What to do when sexual harassment comes calling

Article Abstract:

Employers should not make the mistake of thinking that they are safe from lawsuits just becausetheir sexual harassment programs have succeeded in discouraging unwelcome sexual conduct within their organizations. According to the Title VII of the Civil Rights Act of 1964, they are liable for their employees' sexual behavior wherever the latter may be. This means that employers must adopt measures to ensure that their employees are not harassing people outside the workplace or are being harassed by outside vendors or clients. Third-party sexual harassment is specifically prohibited under the amended version of Title VII, which defines sexual harassment as unwelcome sexual conduct which unduly interferes with the harassed employees' work performance or threatens their employment or career development.

Management, Prevention, Work environment, Sexual harassment, Sex roles, Sex role in the work environment

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Team training goes outdoors

Article Abstract:

Some companies are expanding the team training concept by providing outdoor training. Companies spend one-half of one percent of their training and development budgets, or over $227 million, on outdoor training, also known as experiential training and wilderness-based training. Companies should clarify the corporate objective and evaluate employees in terms of physical capability before sending employees to an outdoor training program. The barriers to effective outdoor training include a long history of working together, and peer pressure. Some employees feel that outdoor training does not provide any benefits, but many companies believe that outdoor training is making an important contribution element to the success of work groups.

Methods, Usage, Employee training, Wilderness survival, Experiential learning, Outdoor education

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The Golden Arches provide golden opportunities

Article Abstract:

McDonald's Corp. has trained and hired over 9,000 mentally and physically disabled employees since 1981 through its McJobs program. Twenty-two states and 47 restaurants are involved in the McJobs program. McDonald's receives either state funding or a flat fee for training workers. The training program concentrates on the abilities that the workers have, rather than the activities they are not capable of performing. McJobs' job coaches work with local vocational rehabilitation centers to identify potential employees. The job coaches work with the employees during the orientation stage, and the store management team begins supervising the employees after about six weeks of training.

Eating places, Fast food restaurants, Training, Employment, Disabled persons, McDonald's Corp., Mentally disabled persons

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