables people to anonymously rate their bosses in a professional and non-libelous manner.  eBossWatch is also the publisher of the America's Worst Bosses list and a news site that highlights and exposes bad bosses.
eBossWatch has been featured or mentioned extensively in the media, including on ABCNews.com, Fox News, Forbes.com, BusinessWeek.com, AOL, Monster.com, New York Post, TheStreet.com, Chicago Tribune, Orange County Register, Houston Chronicle, Seattle Times, the San Francisco Chronicle, and the Toronto Globe & Mail.
For more information, go to www.ebosswatch.com or email us at contact@ebosswatch.com

SOURCE eBossWatch
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PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching

If you are seeking an Executive or Career Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC, MCEC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Executive Director for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Saturday, January 7, 2012


Talent Edge 2020
The first report of Deloitte’s new survey series Talent edge 2020 features results from a survey that polled more than 300 global business executives across industries. The report highlights that as companies worldwide struggle to move beyond the great recession, many executives recognize the need to develop talent strategies to meet the demands of the ‘new normal’. With trends such as globalization and the aging workforce gaining traction during recession, global talent leaders are now focused on finding the right balance between economic realities and investment requirements as they position their companies for success in the next decade.
Key findings include:
  • The talent paradox is already creating key shortages: High unemployment rates have not created the talent surplus as predicted. On the contrary, many executives predict talent shortages across key business units.
  • What are your organization's most pressing talent con
    Click graph to enlarge
  • Companies are increasingly challenged to develop the next generation of leaders: With the retirement of Baby Boomers, many executives are concerned over their companies’ leadership development programs and pipelines.

  • The race for talent is global: Once-emerging markets of the pre-recession days have become the catalyst for future growth, placing tremendous demands on talent managers to get the new people in new jobs at new locations.

  • “World Class” talent leaders are pursuing a different agenda: Executives who describe their company’s talent programs as “world class” appear to have a different set of priorities and a stronger focus on long-term talent investments.

  • Companies with retention plans in place are moving beyond anxiety and taking action: Even though most executives are concerned about retention, only those companies with an existing retention plan are moving beyond anxiety and focusing on initiatives.
Deloitte’s Talent Edge 2020 longitudinal survey series will continue to track the shifts in talent strategies, trends and priorities in the months ahead. The next edition of the study will focus on exploring talent strategies, trends, and concerns from the employee perspective and will be published this coming Spring.




PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Cross-Cultural Leadership: How Misinterpretations of Dishonesty Can Destroy Team Alignment


