A recent article in the California Labor Employment Law Review discussed the dos and don’ts of using HR experts in trial. Here’s a list of “appropriate” uses:
- Common techniques of employee screening and selection.
- Methods of employee evaluation.
- Techniques for selection of employees for promotions.
- Operation of seniority rules in a unionized workforce.
- Processes for employee discipline.
- Adequacy of policies prohibiting harassment and procedures for reporting it.
- The “interactive process” of accommodating an employee with a disability.
- The reasonableness of a proposed accommodation in a specific business context.
- Adequacy of investigations into workplace misconduct or “whistleblower” complaints.
- Management of employees with work-related illnesses or injuries.
- Design and application of employee compensation and benefit plans.
- Design and application of ethics codes.
What you are doing to bring this level of expert knowledge into your company proactively – thus avoiding the need for an expert at trial?
