Total Articles: 46
Ogletree Deakins • March 29, 2018
As the 2018 National Collegiate Athletic Association (NCAA) Division I Men’s Basketball Tournament marches with madness to its Final Four weekend in San Antonio, Texas, where a season’s champion will be crowned, most fans are finally settling down from the tumult of two weeks of buzzer beaters, bracket-busting upsets, and office pool politics. In the aftermath of four rounds of tournament play and office pool competition—with two more rounds to go—enduring questions remain: Is workplace betting on tournament games inevitable? Are tournament office pools good for employee productivity and morale? How can managers handle employee rivalries engendered by the tournament? Below are answers to some timely questions.
A supervisor becomes aware of a performance deficiency: but what to do next?
FordHarrison LLP • March 20, 2015
Executive Summary: The American Gaming Association estimates that Americans will wager $9 billion on the NCAA tournament, more than double the estimated $3.9 billion bet on the Super Bowl, bringing March Madness to a whole new level. Of that amount, only about $2 billion will be bet legally. See Estimated 40 million to fill out brackets, http://espn.go.com/chalk/story/_/id/12465741/estimated-70-million-brackets-9-million-bets-ncaa-tournament. Many of the illegal wagers will be made through the ubiquitous office pool. March Madness, Super Bowl, and Fantasy Football pools have become so ingrained in the American workplace that most view them as harmless. In fact, while arguing in support of legislation that would amend Pennsylvania's small games of chance law to include small monetized pools conducted by individuals, Pennsylvania state senator Lisa Boscola pointed out these pools are so common one was even being circulated on the Senate floor at that time. See Pa. legislators battle state police over Super Bowl betting pools, http://www.timesherald.com/general-news/20150130/pa-legislators-battle-state-police-over-super-bowl-betting-pools. Boscola introduced the legislation after state police seized funds collected for Super Bowl pools by two volunteer fire departments and a social club in Pennsylvania, claiming the pools violated the federal Professional and Amateur Sports Protection Act (PASP).
Ogletree Deakins • April 01, 2014
In her professional speaking and executive coaching career, Shawna Schuh, Certified Speaking Professional (CSP), frequently draws on her years of raising animals and working with Women in the Pet Industry Network.
Ogletree Deakins • March 20, 2014
It’s that time of year. Your office supply room smells of freshly copied pages titled “NCAA Tournament Bracket.” The words “underdog,” “upset,” “first round,” and “buzzer beater” are heard from watercooler conversations. Money is changing hands and minds are elsewhere. What is this madness? Why, it’s March Madness: It’s time for the National Collegiate Athletic Association (NCAA) Division I Men’s Basketball tournament.
Ogletree Deakins • February 24, 2014
In a previous post, I described the “Quiet Herd Cutter” problem, a term I have used to describe a phenomenon especially prevalent in law firms where employees’ failure to meet expectations results in being quietly excluded from new work. In this story, I present an alternate approach.
Ogletree Deakins • December 18, 2013
Linda Galindo is a speaker, educator, and author who works with corporations around the world to foster cultures of accountability and high achievement. Earlier this fall, I interviewed Linda. Recently—turnabout being fair play—she interviewed me on a subject of importance and concern to me: “The Quiet Herd Cutter” problem. The interview first appeared on Linda’s blog, The Straight Truth and has been slightly edited for our blog.
Ogletree Deakins • November 20, 2013
J. Hamilton (Jimmie) Stewart, III is one of the founders of Ogletree, Deakins, Nash, Smoak & Stewart, P.C. He has practiced labor and employment law for nearly five decades. In this interview, he shares his observations about how small, positive steps can make a big difference in employee relations.
Knowledge@Wharton (Reg Required) • November 19, 2013
They have been called many things: toxic, negative, dysfunctional, narcissistic, territorial, sociopathic, de-motivating, vampire-like.