By: Aad Boot; LeadershipWatch
When leading change, for instance in post merger integrations, leadership teams are very often confronted with cross-cultural differences. These can be corporate or national culture differences. Not dealing with these cultural differences effectively can have a serious impact on leadership teams. As executive and leadership team consultant and facilitator I have seen many situations over the years where mutual distrust seriously hindered a team’s alignment and performance. And almost every time this lack of trust was related to perceptions of dishonest behavior of fellow team members.
Honesty and dishonesty are clearly very important to us. The feeling of being confronted with dishonesty blocks our openness and decreases our level of trust. But what if our perception of another person’s dishonesty is based on misinterpretation? What if the other person is not trying to harm us at all, but simply has a different perspective on the situation? Unfortunately misinterpretations occur rather often! They can hamper leadership teams in such a way that the negative effects spread out over the whole organization.
How to avoid these false interpretations? How do they start and how can you stop them in time? Apparently they grow in a subtle way, sometimes unconsciousness. Two real life examples I witnessed:
A leadership team launched a number of transformation initiatives to improve the cross-regional collaboration between Europe, the Americas, and Asia. Each member of the team was responsible to sponsor and steer one of the task forces and to present progress and results in the monthly leadership team meeting. After three months an open clash took place in the meeting. European executives accused their South American colleague of not sharing the real facts with them. They received inside information from his task force members, information that was not in line with what he presented in the meeting. They felt he was not honest and tried to cover up facts so he could push through his plan for a new design process that he knew would not completely fit the European needs. There was a lot of emotion in the room and the atmosphere was deteriorating rapidly. Finally and luckily one of the people around the table raised a question: “Please explain ones more to us why you are not sharing all the information here, why do you keep it to yourself?” After some hesitation the reply came: “I don’t want to feed information to you of which I am not sure it will stay valid. I still remember last year when I showed my reorganization plans for the plant in Argentina and you blocked it because you believed my work was not thorough enough. I for sure will prevent that from happening again. I will tell you my plans when the task force has all details figured out. Not before.” This confession turned the meeting around. Instead of distrusting each other, the team should maybe focus more on exchanging expectations and maybe support their colleague a bit more.
Another example: an executive team that was newly formed after an acquisition (Japanese acquirer taking over a European/American company). After a few weeks the first signs of tension and distrust were showing. Western team members clinging together and forming a block against the Japanese invaders who didn’t share any of their plans and only attended meetings to be nice and friendly, but did not explain anything of the changes they wanted to roll out. When I had meetings with each team member to figure out what was going on I found out that cultural differences in how to establish relationship and openness were hindering the team. Clearly the Japanese culture was much more following the path of ‘establishing relationship first and then gradually show more openness and sharing’, where the more Anglo-Saxon oriented culture of the Western leaders was more following the path of ‘openness and sharing as prerequisite for creating a trust based relationship’ (read my earlier post on how relationships and openness can be experienced differently from culture to culture). Discussing this with the team did of course not solve the problem at once, but created a better understanding of the cultural difference and allowed the team to let go of a big part of the negative energy. They realized the situation was not caused by bad intentions, and that allowed them to discuss the way forward as a team.
These are just two examples of how easily wrong perceptions of dishonesty can lead to team conflict that will hinder the leadership team’s performance with all its negative impact on the organization. How to avoid this from happening? First of all by creating a stronger individual and team awareness for these potential misinterpretations. By developing as a leader specific cross-cultural antennas that help you to detect situations where miscommunication, misinterpretation, misunderstanding, derailment of the team, is taking place. To be able to spot these moments early enough. The following questions can maybe help as a kind of checklist for you and your team.
When dealing with perceived dishonesty and distrust, how is our team reacting?:
  • Do we by default want to believe the following two principles (until proven wrong based on hard facts)?: I believe that nobody in this team is deliberately trying to harm the others. I believe that this team consists of reasonable and intelligent people. Or do we unconsciously believe the opposite? How is this affecting our contribution to the team?
  • Do we raise open questions to better understand why and what others are saying or doing? Or do we make statements and use leading questions trying to prove our point?
  • Do we try to learn from other’s interpretation of honesty or dishonesty? Or do we believe that our perspective is the only right one?
  • Do we base our judgments on real facts? Or do we judge dishonesty mostly based on feelings and interpretations?
  • Do we believe we can be wrong in our judgment, that we missed something and misunderstood the situation? Or do we blindly trust our own judgment regardless the consequences?
  • Do we focus on the impact it has on us as leadership team and how it affects the organization? Or do we tend to focus on our personal feelings and interest?







PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Teacher Can’t Sue Church School for FEHA Violations


 A S A P ® 
A Timely Analysis of Legal Developments 
Littler Mendelson, P.C. • www.littler.com • 1.888.littler • info@littler.com 
©2011 Littler Mendelson, P.C. All rights reserved. 
December 2011 

Teacher Can’t Sue Church School for FEHA Violations 
By Helene Wasserman

A California Court of Appeal has ruled that a religious school teacher who was living “out of wedlock” with her boyfriend as they raised their child cannot state a claim against the church for wrongful termination based upon marital status discrimination. Henry v. Red Hill Evangelical Lutheran Church of Tustin, No. G044556 (Fourth Dist., Div. Three Dec. 9, 2011). 

The plaintiff taught preschool at the church school from August 2002 until her termination in May 2009. During that time, in addition to teaching preschool, she also became the Director of the preschool. Each year, she signed a document setting forth the professional expectations for teachers, which included the expectation to serve as “a Christian role model” for the students and their parents, “both in and out of school.” Indeed, when giving her weekly tour of the preschool to prospective parents, she emphasized the “Christian-based, Bible-based values of the school.” As part of the curriculum, plaintiff taught religion to the preschoolers and, once a week, attended chapel with her class. 

