In order to prevent any equal opportunity law suits I must ensure my aging work force is not being discrimitaed in the organization. The organization is growing but my job description on O*net has not been updated in quite some time. TO ensure the organization is attracting the right talent it is imperative that the skills necessary are listed in the Job description. As we move through the technological age more and more digital skills are necessary which the older baby boomers and generation X may not be able to adapt to. In order to attract the necessary talent the job descriptions must be updated on Onet. Usiny the Onet Content Model the major domains that must be changed to reflect the need for millennials would be experience requirements, worker characteristics, worker requirements, occupational recuirements, workforce characteristics, and occupation-specific information. Chances are the information listed does not include actions the organization is facing today. New and improves equipment may not be on the skills section and software skills may also be missing. As …show more content…
markets shift the job changes. In internal assessment will be conducted to see what the new workers will be responsible for. Values may have adapted to changes in society as gender roles become more blurred and the workforce becomes more diverse. Everything must be updated to find potential new talent without getting rid of tenured employees. Link to resource http://www.onetcenter.org/content.html/4.B?d=1 Career onestop is also an excellent tool for ensuring job descriptions are up to date. This site offers the Job description Writer service which would take the pain out of posting positions online. It includes templates of different important sections with many descriptions prefilled but editable to fit ones organization. Not only are the technical skills listed but desk top computer skills are included as well as in recent years more technologay has been integrated into the business. Link to resource http://www.careeronestop.org/businesscenter/jdw/gettingstarted.aspx Before updating the job description a job analysis will have to be implemented. The first step would be to plan the job anaylysis. (Mathis, Jackson, Valentine, 2015) Clearly the occupational tasks are outdated and there needs to be updated definitions. The objective must be determined as well. The objective of this job anaylsis is to define the required job description to allow supervisors to review their employees on a set standard. Second will be to prepare and introduce the anaylsis. Selecting the occupation to analyzie and selecting which manager and employees will be involved are part of this step. The third step is to conduct the analysis. This step will require time to determine what all is done on that specific job until sound data is collected. The fourth step is to develop a list of job descriptions and specifications. They will be reviewed by managers and employees before moving to the fith and final step. The last step involves the drafted descriptions being set as the standard for all future reviews of the occupation. These job descriptions will also be posted for new applicants to view on sites such as O*Net. This will ensure employees know what is required of them as technology changes and give future applicants an idea of the position. Many employees have been loyal to the organization for decades and many are nearing retirement. They have the necessary skills to handle the job and are very knowledgeable in the field. Some of the employees feel they will be discriminated based on their age. To ensure the organization is able to satisfy the needs of the tenured employees Michael S. North, Ph.D, has developed 4 different ways to adapt to an aging work force. 4 ways to adapt to an aging work force: 1) Instead of getting rid of older employees it can still be wise to utilize there strengths but keep them in the company a little longer and save more money before dishing out retirement money. Baby boomers and generation Xs are known to show up to work and are dependable but the reality is they are getting old and with age comes retirement. Offering phased retirement allows them to work but less hours which benefits both parties. Employers can still utilize their strengths and employees can still satisfy their need to work. 2) Adapt jobs, create new ones for older workers. Make them advisors for newer candidates. Promote to oversee. Create new positions for both experienced and 3) Changing workplace ergonomics. Make the workplace more comfortable so they can work better. BMW sore feet so they offered special shoes and made floor wooden. Computer screens were larger. Bigger 4) Seek the skills of older workers. Older are more experienced. Baby boomer. Homedepot, quotes say customers look more for older customer service reps. Older workers are more dedicated to the job than millennials. Link to resource: http://www.shrm.org/about/foundation/products/pages/mikenorth.aspx According to Merrit and Rottman (2015), it would be wise to incorporate millennials into the aging workforce. As the digital era becomes more complex it is wise to introduce more tech savy individuals into the workforce. They warn that an organization that only favors baby boomers and generation X can risk becoming obsolete. The authors describe 4 ways to incorporate millennials: 1) Evaluate how friendly your organization is to millennials. That is, is the technology up to date to attract young talent. An assessment should be conducted to determine whether or not the organization demands experience that comes from age or fresh young tech savy workers. 2) Determine what to change and what cannot be changed. For instance, millennials prefer more flexible hours than their baby boomer counterparts. 3) Collaborate with all age groups on all changes. Ensure those nearing retirements benefits are not changed but still offer millennials the benefits they prefer. 4) Reinforce changes until all workers comply. One way the author suggests is to implement a “millennial taskforce” which would provide feedback on how the new talent adapts to the work force. Link to resource: http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/millennials-aging-workforce.aspx A very similar case relating to this topic can be found on the United Sataes Equal Employment Opportinuty Commission Website.
