Discussing EEO Law with Organizational Leaders

Erenne’ N. Tinsley-ColemanUniversity of Phoenix

The ADEA prohibits discrimination in employment on the basis of age with consideration to employees 40 years of age or older.

The 1967 Age Discrimination in Employment Act (ADEA)

Protections of the ADEA Act apply to employees and job applicants making it unlawful to discriminate based on age in hiring, firing, promotion, compensation, training and job position.

Types of Employment Covered by ADEA Law

Maintaining adherence to the laws in the ADE Act pertain to Employer Practices making it unlawful to refuse, segregate or limit certain individuals in hiring, discharge and wage including depriving and/or intending to deprive individuals based on age.

Adherence

Applicable to reduction in force strategies, negating from “older worker” stereotypes involves the development and implementation of criteria and consistently applying it in employment practices

Disciplined Approaches

Implementing Harassment and Discrimination policies that clearly address age discrimination

Preventing Age Discrimination

Determining adverse impact involves organizations who review their organizational policies including compensation and benefits in respect and in regards to older workers.

Workplace Analysis

Sending the right message from the top involves business leaders who set the tone in organizations by encouraging strategies that include retaining the right talent including older workers.

Setting the Tone

Implementing strategies that clearly indicate non tolerance policies against discrimination of any kind.

Workforce Training

Interventions in preventing workplace discrimination

Help organizations maintain an affirmative defense strategies

Employee education and responsibilities Identifying and recognizing behaviors that

lead to discrimination claims

Consultation and Advisement

Claims Defense

Examining employer actions Exercising reasonable care Proving corrective measures in correcting

and preventing discrimination

Comprehensive Planning

Creating a company business plan setting an agenda addressing responsibility, communication and awareness

System reviews involving workforce planning including evaluation of plans, documents, judgments and assessments involving discrimination claims

Communication Strategy Outline

Evaluating constitutional Equality in employment practices

Testing for unfair discrimination

Prepare, report, consult and disclose duties of designated employers

Conclusion

Blakeboro, A. A. (1980). Allocation of proof in ADEA cases: A critique of the prima facie case approach. Industrial Relations Law Journal, 4(1), 90. Retrieved from http://search.proquest.com/docview/231142171?accountid=35812

Hirsh, E., & Lyons, C. J. (2010). Perceiving discrimination on the job: Legal consciousness, workplace context, and the construction of race discrimination. Law & Society Review, 44(2), 269-298. Retrieved from http://search.proquest.com/docview/874023546?accountid=35812

Marczely, B. (1998). Defending effective supervision in a litigious climate. National Association of Secondary School Principals.NASSP Bulletin, 82(602), 89-94. Retrieved from http://search.proquest.com/docview/216026929?accountid=35812

Mujtaba, B. G., Cavico, F., Hinds, R. M., & Oskal, C. (2006). Age discrimination in the workplace: Cultural paradigms associated with age in afghanistan, jamaica, turkey, and the united states. Journal of Applied Management and Entrepreneurship,11(1), 17- 35. Retrieved from http://search.proquest.com/docview/203874892?accountid=35812

Thompson, A. D., & Kleiner, B. H. (1995). What managers should know about age discrimination. Equal Opportunities International, 14(6), 61 Retrieved from http://search.proquest.com/docview/199600080?accountid=35812

References