When the plaintiff applied for the position, she was married. She subsequently divorced. Later during her employment, she gave birth to a child fathered by her boyfriend. Prior to giving birth, the plaintiff and her boyfriend were living together, but she did not know whether the principal of the school was aware of that fact. After parents learned of and expressed disapproval over the plaintiff’s “living situation,” the school principal met with the plaintiff and asked whether she intended to marry her boyfriend. She indicated that she did, but was not sure when. Ultimately, the school terminated the plaintiff’s employment “for living with her boyfriend and raising their son together without being married.” 

The focus was the living arrangement. The plaintiff sued the church alleging that her termination was wrongfully based on her marital status, in violation of the California Fair Employment and Housing Act (FEHA), Title VII, and the California Constitution. The trial court ordered the trial bifurcated so that the church presented its defenses first. After trial, the court ruled in favor of the church, finding that the church is a religious institution and that the plaintiff’s employment was terminated because she violated a church precept. 

The appellate court affirmed. Preliminarily, the court addressed whether the church is an employer under the FEHA. The FEHA expressly excludes nonprofit religious associations from the definition 




PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Do Your Social Media Accounts Belong To Your Business? Why Worry, When There Are Safeguards You Can Take Now


December 29, 2011 by Michelle Sherman

The world is closely watching a federal case in the Northern District of California where a mobile news and reviews resource company, PhoneDog, is suing a former employee Noah Kravitz (or independent
contractor, depending on what news report you read) over who owns a Twitter account that was started in association with PhoneDog, and is now being used by Kravitz as his own Twitter account. The issues drawing so much attention include who owns a social media account – the employee who posts on it, or the employer on whose behalf the employee was posting. The other issue is what value, if any, can be placed on Twitter followers (or, by analogy Facebook likes), when social media attracts people who are portable and not "owned" by the social media account.
As will be discussed more fully below, PhoneDog does not enter court with the best of facts in order to
decide these larger issues of interest to employers and the social media community. However, the
shortcomings in PhoneDog's case are instructive in terms of steps employers should take to better
demonstrate ownership over their social media sites.

1. PhoneDog Lawsuit
The crux of the lawsuit is that Kravitz was paid as a product reviewer and video blogger for PhoneDog from April 2006 through October 2010, and that this position included posting tweets on a Twitter account called @PhoneDog_Noah. After Kravitz left PhoneDog, he changed the name of the account to @noahkravitz, and kept its followers instead of relinquishing the account and its followers over to PhoneDog as was requested of him.
On November 28, 2011, the complaint survived a motion to dismiss filed by Kravitz with the magistrate
judge allowing the claims for misappropriation of trade secrets and conversion to stand, and giving
PhoneDog leave to file amended claims for intentional interference with prospective economic advantage and negligent interference with prospective economic advantage. On the tortious interference claims, the court held that PhoneDog failed to allege how Kravitz continuing to use the Twitter account in his own name disrupted the purported relationships between PhoneDog and the Twitter users, or how it resulted in economic harm – two essential elements for these claims.
In reviewing the complaint, and what it does not allege, PhoneDog has some formidable hurdles to
prevailing on its remaining claims. For example, PhoneDog alleges that it took reasonable measures to
protect the confidential information that it loosely describes as the Twitter account password and "many
details of PhoneDog's relationships with its users that are not generally known or readily accessible to the public or PhoneDog's competitors." However, PhoneDog does not allege that it had an employment
agreement or confidentiality agreement with Kravitz that would have protected this information, or clearly stated that this information should be treated as confidential, proprietary information.

2. The Importance Of Having Written Agreements With Your Employees Concerning Use Of The
Company's Social Media Accounts In a statistical study of trade secret litigation in federal courts with issued written opinions from 1950 through 2008, it was found that employees prevailed more often than the employers with employees winning 54.1% of the summary judgment motions, and employers winning 34.7%. The study also found that while there is no bright line rule for what reasonable measures an employer must take to protect its trade secrets, the most important thing an employer can do is to have a confidentiality agreement with its employees.