In the case of David Nelson vs Radioshack, a 55 year old tenured employee was given a 43 year old supervisor and inspite his outstanding performance record was placed on two improvement plans. (EEOC, 2010) David felt he was being discriminated and complained to his HR department. He was fired 5 days later. This work environment is not acceptable. This individual worked for the organization for 25 years and was nearing retirement. Unethical issues like this one will not be tolerated within the organization. I will ensure that individuals who are feeling discrimination are not retaliated upon for expressing concern. Managers and supervisors will be also be reviewd to determine if they hold onto BIAses and Equal opportunity traiing sessions will be mandatory for all
staff. In summary, in order to fix the issue of age discrimination and outdated job descriptions two things must occur. First, A job anaylsis must be conducted and the current job descriptions must be published. Second, older and younger employees must be integrated to compliment each thers strengths in the work place. Seniors can supervise and ensure technical skills are still present while younger talnet can bring their innovation and tech savvy attributes to the organization. Human resource departments should not retaliate for employees that feel discriminated but help them and help the organization utilize its human capital more efficiently.
One of the issues in the case EEOC v. Target Corp. is that the EEOC alleged that Target violated the Title VII of the Civil Rights Act of 1964 by engaging in race discrimination against African-American applicants who were interested in management positions. It is argued that Target did not give the opportunity to schedule an interview to plaintiffs, Kalisha White, Ralpheal Edgeston and Cherise Brown-Easley, because of racial discrimination. On the other hand, it argues that Target is in violation of the Act because the company failed to retain and present records that would determine if there was reason to believe that an unlawful practice had been committed.
It seems that the major issue here is whether or not one can use age as a factor in terms of discrimination when the discrimination was not intentional. If for example it turns out that the people who are laid off are over the age of 40, even though no malicious intent is discovered, it still may be construed as age discrimination. This issue has been somewhat controversial for some time, as most litigants in age discrimination lawsuits realize that they ...
For an example “The common theme is a fear or a reluctance to hire people under 30, because they are unpredictable, and, ‘they don’t know how to work,’” says Cam Marston (Wooldridge). In the same way this goes along with older people seemly more intelligent, Reliable instead of collage kids which briefly explains why it’s hard to find a job in that sense. Additionally labeling helps discriminate millennia’s especially if from older employees example “Wilkie notes that it’s common for older workers to see younger workers as a threat, and take the easy way out by labeling them as somehow different” (Wooldridge). Hence the reason the older won’t like the younger because of the fear being replaced so they start shaming millennia’s. This is important because ageism is seriously a huge common stereotype in a sense people might judge you on because they feel
Discrimination in the workplace continues to be topics and issues of discussion, despite efforts to minimize or eliminate its ugly head. Discrimination is defined as the unfair or prejudicial treatment of people based on race, gender, disability or age (Fieser, 2015). Furthermore, some companies has used other forms in conjunction with discrimination like sexual harassment to mask unjust treatment in the workplace. Lilly Ledbetter was an employee at Goodyear Tire & Rubber Company, Inc. for over 19 years. During this period, she consistently received low rankings in her annual performance-and-salary reviews. As a result, Lilly received significantly lower raises than her male counterparts, which led to her filing a civil lawsuit
The recent, dramatic increase in the number of EEOC complaints charging employers with illegal discrimination has forced employers to realize that they are exposed to increasing amounts of liability -- including punitive damages -- for remarks and conduct of their managers and employees. This increased liability reinforces the importance of effectively handling and responding to a charge of discrimination filed with the EEOC. By properly handling the charge at its early stages, an employer can reduce significantly, or possibly eliminate, potential liability.
Disparate treatment is a form of discrimination that is prohibited by laws in which all employers must comply, including fire and emergency services. Disparate treatment in the workplace is applicable to many functions of the workplace, including, discipline, promotions, hiring, firing, benefits, layoffs, and testing (Varone, 2012). The claim of disparate treatment arises when a person or group “is treated differently because of a prohibited classification” (Varone, 2012, p. 439). In the 2010 case, Lewis v. City of Chicago, six plaintiffs accused the city of disparate treatment following testing for open positions within the Chicago Fire Department (Lewis v. City of Chicago, 2010). The case is based on the argument that the Chicago Fire Department firefighter candidate testing, which was conducted in 1995, followed an unfair process of grouping eligible candidates, therefore discriminating against candidates of African-American descent.
Diversity is a changing constant that is brought about by “race, ethnicity, gender, sexual orientation, social class, disabilities, culture and cultural characteristics”. The recent issues between older and millennial employees throughout the department are due to these changing constants accompanied with changes in “global labor demographics”. Although focus can be placed on arising issues between older employees and millennial employees, a greater efforts should be placed on achieving cultural competency. Building a foundation for cultural competency for employees within the department will not only benefit the employee but also benefit the individuals we serve. Formulation of this foundation will transition if not help guide other departments within the organization as similar issues arise.
In the business world of today, there are many employers that claim to be "Equal Opportunity Employers". This means that the company pledges to its applicants that their employees are treated without regard to race, religion, sex, color, and age, and national origin, physical or mental disability (Equal Opportunity is The Law, 2009). This pledge includes employment, promotions, transfers, recruitment, compensation, and ensuring a work environment that is harassment free. In a small scenario that is in search of hiring a new manager the employee has interviewed a possible candidate that has all the necessary skills and background for the position. Nonetheless for some reason or another, his coworker feels that the individual may not be a good fit for the ...
