The National Labor Relations Act generally requires employers to furnish information to unions if the unions’ requests are relevant to the administration or negotiation of a collective bargaining agreement.
Managing furloughs and layoffs in different countries has always been a challenge for U.S. employers who are often surprised to learn that no-cause layoffs in foreign countries are either illegal or trigger substantial statutory severance requirements.
Companies looking to cut costs will consider potential savings in all parts of their businesses, including at the top of the organization. But before proceeding with any proposals to trim the size of the leadership team or to reduce compensation costs, there are two key areas that every employer should consider first.
During the last month, we have been talking a lot about the legal challenges involved in laying off or furloughing workers in the United States. How do you go about selecting employees?
Employers faced with difficult decisions about whether to lay off employees have been focusing their attention primarily on two relief measures in the recently enacted CARES Act: (1) the availability of forgivable Paycheck Protection Program (“PPP”) loans for employers who retain their employees on the payroll for eight weeks; and (2) the temporary expansion of unemployment benefits for workers who have lost their jobs because of the COVID-19 pandemic.
Because the unemployment rate has been at record lows for the last decade, it is not surprising that many managers have only a cursory knowledge about how unemployment benefits work.
It was only five days ago that we discussed how employers might soften the blow for employees whose jobs could not be performed from home. Much has happened since then.
As more and more companies have closed their offices and asked their employees to work remotely, questions have arisen as to what companies should do with employees whose jobs simply cannot be performed from home.
As the consequences of COVID-19 and the economic downturn are being more widely felt, employers are increasingly forced to confront tough choices with respect to reduced schedules, employee furloughs and reductions in force.
We have not talked much about the Worker Adjustment and Retraining Notification Act (“WARN”) in recent years both because unemployment has been low and we have not seen many plant closings or mass…
Much to the surprise of many business managers, a terminated employee who has been paid a severance may still sue for age discrimination after signing a release if the release was not carefully…
When top management is uneasy about the ongoing success of a company, rumors about the fallout of that uneasiness are hard to contain.