Workplace violence and workplace shootings are a real concern for employers of all sizes. As a result, many employers are considering policies prohibiting their employees from possessing firearms during work time or on their premises. Policies such as these can help to protect employers from liabilities. Every employer should consider instituting these policies with a full understanding of the laws and the steps that need to be taken.

The United States is a country that protects the rights of its citizens to bear arms. And with workplace shootings and workplace violence on the rise, people are exercising that right by purchasing and owning firearms. As a result, it is imperative that employers understand the laws and what their rights are when restricting firearms in the workplace.

• RELATED: Nine things to include in your emergency action plan.

Know the law

While employers are not generally liable for crimes committed by their employees, they could bear some liability for crimes committed by employees who have guns at work. This falls under negligent hiring, supervision or retention; worker’s compensation; or the Occupational Health and Safety Act (OSHA). What’s most important here is if the employer knows or should have known of an employee’s violent tendencies and that the employee possessed a firearm. Employers have a responsibility to provide a safe workplace. Every employer should have a thorough understanding of federal and state laws regarding firearms in the workplace and consulting with an attorney on these matters is highly recommended.

Approximately half of all states, including Ohio, have statutes that require employers to allow employees to store firearms in their own personal vehicle. However, employers can restrict employees from storing weapons in company-owned vehicles. They can also restrict firearms from coming into their place of business, but they cannot prohibit firearms from being locked in a car in the parking lot.

All workplaces, regardless of their size, should have a firearms policy in their employee handbook or company manual. While policies restricting an employee’s ability to possess a firearm at their place of employment or during work time can help to protect other employees and the employer from liability, employers should also be aware of state laws that protect an employee’s right to possess firearms.

Currently, prohibiting employees from carrying a firearm on his or her person while working or from having guns in the employer’s workplace is permissible in every state. However, laws do vary from state to state, so prohibiting employees from having firearms in their personal vehicles—even in a company parking lot—and discriminating against gun owners in hiring or in regard to the terms and conditions of employment can result in liability in many states. As mentioned earlier, employers should seek advice from competent legal counsel when drafting their policies limiting employees’ ability to possess guns.

• RELATED: Stay up to date on Ohio’s concealed carry laws.

Be aware of triggers

In addition to instituting firearms policies, and since employees depend on their employer to provide a safe workplace within the confines of state and federal laws, all employers should be aware of potential situations or scenarios that might be of concern such as:

• a disgruntled employee who was recently fired;
• a co-worker with substance abuse issues and/or mental illness;
• volatile events (i.e., strikes, protests); and
• an employee having marital or custody issues

These can be triggers for workplace violence and workplace shootings. Therefore, employers should always follow these three steps to provide a safe work environment:

Step No. 1: Acknowledge employees’ concerns for safety.

Step No. 2: Establish clear gun policies and procedures for the workplace.

Step No. 3: Educate employees on safety measures in place for their protection.

Employers who follow all the above steps can help to avert a potentially tragic situation. 

Timothy A. Dimoff, CPP, president of SACS Consulting & Investigative Services, Inc., is a speaker, trainer and author and a leading authority in high-risk workplace and human resource security and crime issues. He is a Certified Protection Professional; a certified legal expert in corporate security procedures and training; a member of the Ohio and International Narcotic Associations; the Ohio and National Societies for Human Resource Managers; and the American Society for Industrial Security. He holds a B.S. in Sociology, with an emphasis in criminology, from Dennison University. Contact him at info@sacsconsulting.com.

Employment at will—the right to terminate a work relationship for any reason or no reason at all—is a state law concept structured to give both businesses and workers flexibility and mobility. For employers, employment at will obviously provides great latitude concerning staff management and it can help facilitate decisions related to seasonal and holiday workers, outsourcing, probationary periods, and policy effectiveness. Forty-nine states recognize employment at will as the default employment relationship (Montana being the exception).

But employment at will is not an employer’s carte blanche and the doctrine does have its limitations. While an employer need not necessarily give a reason for terminating an employee at will, if a reason is given, it must be a permissible one. Even when no reason is given, the circumstances of the termination might imply an impermissible motive underlying the termination. Further still, the relationship between the employer and employee may evolve over time to imply something more than at-will status.