Hale was 60 years old when he was hired. Little did he know 4 years later he would be unemployed, the board informed Mr. Hale that he needs to leave the company he asked if he could stay on until the end of the year to retire with full benefits the board agreed. Mr. Hale was unhappy because he was forced into retirement, so he filed an age discrimination suit. While in court during the discovery he uncovers during a board meeting it was stated that Mr. Hale was too old. The courts ruled in favor for Mr. Hale and he could continue with his lawsuit, since the courts agreed with Mr. Hale APUSA settled the case (Gerber, 2011).
Throughout the years the United States has faced many challenges with equal employment opportunities for everyone. The United States has developed The Equal Employment Opportunity Commission, also known as the EEOC, to enforce laws that help prevent everyone from being treated unfairly when it comes to employment options. The EEOC has established stipulations and overlooks all of the federal equal employment opportunity regulations, practices and policies (“Federal Laws Prohibiting Job Discrimination Questions and Answers”). Some laws that have been passed are the Equal Pay Act of 1963, Title VII of the Civil Rights Act of 1964 and Age Discrimination in Employment Act of 1967. Although some discrimination is still a problem, all of these laws have helped the United States citizens become treated more equally in the work force.
This strategy aims to employ workers from different backgrounds to provide tangible and intangible benefits for the business. The employers are the ones who control everything from the wage, promotions, incentives and the termination of the older counterparts. They are increasingly concerned about updated skills, physical demands, early retirement, and the cost of maintaining an older worker. Despite how employers may feel, companies cannot afford to neglect talent at any age. The employer should take advantage of the skills that the older employee posses, and carefully position them in jobs that matches their skill level as well as the job to be done. “Regardless of the change organizations make in the structure and functioning of the workplace of the future, it appears likely that older workers will play a crucial role (Hedge,Borman,& Lammlein, 2006). Different acts and laws are governed to respond to any discrimination against older employees in the workforce. Employment agencies, labor unions, local, state and Federal government are bound by these laws such as: Older Workers Benefits Protection Act (OWBPA); The Americans with Disabilities Act (ADA), Older Americans Act (OAA), to name a few. Funds for service by the Congress are provided in forms of grants for various programs yearly. States, counties, and cities recognize the value of the servicing and are generous in providing additional funds, benefits and in-kind economic benefits too. Because area and state agencies on aging are doing very little in a way to use mass media to promote themselves, the aging network is probably missing a large number of disadvantage people who should be receiving services but who are unaware of them. Much more emphasis has been placed on tying together the federal services for the older workers, but it should not have taken a federal initiative to make states see
Workplace harassment is unwelcome actions that are based on a person’s race, religion, color, and sex, and gender, country of origin, age, ethnicity or disability. The targets of the harassment are people who are usually perceived as “weaker” or “inferior” by the person who is harassing them. Companies and employers can also be guilty of workplace harassment if they utilize discriminatory practices against persons based on ethnicity, country of origin, religion, race, color, age, disability, or sex. These discriminatory practices have been illegal since the passing of the Civil Rights Act of 1964 (Civil Rights Act of 1964), and have been amended to be more inclusive of other people who experience discrimination by the Civil Rights Act of 1991 (The Civil Rights Act of 1991), and most recently, President Obama’s signing of the Lilly Ledbetter Fair Pay Act of 2009 (Stolberg, 2009).
Harassment and discrimination can affect a business in many ways. Having a history of harassment and discrimination claims can damage a business’ reputation and affect its bottom line. It can cost the business current and future clients as well as investors and employees. Depending on the gravity of the claim(s), the process of settling the claim(s) can take anywhere from months to years. Meanwhile, the cost of the settlement and other fees continue to add up. A business might have to compensate the affected parties besides paying court fees and lawyers. The EEOC has seen a rise in monetary rewards from 7.5 million to 24.3 million (Glazer, 1996) However, all of these can be avoided by properly educating employers and employees about their rights and what harassment and discrimination entails.
Discrimination is a feasible method of making decisions in life based on the group, class, or category to which a person belongs to. “In an ideal world, people would be equal in rights, opportunities, and responsibilities, despite their race or gender. In the world we live in, however, we constantly face all kinds of neglect based on different attributes.” When one hears the word discrimination, the first thought that comes to mind is racial discrimination. In fact, it does not solely have to be racial discrimination. There are many forms of discrimination such as age, disability, transgender, and sex discrimination. This paper will focus on discrimination based on gender, race and age in the workplaces.
Work plays an important role in our daily life, it is considered much more huge part of our personal life. During our daily work we make many relationships throughout our career history. Sometimes these relationships become lasting, and sometimes employment discrimination might happen. This relationships that we thought it last could be cut off by the devastation of claims of discriminatory treatment. Discrimination in the workforce has been an issue since the first people of workers in United States in the present day and as well in the past. Some employees were subjected to a harsh working conditions, verbal abuse, denial of advancement,, and many other injustices. There was also the fact that certain employees were being treated differently than other employees.