Ogletree Deakins • November 19, 2013
For 12 years, 7’4” “Big” Mark Eaton played center for the National Basketball Association’s (NBA) Utah Jazz where he reigned as one of the league’s preeminent defenders. Retired from the NBA since 1994, Eaton has forged a successful post-basketball career as an entrepreneur, business and community leader, and speaker. He now shares with individuals and organizations what he calls the “four commitments of a winning team”—strategies that empowered him and the Utah Jazz to win hundreds of games and compete for championships. Through his programs, he shows audiences how to apply the strategies of professional sports superstars to transform their lives and achieve greater productivity and profitability in their work.
Knowledge@Wharton (Reg Required) • November 11, 2013
I finally figured out that business wasn’t about all those complex theories that people were talking about.
Goldberg Segalla LLP • November 05, 2013
How bad could things be for Jonathan Martin? The 24-year-old received a signing bonus of $1,919,468 from the Miami Dolphins of the National Football League last year after leaving Stanford as a second round draft pick. He is guaranteed his entire 2013 salary of $479,867. He is one of approximately 1,800 individuals fortunate enough to be on an NFL roster. He is a starting offensive tackle, one of the most lucrative positions in all of professional football. Considering that the franchise tag for an NFL offensive lineman is $9,660,000 in 2013, it is reasonable to think that the second-year player could be looking at a $10 million per year when his rookie contract expires after the end of the 2015 season. As Timbuk3 would say, “His future’s so bright, he’s gotta wear shades!”
Knowledge@Wharton (Reg Required) • November 05, 2013
Women who seek leadership roles in business often face the prospect, whether real or perceived, of having to choose between nurturing their careers or building a robust family and personal life. The publication in March of Lean In: Women, Work and the Will to Lead, by Sheryl Sandberg, Facebook’s chief operating officer, inspired a renewed debate about feminism. It suggested in a strong, if controversial, fashion that women can have it all.
Fisher Phillips • October 01, 2013
The question of “do I have to actually make my employees wear PPE” made it all the way to the full Occupational Safety and Health Review Commission (OSHRC) last year.
Knowledge@Wharton (Reg Required) • September 25, 2013
Wharton professor G. Richard Shell‘s new book, Springboard: Launching Your Personal Search for Success, encourages readers to embrace major transitions in life, from college to a first job, from one career to the next or from work to retirement.
FordHarrison LLP • April 02, 2013
March Madness, Super Bowl, and Fantasy Football pools have become ingrained in the American workplace and seem harmless to many; however, permitting such activities creates a wide range of risks for employers, from productivity loss to discrimination and disability issues and even criminal penalties. Before turning a blind eye or participating in the pool, here are a few risks with which employers should become familiar.
Knowledge@Wharton (Reg Required) • March 28, 2013
To Jody Foster, disruptive people in any type of organization -- from a big corporation to a major health center -- can poison the atmosphere for everyone with whom they interact. "People are people, no matter what industry they are in, and they bring their basic personalities to work," says Foster. "When they act out in inappropriate ways -- by, for example, bullying employees who work under them, compulsively micro managing, displaying narcissistic tendencies -- it can be devastating to the entire workplace."
Fisher Phillips • March 28, 2013
March Madness is here again. The brackets, the excitement, the employment law issues! Yes, many employers find that the annual NCAA basketball tournament goes hand-in-hand with employment law because, unfortunately, one of the most exciting sporting events of the year can also be the most problematic for employers.
Goldberg Segalla LLP • March 08, 2013
Brace yourselves, employers: March Madness is upon us. The 2013 National Collegiate Athletic Association (NCAA) Men’s Division I Basketball Championship Tournament will start with play-in games on Tuesday, March 19, 2013, and conclude with the Championship Game on Monday, April 8, 2013 in Atlanta, Georgia. During the tournament’s three weeks, the United States economy will lose an estimated $1.8 billion in productivity as employees watch early round games, participate in office pools, and discuss the outcomes with co-workers. (Fantasy sports activity in the work place has become an even more widespread issue, as Goldberg Segalla’s Seth L. Laver and Michael P. Luongo explained in an article titled “Fantasy Sports: A Real Game-Changer for Employers.”)
Fisher Phillips • February 08, 2013
When dealing with the separation of an employee, there is often more than one thing the employee did that warranted termination. But when categorizing the reasons, it’s important for employers to avoid taking a throw-everything-against-the-wall-and-see-what-sticks approach.