Employers should always pause and assess the situation before opting for termination.

Personal characteristics and immigration status

Anti-discrimination laws, spearheaded by Title VII of the Civil Rights Act of 1964, prohibit workplace discrimination based on race, gender, national origin, or religion. Other state and federal laws have expanded anti-discrimination protections to age, sexual orientation, pregnant females, and new mothers.

It is permissible to refuse employment or terminate an existing employee if their immigration status prohibits them from working; however, federal statutes like the Immigration Reform and Control Act (IRCA) prohibit hiring and firing decisions made based on legal alien status.

Pretextual termination

A perfectly legal basis for termination might later be perceived or characterized as pretextual for something more insidious, potentially making the circumstances surrounding a termination relevant to a wrongful termination lawsuit. Common examples of pretextual termination include releasing an employee before he or she qualifies for retirement benefits, or coercing an employee’s departure through uncomfortable or inhospitable work conditions in order to avoid paying severance.

Not cooperating with company investigations

Generally, employees might refuse to cooperate with a company investigation—a property search or drug test, for example. It is also generally alright for a company to respond to such refusal with a termination letter. But there are situations where non-cooperation is not proper grounds for terminating an employee at will. The federal Employee Polygraph Protection Act, for example, prevents termination for refusal to take a lie detector test.

• RELATED: When, where and how to conduct employee workplace searches.

 First Amendment rights

While the First Amendment to the U.S. Constitution broadly protects freedom of speech, the Constitution generally regulates only government activities and its application to private employers is therefore limited. However, some types of speech, such as politically expressive speech, operate in a gray area. While several states have extended protection for political speech to private employees, Ohio is not among them.

Other speech, such as discussions about workplace conditions and acts contrary to public policy, remain in the sphere of protection. Let’s delve into them.

Politics affecting workplace conditions

The National Labor Relations Act prohibits employers from banning discussions about workplace conditions, including how the political climate or the outcome of a particular election might impact the workplace. By logical extension, employers also cannot fire terminate employees for such discussions.

Under the U.S. Supreme Court’s infamous decision in Citizens United v. FEC, 130 S. Ct. 876 (2010), which held that corporations have a right to make independent political expenditures under the First Amendment, employers can communicate directly to employees about elections, encourage them to vote for certain candidates, and, in many states, even compel them to do political work or attend political gatherings during work hours and for compensation.

In a legislative parallel, the Civil Service Reform Act of 1978 prohibits discrimination (up to and including termination) of a public employee for his or her political affiliation. This protection has not found widespread purchase in the private sector. Ohio has no such employee protections, but it does require employers to allow for “reasonable” time off to vote at the polls. See R.C. 3599.06.  

Retaliation

Employers cannot terminate employees simply for attempting to defend or assert their rights. For example, consider an employee who files a good faith lawsuit for workplace discrimination; the employer cannot terminate the employee out of hand just for bringing the lawsuit. A court could find that such a termination was retaliatory.

Another point of retaliation might be an employee challenging the business on public policy grounds. Public policy is an amorphous talking point in the law, but in our context the heart of it is to encourage acts that the public would view as morally or ethically positive and discourage those which are not. An employee’s refusal to commit an illegal act, reporting an employer’s illegal act (i.e., whistleblowing), or exercising a legal right (e.g., voting) are all favored by public policy and may not be used as a basis for termination.

Implied contracts

Sometimes, an implied contract can arise from an employment at will relationship. Such an implied contract could arise from representations by the employer that suggest job security to the employee. Courts will often carve out or limit an employer’s otherwise blanket right to terminate based on these kinds of representations. In some states, even at-will policies in employee handbooks can be amended or nullified by an employer’s subsequent representations and assurances. See, e.g., Wilson v. General Motors Corp., 454 N.W. 2d 405 (Mich Ct. App. 1990).

Most of the prohibitions on termination that we’ve discussed require the employer to take some conscious (often contentious) action. An implied contract, though, can form from the most innocuous of conversations. Hence, employers should be careful about representations made to employees in any circumstance.

