Yes, I would recommend investigating the allegations even though the accusing employee has left the organization. If your investigation shows that harassment occurred, I would recommend taking disciplinary action as appropriate.
Federal law obligates employers to prevent or stop unlawful harassment. Harassment happens when behavior is unwelcome and based on a protected class such as race, gender, age, religion, national origin, or disability. It becomes unlawful when it is severe or pervasive enough to create a hostile work environment. In this case, since you’ve been made aware of alleged sexual harassment, failing to investigate the allegations could invite risk, especially if
The workplace – whether it’s an office, a salon, a restaurant, or a medical facility – is full of complexity. And many of those complexities are managed by the Human Resources Department. Sometimes the HR Department is a team of people with deep expertise, but often it’s one person who wears many hats in the organization and has no formal HR training. If your HR department looks more like the latter, and you could use a little help keeping it all together, we recommend the following three practices:
Inventory who is doing whatBecause HR covers so many different tasks, those tasks are often assigned to different people in the organization. It’s common for owners, managers, and o
Have you considered conducting background checks as part of your hiring process? The practice is fairly typical in the banking and financial services industries, as well as with those who work with children, the elderly, or people with disabilities. If you’re wondering whether you should do so as well, check out our overview of the process below.
Identify the business reason for conducting pre-employment background checksBackground checks add time and expense to the hiring process, and they can create risk, so if you’re thinking about conducting them company-wide or for specific positions, you should have a business reason for doing so. In short, you should know why you
It’s not uncommon for organizations to have a policy against rehiring former employees. This sort of policy makes perfect sense with respect to troublemakers, poor performers, or others who left under a dark cloud. It’s also understandable given that companies invest a lot of money training and developing their people, and employees who go elsewhere take that investment with them, sometimes to a competitor.
But times have changed, and expectations with them. Few employers these days expect employees to stick around for many years. Most know that employees will move between employers multiple times over the course of their career and that many of them will even change careers entirel
The recipe for workplace conflict is decidedly simple: bring two or more people together and assign them a task. Unless the stars have aligned in your favor, there’s going to be some cause for disagreement between them, and if conflict ensues, their ability to cooperate will suffer.
Regrettably, too often employers tolerate unresolved conflict because it isn’t a legal matter with potential fines, they’re busy with other things, they don’t know how to manage it, or because doing so is sure to be uncomfortable. But unresolved conflict is one of the most dangerous threats to an organization because it prevents people from collaborating and working efficiently, and successful teamwor