Knowledge@Wharton (Reg Required) • January 31, 2013
Losing out on a promotion is tough enough. But being passed over for a top-level position in favor of another candidate -- either external or internal -- can be a deal breaker for even the most loyal company soldiers.
Fisher Phillips • January 21, 2013
You can't open the paper, turn on the TV or peruse a web site without hearing some staggering statistic about the flu. In one report, 70 percent of the American population is suffering from the flu — or just recovered. In fact, Boston and Chicago had to take dramatic action with Boston declaring a state of public health emergency and some Chicago hospitals turning patients to other facilities.
Brody and Associates, LLC • July 09, 2012
What should an employer do when an employee breaks an important company rule for an incredibly compelling reason? It’s management’s worst nightmare.
Fisher Phillips • May 02, 2012
It comes as no surprise that an unhappy employee is more likely to file a complaint or lawsuit. We often tell managers and supervisors that employees file complaints when they "get their feelings hurt." Sometimes this is because the employee thinks no one is listening, or it may be that the employee does not feel respected. Whatever the underlying reason may be, it's as true now as it ever was that a little bit of employee relations goes a long way toward preventing employee complaints and legal actions.
Ogletree Deakins • April 12, 2012
A guest blog post on CNBC by Julie Clow, author of The Work Revolution: Freedom and Excellence for All, caught my eye this morning.
Knowledge@Wharton (Reg Required) • April 05, 2012
Business leaders often look to social activities to generate ideas and innovation, from group collaboration and brainstorming to large meetings and open-format offices.
Ogletree Deakins • March 30, 2012
Early in the second year of writing this blog, I had what I think was my first recognition of bullying as an "issue" in the employment law world, Can't Wait for Bullying Cause of Action. That was now nine years ago.
Knowledge@Wharton (Reg Required) • March 29, 2012
Here is some research sure to rankle every employee who has applied for an internal promotion and been passed over in favor of someone brought in from the outside.
Jones Walker • March 27, 2012
Most employers may not yet get the connection, but the shocking penalties just levied by the NFL on the New Orleans Saints for operating a â€œbounty systemâ€ that rewarded Saints players for â€œknock-outâ€ and â€œcart-offâ€ hits on opposing players are a wake-up call to examine your own bonus programs to make sure you donâ€™t experience your own fall from grace. Unlike the Saintsâ€™ â€œbounty system,â€ thereâ€™s nothing sinister about the typical workplace performance bonus program, unless youâ€™re using it to reward employees for sabotaging your competition, but there are still plenty of potential pitfalls for you to navigate to stay within the law and out of hot water.
Knowledge@Wharton (Reg Required) • March 15, 2012
Is customer service a lost art, or are today's customers harder to please?
Fisher Phillips • January 04, 2012
With every new year, millions of people resolve to make positive changes in their personal lives. Some even resolve to change how they "roll" at work. For owners, managers and supervisors, the fresh-start aura associated with the beginning of every new year is the perfect backdrop for making positive changes that may help them become better, more effective, and respected leaders.
Knowledge@Wharton (Reg Required) • September 29, 2011
The Gallup-Healthways Well-Being Index registered 47.1 in August for the category titled "work satisfaction" -- the lowest it has been since the measurement was introduced in January 2008.
Fisher Phillips • June 01, 2011
There have been many comments and analyses lately about how employers should handle the emerging youngest generation, usually referred to as Gen Y. But as the 77 million baby boomers begin reaching 65 years of age this year, they will present some unique challenges to employers.
Knowledge@Wharton (Reg Required) • May 26, 2011
Wharton management professor Ethan Mollick has a message for knowledge-based companies: Pay closer attention to your middle managers. They may have a greater impact on company performance than almost any other part of the organization.
Fisher Phillips • April 04, 2011
The votes are in, the contests have been played â€“ we are down to the Final Four Biggest Workplace Headaches for 2011! We received bracket entries from employers across the country telling us about their biggest frustrations, and after tallying all of the submissions, we can reveal the most annoying four situations that employers face every day. Here are the winners, along with some practical tips for dealing with them.