Max Julian is an attorney at The Gertsburg Law Firm. Julian’s practice is focused on commercial litigation. He can be reached at mj@gertsburglaw.com or by phone at (440) 571-7541.

Generation Z, those born after 1995 and are just entering the workforce, are different than any generation that has come before them. They are a thoughtful generation in making decisions and that is especially true when it comes to accepting a job. Read on below for a list of the seven things that matter most to this generation in their job search.

• RELATED: Let’s get to know Generation Z.

Growth opportunities

Generation Z plans to change companies no more than four times in their career. Thus, it is important to them to work for a company who offers growth opportunities. From the initial interview through annual performance reviews and everything in between, this generation will be challenging their managers to show them a path. They will want to understand what opportunities are present both inside and outside of the company.

Generous pay

This generation watched their parents struggle through a recession. They understand money doesn’t grow on trees and that you must work hard for what you have. They expect to work harder than any prior generation, but they also expect that their salaries match their effort. Generous pay is a priority to them.

Making a positive impact

Philanthropists at heart, Generation Z wants to work for companies that are making a positive impact. They want to know the companies they work for are good corporate citizens and are doing good for the communities in which they operate.

Job security

Because this generation doesn’t want to change jobs often, it is important to them to know they have job security. They want to feel comfortable in their roles and know that if they work hard, they will have a job.

Healthcare benefits

With the ever-changing political scene surrounding healthcare, it is no wonder this generation wants to ensure that they have good healthcare benefits.  It is important not only that they have coverage, but good coverage.

• RELATED: Learn why COSE’s health benefit option might be a good recruiting tool for your company.

Flexible hours

Like the millennials that came before them, Generation Z would like to see flexible hours. Unlike millennials, they prefer to do their work in a traditional office setting with small groups.

• RELATED: Here’s a primer on what you need to know about millennials.

A manager to learn from

Managers to learn from are becoming an increasingly important attribute. Generation Z wants to learn from their manager as they would like to stay in their companies and grow. Who better to learn from than the person who is leading you?

If these are the factors that are important to Generation Z, do you feel your company is ready to meet their demands? How might you change your internal policies? With this group becoming 20% of the workforce in 2020, time is of the essence. 

Ashley Basile Oeken is president of Engage! Cleveland, a nonprofit whose mission is to attract, engage and retain young, diverse talent to the Greater Cleveland area. Learn more about her organization’s work by clicking here.

Following the United States Supreme Court’s decision on June 26, 2015, same-sex marriage is now recognized in all 50 states. While Medical Mutual has covered same-sex-spouses in many of its health plans in the past, the ruling means same-sex spouses will be considered eligible in all of its plans.

Many health insurance carriers are offering a limited special enrollment period for same-sex spouses who were previously married (before June 26, 2015) in a state where same-sex marriage was already legal.

While this special enrollment period may only be available from other carriers for 30 days, Medical Mutual is giving previously married same-sex spouses a full 60 days to enroll in coverage. The deadline will be August 25, 2015. Dependents of same-sex spouses can also be added to existing plans during this time.

Previously married same-sex spouses who miss the August 25, 2015, deadline for special enrollment will have to wait for their employer’s open enrollment period. Those married on or after June 26, 2015, will be required to follow the same processes for a qualifying event as spouses of opposite-sex marriages. 

“Ruth, I need your help.” Diane sounded anxious on the phone. “I have a dear friend who I’ve known for over twenty years. She really loves our hotel and she’s here all the time. She saw how much stress I was under and she offered to take the office manager job for me.” Well, I got her up and running but before I knew it she had created a complete mess.” Diane says.

“Uh-oh,” I say.

“She got a lot of the billing wrong. Long story short, by the time I noticed what was happening she had upset a number of guests and I had to refund thousands of dollars to them.”

 “Oh my!” I say. “What else?”

“She overpaid some vendors, and now I am in a terrible cash crunch.”

“Did you already fire her?”