3. Social Media And The Internet Present Unique Challenges To Demonstrating Something Is
A Trade Secret With the growth of the internet, we are also finding that the universe of trade secret information is becoming smaller. This would seem to be especially true in the case of Twitter followers who are on a public list that can be viewed by anyone with a Twitter account. Indeed, a federal court in the Eastern District of New York held in August 2010, that a customer list of an executive search consulting firm was not a trade secret given the fact that the list and needs of the firm's clients could be pieced together through internet searches of FX Week, Google, Bloomberg.com, and LinkedIn:
"The information in Sasqua's database concerning the needs of its clients… may well have been a protectable trade secret in the early years of Sasqua's existence when greater time, energy and resources
may have been necessary to acquire the level of detailed information to build and retain the business relationships at issue here. However, for good or bad, the exponential proliferation of information made available through full-blown use of the Internet and the powerful tools it provides to access such information in 2010 is a very different story." Sasqua Group, Inc. v. Courtney, 2010 WL 3613855 (E.D.N.Y. Aug. 2, 2010).
As the PhoneDog court held in its motion to dismiss order, PhoneDog also faces a hurdle in alleging "facts regarding how Mr. Kravitz's conduct disrupted its relationships and what economic harm it caused." It is worth noting that the complaint alleges a following of approximately 17,000 followers on Twitter when Kravitz was with PhoneDog. The account that is now used by Kravitz in his personal capacity shows followers numbering 23,578 as of December 28, 2011. In contrast, principals of PhoneDog have far less followers on their respective company Twitter accounts with the Editor in Chief, @PhoneDog_Aaron, having 12,603 Twitter followers as of December 29, 2011, and the President, @PhoneDog_TK, having only 846 as of the same date.

4. Act Promptly To Remove Employees From Social Media Accounts When You Know The
Employment Relationship Is Ending In the trade secrets study, another reasonable measure for protecting trade secrets that an employer should take is introducing computer-based protections. These protections may include requiring personalized logins and passwords for users having access to the information; monitoring their access and use of the information; and terminating access when a user no longer needs access to the confidential information or their employment has been terminated. In the PhoneDog action, the complaint is vague on who established the Twitter account, and whether the plaintiff PhoneDog had the login and password information for the account used by Kravitz. PhoneDog alleges that its confidential information included the passwords, but then alleges that it requested that Kravitz "relinquish use of the Account." If PhoneDog had the Twitter account login with password, then one of the reasonable measures that PhoneDog should have arguably taken was to change the password, and take back control of the Twitter account when Kravitz quit in October 2010.
In general, companies should to the greatest extent possible register social media accounts in their own
names or through a senior marketing person and/or social media manager if the account needs to be in the name of a person. Further, on social media accounts such as Facebook pages, where you can have more than one administrator, companies should take advantage of this option and have several
administrators. Having several administrators, and asserting control over the account, is another way to
demonstrate "ownership ownership" of the account, and also avoid some of the problems experienced by PhoneDog.
Indeed, the time gap between when Kravitz left the company in October 2010, and the filing of the legal action in July 2011 is another hurdle for PhoneDog in its case. Reading between the lines of the complaint, and theorizing from there, it appears that there may be some credence to Kravitz's argument that PhoneDog asked him to "tweet on their behalf from time to time," as reported in the December 25, 2011 New York Times article. In the complaint, PhoneDog also alleges that, "[o]n information and belief, from October 2010 and December 2010, Kravitz free-lanced for a variety of media outlets before obtaining a fulltime position with TechnoBuffalo", who is described as a competitor of PhoneDog. In other words, PhoneDog also seems to be pursuing this action because Kravitz is now working for a competitor of PhoneDog. PhoneDog does not allege that there was a non-compete agreement with Kravitz.