Fisher Phillips • September 03, 2010
In our last article we took a hard look at the easy-to-say concept that companies "value their employees" or that employees "are our most important asset." Easy to say, yes. But the reality is a bit more difficult – and time consuming. In Part 2 we'll look at this idea in more detail.
Fisher Phillips • April 02, 2010
We believe that many of the time-honored procedures relating to union organizing are going to change, although we don't know yet exactly how they will change. In our consideration of steps employers should be taking to prepare to compete on a playing field which will be decidedly tilted in the unions' favor, we have not yet discussed the role of first-line supervisors. Supervisors play a crucial role in any employer's strategy to maintain a union-free operation, and we'll consider that very important element of the employer's position in this article.
Fisher Phillips • March 03, 2010
Burger King is not necessarily the only place you can get it "your way." We believe that it's possible to have a more productive and committed work force and no union at the same time. It definitely is not a case of "either . . . or." And you can do it without fighting and conflict. Indeed fighting and conflict are generally counterproductive to the effort to remain union free and often cause employers to lose their focus on the only objective that really counts – employees.
Knowledge@Wharton (Reg Required) • February 18, 2010
Could a simple five-minute interaction with another person dramatically increase your weekly productivity?
In some employment environments, the answer is yes, according to Wharton management professor Adam Grant. Grant has devoted significant chunks of his professional career to examining what motivates workers in settings that range from call centers and mail-order pharmacies to swimming pool lifeguard squads. In all these situations, Grant says, employees who know how their work has a meaningful, positive impact on others are not just happier than those who don't; they are vastly more productive, too.
Fisher Phillips • November 19, 2009
Almost every workplace has one - the disgruntled employee who frequently complains to supervisors and co-workers.
Knowledge@Wharton (Reg Required) • December 01, 2008
Change is the new status-quo, and success at work will require agility, talent and the ability to learn from -- rather than fear -- failure, according to Gregory Shea, adjunct professor of management at Wharton, and business writer Robert Gunther. The two recently co-authored a book titled, Your Job Survival Guide, a Manual for Thriving in Change. In an interview with Knowledge@Wharton, the authors compared the economy and job market to a whitewater river in which every kayaker is certain to spend a significant part of the journey under water.
Fisher Phillips • October 03, 2008
As the November 4th Presidential election approaches, so too does the unavoidable political discourse. Invariably, the discussion finds its way over to the water cooler, creating a politically charged environment rife with disruption. Workplace friction imposed by emotionally contrasting viewpoints often leads to a corresponding decline in morale. As the distractions increase, productivity inevitably suffers.
Knowledge@Wharton (Reg Required) • September 23, 2008
Faced with an aging workforce and a growing demand for skilled workers in emerging markets like China and India, companies in the West are grappling with a talent crunch of unprecedented scope. According to experts at Wharton and The Boston Consulting Group, firms are increasingly questioning their workforce requirements and quality, training and development, and wage levels. Responses include over-hiring to meet future needs, upgrading training in concert with universities and in-house corporate schools, and extracting greater productivity through innovation.
Fisher Phillips • August 05, 2008
In a culture of empowerment, where so many employers strive for a leaner, flatter management hierarchy, supervisors are increasingly called upon to make risky, potentially costly personnel decisions. This is an especially dicey responsibility during tough economic times, when disgruntled former employees are having a more difficult time finding work. Unless they have enough training to know when and how to seek assistance, these supervisors are flirting with disaster.
Fisher Phillips • August 04, 2008
An estimated 80 million members of Generation Y have joined the American workforce. These youngsters, born after 1980, present new challenges for employers. One of these is the Gen Y mindset that they are one-person enterprises entitled to sell their work experience, and the proprietary information they can gather, to the next highest bidder. Another is their willingness to change jobs often and with little notice.
Knowledge@Wharton (Reg Required) • December 07, 2007
Are most employers, then, squashing the natural motivations people have to work hard? Is there sometime wrong in focusing too much on salaries as an incentive?