In light of the COVID-19 pandemic and an increased focus on social justice, stakes have never been higher for employers to make and document good employment decisions. Those that make poor employment decisions—or do not sufficiently document good decisions—face significant exposure and unwanted scrutiny, both internally and externally, during a time when many employers are struggling to survive.
Writing for Law360, McDermott associate Lauren Ziegler provides a step-by-step guide that will help employers create effective documentation in the COVID-19 era and beyond.
In-house counsel and human resources professionals at tax-exempt colleges and universities often face a variety of challenges when structuring, and determining obligations due under, severance arrangements. There are some key considerations to bear in mind, which are outlined in this article.
Executives are no longer reluctant to lawyer up. News reports on executive/employer contretemps at Papa John’s, Barnes & Noble, Uber and other companies have drawn press attention in the past year; countless other executive/employer disputes have flown below radar.
Underlying these controversies is the executive’s employment agreement, typically the most high-stakes and closely negotiated employment agreements to which companies will contract. Yet, these agreements often contain less clarity and less certainty than either executives or their employers need. Indeed, there appear to be three areas where these contracts could and should be upgraded. Let’s look at each.
Join us this Friday, February 8, for an interactive discussion on minimizing liabilities when terminating employees. Rachel Cowen and Brian Mead will talk about workplace investigations, releases and severance agreements.
Our lively 45-minute discussion will tackle the following topics:
5 Best Practices for Termination
Tips for Preparing Releases
Dos and Don’ts With Benefits
Friday, February 8, 2019 10:00 – 10:45 am PST 11:00 – 11:45 am MST 12:00 – 12:45 pm CST 1:00 – 1:45 pm EST
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