5. If You Have A Social Media Non-Compete Or Confidentiality Agreement With Your Employees,
Make Sure Your Intentions Are Clearly Stated. It does not appear that PhoneDog had any written agreement that would prevent Kravitz from continuing to tweet about mobile news and reviews after he left the company. If there was a non-compete agreement, or a confidentiality agreement concerning PhoneDog's purported trade secrets, then the agreement needs to be clear about what the parties intended, and the terms of their agreement. For example, a federal court of appeals held that an ex-News Corporation employee did not breach his post-employment agreement in a trade secrets case by sending 55 pages of internal documents from his former employer to a U.S. Senate staffer because the documents were mailed one day before he signed the agreement in which he promised not to disclose NewsAmerica's confidential information or disparage the company. News America Marketing v. Emmel, D.C. Docket No. 07-00791-CV-TCB-1 (11th Cir. June 8, 2011).The court's decision turned on the post-employment agreement only referring in the present tense to future acts. Robert Emmel agreed that he "will not disparage, denigrate or defame the company, " and that he "will maintain in complete confidence" the company's confidential information. The court held, "If it had wanted the agreement to cover past acts or future inaction, New America should have written the agreement to say that."

The News America Marketing case highlights the importance of having an agreement with employees
concerning their access and use of social media accounts on behalf of the company, and ensuring that the agreement clearly spells out the relationship and the parameters for it because some courts will literally interpret agreements with employees.
For further information, please contact Michelle Sherman at (213) 617-5405. (Follow him on Twitter!) 






PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

California Employers Must Comply with California Overtime Laws for Out-of-State Employees Working In California


By: Amy Komoroski Wiwi, Esq., and Joy N. Eakley, Esq. January 2012
 Assume you are a California based
employer with employees
living and working in several
states. Occasionally, employees
who neither live nor regularly work
in California perform short-term
assignments in California.
Perhaps, for example, certain
non-exempt employees attend
annual meetings or trainings in
California. When that happens,
you adjust their schedules so
that they do not work more than
40 hours in a week. They do,
however, work more than eight
hours per day while in California.
Do you have to pay them
overtime? Yes, you do.
In a series of decisions spanning the
last three years in the case of Sullivan
v. Oracle Corp., both state and federal
courts, including, most recently, the
United States Court of Appeals for the
Ninth Circuit, grappled with this and
closely related issues. The employee plaintiffs
in Sullivan were Oracle
instructors who lived and worked in
Arizona and Colorado, but who also
worked in California occasionally. They
claimed they were owed overtime for
all work performed in California that
exceeded eight hours per day or 40
hours per week.
The Ninth Circuit ultimately certified
three questions to the California
Supreme Court, so that the state
court could decide critical issues of
state labor law that would impact the
outcome of the federal court case. Last
June, the California Supreme Court
decided those questions as follows:
• “The California Labor Code does
apply to overtime work performed
in California for a California-based
employer by out-of-state plaintiffs …
such that overtime pay is required for
work in excess of eight hours per day
or in excess of forty hours per week.”
• An employer’s failure to pay
legally required overtime to its
employees as described above can
give rise to a cause of action under
California Labor Code 17200, which
prohibits “unlawful … business
act[s] or practice[s].”
• California Labor Code 17200
“does not apply to overtime work
performed outside of California
for a California-based employer
by out-of-state plaintiffs … based
solely on the employer’s failure
to comply with” federal overtime
laws. In reaching this decision,
the California Supreme Court left
open the possibility that out-ofstate
employees who are “paid (or
underpaid) in California” might have
a Section 17200 claim. The court did
not discuss what it means to be paid
“in California.”
In the Ninth Circuit’s most recent
Sullivan decision, issued December 13,
2011, it applied the state court’s ruling
to the plaintiffs in the federal case,
over Oracle’s objection that applying
California’s Labor Code to nonresidents
would violate the U.S. Constitution. The
Ninth Circuit held that the California
Supreme Court’s answers to the
certified questions were conclusive.
Also, just one day after the Ninth
Circuit ruled, another federal court
in California applied the decision and
held that the location of payment
issue, referenced in passing by the
 California Supreme Court, should not
affect the outcome of an overtime
claim for employees who have never
worked in California. In Wallace
v. Countrywide Home Loans,  the
Central District of California – citing
the line of Sullivan  decisions –
stated that “a singular focus on the
 location of payment of nonresident
employees by a California-based
employer would lead to absurd
results.” However, neither Sullivan
 nor Wallace  determined whether the
location of payment would affect the
outcome of an overtime suit brought
by nonresident employees who
occasionally worked in California for a
California-based employer, but whose
claims related solely to work performed
outside of California. Although all
other issues raised in the Sullivan  case
seem to be settled now, we can expect
to see more litigation on this remaining
“location of payment” issue.
 Finally, although the question was not
before the court, employees working
for employers not based in California
are likely to argue that they too should
be entitled to overtime for all hours
worked in excess of eight in each
day they perform work in California.
Although the California Supreme
Court’s decision might be viewed as
 supporting that argument, the decision
was specifically limited to the Sullivan
 facts and involved a detailed choice of
law analysis. Before ruling on Sullivan’s
 applicability to employees of an out-ofstate
employer, a court would have to
perform a similar analysis based on the
specific facts of the case.
What is the bottom line?
• If you are a California-based
 employer with out-of-state
employees who occasionally
perform work in California, you
must pay them overtime according
to California state overtime laws for
all work performed in California.
Unclear at this time is whether the
location of payment might create
additional obligations relating to
out-of-state work and, if it does,
what it means to pay an employee
“in California.”
• If you are a California-based
 employer with out-of-state
employees who never work in
California, you must pay them
overtime according to federal or
applicable state law, not
California state law.