“She quit already. She was so humiliated when the whole thing came to light. But it took me weeks to realize what was going on,” says Diane. “I figured that since I’ve known her for so long, that I made a good decision. I just hope that I haven’t lost a friend along with the money I lost,” Diane admitted.

“Yes. That is typically how many employers hire people,” I say.  “Diane, it's not you, it’s your system.”

Bad hires are expensive both financially and emotionally. Even when hiring friends and family, you  need a system in place. Here is a three-part formula designed to put the right person in the right job. 

Ask yourself this question: What problem am I trying to solve?  We think about hiring rock stars and people that may solve all of our problems or people we like. Creating your benchmark first helps to avoid this mistake.  

Automate the process. A screening process isn't a new idea but be sure that it constrains people to easily follow directions. We have found an 80% decrease in the work of hiring and an increase in better hires by instituting automation that allows us to see someone's behavior in action.  

Use DISC assessments. Don't forget to match a candidate’s behavior profile to the job benchmark before you decide to have a conversation with anyone. Assessments after you are emotionally attached give you information, but won't help you to make the correct decision about solving your problem. 

Remember – there are no bad employees. There are only good people in the wrong jobs. Get the right people into your job. Set yourself up for successful hires from the beginning and put an end to hire and hope.

Learn more about best practices in hiring at Ruth's Small Business Convention workshop: It's Not You! It's the Hiring Process that's Flawed on Thursday, October 23 from 1-2 p.m.

About Ruth

Ruth Schwartz is a PCC, business and executive coach, motivational speaker, author, facilitator of assessments and the creator of the Fail Proof Hiring System.  She owns High Performance Advocates, a management development company and is an enthusiast for working with successful entrepreneurs and business leaders who are tired of task and employee management are ready to create change. Connect with Ruth on Twitter and LinkedIn.   

Good employees can be the most crucial ingredient in a successful business. But finding and hiring good employees can be among the most challenging aspects of running a small or growing company. There are some important things to keep in mind as you set out to add the best-of-the-best to your team.

Know the laws

Numerous federal and state laws govern the various processes of soliciting employees, including advertising, interviewing and hiring. If you don’t follow the rules, you may find yourself as the defendant in a lawsuit over your hiring (or non-hiring) practices.  Or, you may end up being stuck with a very costly and unproductive employee who you have trouble firing.

Employers are subject to many laws requiring equal employment opportunity and prohibiting discrimination in employment, which can include:

• Title VII of the Civil Rights Act of 1964;

• Equal Pay Act;

• Age Discrimination in Employment Act;

• Civil Rights Act of 1966;

• Immigration Reform and Control Act;

• American with Disabilities Act; and

• numerous other federal and state laws.

Don’t even Go there

You probably have many questions that you would like to ask a prospective employee. But certain questions can only get you in trouble (yes, you can trip over many laws in an interview). The following seven questions are examples of questions you should NOT ask:

No.1: How old are you?

No. 2: Do you have any disabilities?

No. 3: Are you pregnant?

No. 4: Are you married with kids?

No. 5: Have you ever been arrested?

No. 6: What is your religious affiliation?

No. 7: What is your sexual orientation?

• RELATED: Check out even more questions to never ask during a job interview.

Focus on questions relating to the skill and experience of the candidates and the qualifications needed to perform the job.

Do your homework

Once you find the “perfect” candidate for the job, you should perform a background and reference check before extending an offer. Ideally the prospective employee will sign your “background check permission form,” which allows you to get reference information from prior employers and even do a credit-check. Before formally requesting information in writing from a prior employer, make sure the prospective employee gives you permission to do so. However, you may find that previous employers are reluctant to give much information, often confirming only the employment, position and maybe salary. (And yes, your company should have a similar policy with respect to your departing employees.)

• RELATED: Why a background check is so important.

From a fact-checking perspective, think about checking out school experience (some people embellish their degrees or where they went to school); talk to the candidate’s former supervisor(s), if possible, who may provide more meaningful information than the company’s HR department; for sensitive jobs, check for felony convictions; and verify past employment (ensure the candidate actually worked at each of the companies listed, in the position listed, and check dates of employment).