If you have any questions
about the Sullivan v. Oracle
Corp. decision, please call Amy
Komoroski Wiwi or Joy N. Eakley
at 973.597.2500. We also would
be pleased to provide you with
assistance with respect to other
employment practices and
workplace compliance issues.


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973 597 2500
© 2012 Lowenstein Sandler PC. In California, Lowenstein Sandler LLP.
www.lowenstein.com
Lowenstein Sandler makes no representation or warranty, express or implied, as to the completeness or accuracy of this Client Alert and assumes no responsibility to update the
Client Alert based upon events subsequent to the date of its publication, such as new legislation, regulations, and judicial decisions. Readers should consult legal counsel of their own
choosing to discuss how these matters may relate to their individual circumstances.
LOWENSTEIN SANDLER PC CLIENT ALERT
EMPLOYMENT
California Supreme




PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Resolve To Be A Better Manager


Fisher & Phillips LLP



Resolve To Be A Better Manager 
By Tillman Coffey 
(Labor Letter, January 2012) 
With every new year, millions of people resolve to make positive changes in their personal lives. Some even resolve to change how they "roll" at work. For owners, managers and supervisors, the fresh-start aura associated with the beginning of every new year is the perfect backdrop for making positive changes that may help them become better, more effective, and respected leaders. 
If you are interested in making a few small changes that could have a major impact on you and others, below are a number of simple resolutions for your consideration. Don't worry, the list doesn't include diets or exercise. 
Follow The Golden Rule 
Simply stated, always treat your employees the way you want to be treated, a concept most of us learned as children. No one enjoys being ridiculed, embarrassed, humiliated, unappreciated, abused, or bullied by their bosses, nor would they want the most important person in their lives to be subjected to treatment of this kind. Relatively few employees respond positively to a management style that includes such tactics. 
Given these realities, why would anyone manage others this way? It's funny how we readily see the problems with this management style when it's others using it or we are the "victims." If your employees could legitimately consider themselves to be your "victims" in this regard, step back and consider a different, perhaps kinder and gentler approach. Treating your employees the way you want to be treated should pay immediate and lasting dividends, even in a bad economy. 
Say "Thank You" 
How can something so simple be so hard and rare? You learned as a child to say "please" and "thank you." These basic manners are as relevant and important now as they were when you first learned them. Who doesn't want to hear "thank you" or know that their efforts are appreciated? You do, right? 
So do your employees. No matter how much money they make or what benefits they have, most employees want to know that someone recognizes their contributions on a personal level. 
Simply saying "thank you" with words or with words accompanied by actions (e.g., donuts, lunch, announcement, ceremony) almost always produces a greater return to the manager and to the company. Employees who feel that their manager (who usually is "The Company" to them) appreciates their efforts usually are more loyal and more willing to go that extra mile if needed. And, employees who feel appreciated are less likely to be problem employees, more likely to show up for work as scheduled and do their jobs, and are more likely to bring their concerns, when they have them, to their manager rather than a third party. 
Get To Know Your Employees 
No, not in an inappropriate way but in a way that lets your employees know that you are interested in them as people. Managers who create a connection with their employees often are more successful on many levels and often have better, more loyal employees. One way to create that connection is to know some basic personal information about your employees, that surprisingly many managers don't take time to learn. 
For example, knowing your employees' first and last names, their significant others' names, their children's names, and maybe some of their outside interests indicates that you see them as people and not just as workers. Knowing this basic information allows you to have a safe personal conversation about something important to your employees and may create a connection and a sense of loyalty that may otherwise be missing. Your employees will take notice and should respond positively. 
Keep The Door Open 
There are times when almost every employee has concerns and needs to talk to someone about those concerns. The person could be you or, alternatively, someone who doesn't have everyone's (yours and the company's) best interest in mind. Don't you want a workplace environment in which your employees come to you first and give you the opportunity to address their concerns? Of course you do. The fact that your handbook has an "open door" policy doesn't ensure you will get that opportunity. Your words, actions, and track record in dealing with employee issues are likely more important than the words of the policy. 
If you have not discouraged your employees from bringing their concerns to you and you have demonstrated a willingness to listen and take appropriate action, your employees likely will give you that first opportunity. On the other hand, if you have implicitly or explicitly communicated or demonstrated to your employees that complaining to you or anyone else in the company may put their jobs in jeopardy or that complaining is a waste of time, you may be creating serious risks and problems for your employer and you personally. The investment of time it takes to do the right thing is microscopic compared to the time it will take to address problems created by a short-sighted approach of discouraging internal problem solving. 
Ask For Help 
No one knows or is expected to know all the answers to employee questions or the best way to address all employee problems and concerns. The key is knowing what you don't know and learning whom to ask. As Clint Eastwood famously said, we all have to know our limitations. There are layers of laws and regulations governing the employer-employee relationship and they are constantly changing. Additionally, your company likely has numerous rules, policies, and procedures, with the proper application of each likely dependent upon the unique circumstances of the situation. Staying abreast of all this information in addition to performing your primary job duties is difficult, if not impossible. 
But the degree of difficulty is not a pass to ad lib. The risk of bigger problems is too significant for you to be guessing about what to do. Likewise, adopting a strategy of asking for forgiveness instead of permission so that you don't run the risk of being told that you can't do what you want to do carries significant risks. And, the risks are too high to let your ego prevent you from asking for help. There is no shame in not knowing all the answers. There is shame in not asking for help when you don't. Knowing your limitations and asking for help demonstrates strength, not weakness. 
Follow The Rules 
You must set the example for your employees, and they expect you to. Your words and actions likely have more impact on your employees' compliance with rules and standards than anything else. Simply put, your employees take their lead from you. If you ignore and violate the policies, rules, and procedures, you are signaling to your employees and perhaps to the world that these policies, etc., are not important to you and, in turn, the company, but are simply window dressing. 
The results are predictable. If you tell your employees to get to work on time but you are always late, your message is hollow. If you (or the handbook) instruct your employees to refrain from engaging in various types of conduct, harassment for example, but you engage in that very conduct, what's the message you're sending to your employees or to any third party who may become involved? Managers who ignore the conduct rules often create legal problems for themselves and their employers. Many employee legal claims are based on a manager's conduct that is, in almost all cases, contrary to company policy. Leading by example and following the rules are two of the most important things a manager can do. 
Enforce The Rules 
Most experienced managers realize that their employees expect and want them to enforce the rules and standards even if the manager has to take disciplinary action against those employees who are not doing what they are supposed to do. Most employees do their jobs and expect their co-workers to do theirs. When managers don't enforce the rules, they often lose the respect of the good employees who follow the rules. A manager's failure to enforce the rules has the effect of lowering acceptable standards for everyone and creating risks for discrimination claims. 
For example, if the posted starting time is 8:00 but one or more employees regularly arrive late with no consequences, the new starting time is the latest time you allow any employee to start work without negative consequences. In other words, the lowest level of performance you accept becomes the standard for everyone doing that job. If you attempt to enforce different standards for employees 
doing the same job, your actions may give rise to claims of discrimination. Moreover, managers who fail to act for fear of creating a legal problem or because they do not know what to do often create the very problems they were trying to avoid. 
Reset Expectations 
If you have been lax in enforcing the rules and standards but want to make a change, you can and should do so now. The beginning of the new year provides the perfect backdrop for pushing the reset button. Simply meet with all your affected employees and explain the "new world order" to them, which may only be a return to some prior standard that has not been enforced recently. You can tell your employees that you accept responsibility for the lax enforcement in the past and, as such, everyone has a clean slate. But going forward on a date certain, the expectations will be different. Document the meeting and consistently enforce the new/old standard after the "change" becomes effective. 
Be Consistent 
Employees want and expect to be treated in a consistent manner when the circumstances are the same or similar. Employees also want to know what is expected and acceptable. Knowing the parameters of expectations is comforting to employees and helps everyone achieve the ultimate goals. If everyone understands that 8:00 really means 8:00, then most employees will be there. Consistent treatment of employees also helps lower the risk of discrimination claims, the vast majority of which are brought when employees in similar situations are treated differently. Consistency establishes expectations and acceptable behavior. 
Document Your Actions 
Almost everyone has heard: document, document, document. Still many fail to do so. This common failure is often attributable to a personal lack of time or uncertainty about how to do it. It's often said that if it is not in writing, it didn't happen. In most cases it did happen but the lack of documentation reduces the situation to a credibility contest between the manager and the employee. That credibility determination may be made by persons more aligned with your employees than you and the company. 
Taking the time to document conversations, disciplinary actions, and expectations at the time the events occur is usually the company's and your best evidence in the unemployment compensation arena and in a variety of other forums. The existence or absence of proper documentation often is the difference when challenges arise. Moreover, documenting your expectations and the possible consequences if they are not met signals to your employees that the matter is serious and changes are expected. 
No Retaliation 
The law protects employees who make good faith complaints about discrimination, harassment, their pay, and safety issues, among other things. Retaliation is a natural reaction when someone believes they have been falsely accused of something. Don't let your emotions rule the day. 
An employee who alleges discrimination and retaliation may lose the discrimination claim but prevail on the retaliation claim if it appears that the company took action against the employee for making a good faith complaint. Before taking action against someone who has made a complaint, take a deep breath and ask for help from someone with no emotional involvement. 
Think Before Sending Emails And Text Messages 
Emails and text messages have taken the place of face-to-face and many telephone conversations. With all the benefits of this technology, managers must be mindful that these communication methods can create the most damaging "smoking gun" evidence in an employee dispute. As technology becomes more and more a part of everyday life, managers tend to relax and say things in emails and text messages that they would never say to someone's face or would never say if they knew others would find out about it. 
Unfortunately, many forget, don't realize, or simply are not thinking when they send an electronic message that will reside on someone's hard drive, if not in hard copy, long after it was sent. For this reason, before sending any email or text message or similar type communication, ask yourself ‘would I want this email or text to appear on the front page of the newspaper or to become part of a news story' or ‘would I want my mother or significant other to read it.' If not, hit delete. 
These tips are not earth shattering and should not be new to anyone reading them. Nevertheless, these rather simple and common sense suggestions should help you start the new year on a very positive note. Hopefully, your employees will not be suspicious if the New Year brings a New You. 
For more information contact the author at tcoffey@laborlawyers.com or (404) 231-1400. 



PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities