What's in Store for a Whistleblower? a Word from OLAW
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Coronavirus-Related Whistleblower Claims: What Employers Need to Know
Coronavirus-Related Whistleblower Claims: What Employers Need to Know May 6, 2020 Presenters Steven J. Pearlman Lloyd B. Chinn Harris M. Mufson Pinchos (Pinny) Goldberg Partner (Chicago) Partner (New York) Partner (New York) Associate (New York) T: +1.312.962.3545 T:+1.212.969.3341 T: +1.212.969.3794 T: +1.212.969.3074 [email protected] [email protected] [email protected] [email protected] 2 Coronavirus-Related Whistleblower Claims May 6, 2020 COVID-19 Wrongful Death Suit: Evans v. Walmart • First known COVID-19 wrongful death suit - filed in Illinois • Decedent contracted COVID-19 while working at a Walmart store ‒ Another employee who worked at the store died of COVID-19 shortly after the decedent • Complaint alleges: ‒ Walmart failed to implement safety measures recommended by CDC/OSHA ‒ Management did not clean and sterilize the store, provide employees with PPE, or implement social distancing ‒ Walmart did not bar employees with symptoms of COVID-19 ‒ Walmart did not warn employees that other workers had COVID-19 3 Coronavirus-Related Whistleblower Claims May 6, 2020 Whistleblower/Retaliation Claims on the Rise • Reports of employees alleging retaliation for reporting lack of safety measures and personal protective equipment (“PPE”) ‒ Health care workers ‒ Warehouse employees • 1,000+ OSHA complaints regarding lack of COVID-19 protections • OSHA Press Release “reminding employers that it is illegal to retaliate against workers because they report unsafe and unhealthful working conditions during the coronavirus” -
Mentorship: in Research, Practice, and Planning Jasmine A
McNair Scholars Research Journal Volume 1 | Issue 1 Article 11 2-12-2010 Mentorship: In Research, Practice, and Planning Jasmine A. Lee Eastern Michigan University, [email protected] Follow this and additional works at: http://commons.emich.edu/mcnair Recommended Citation Lee, Jasmine A. (2008) "Mentorship: In Research, Practice, and Planning," McNair Scholars Research Journal: Vol. 1: Iss. 1, Article 11. Available at: http://commons.emich.edu/mcnair/vol1/iss1/11 This Article is brought to you for free and open access by the Graduate School at DigitalCommons@EMU. It has been accepted for inclusion in McNair Scholars Research Journal by an authorized administrator of DigitalCommons@EMU. For more information, please contact [email protected]. Lee: Mentorship MENTORSHIP: IN RESEARCH, PRACTICE, AND PLANNING Jasmine A. Lee Dr. Lynn Nybell, Mentor ABSTRACT This research examines literature from 1995-2007 involving youth mentorships in America. Mentor/National Mentoring partnership defi nes youth mentorship as a “structured and trusting relationship that brings young people together with caring individuals who offer guid- ance, support and encouragement aimed at developing the competence and character of the mentee” (2003). Over the past decade there has been a resurgence of youth mentoring as a way to provide support and encouragement to “at-risk” youth in America. My study of the literature involved defi ning the word mentor and fi nding the best practices used by mentor programs that create positive outcomes in youth and docu- menting the process of the mentor relationship. During my research I discovered that there is a lack of information specifi cally regarding Af- rican-American mentors matched with African-American mentees and the impacts that this has on the youth involved. -
School Nurse Mentorship Manual
School Nurse Mentorship Manual West Virginia School Nursing Services Office ofSpecial Education May2018 2017 West Virginia School Nurse Mentorship Program Committee Members Region 1 Region 6 Allison St. Cla ir of Monroe County Carol Cipoletti of Brooke County Region 2 Region 7 Kristi Scaggs of Logan County Rebecca Wise of Monongalia County Region 3 Region 8 Melinda Embrey of Kanawha County Rhonda Dante of Hampshire County and Linda Parsons of Putnam County WVDE Rebecca King, Office of Special Education Region 4 Jenny Friel of Pocahontas County Region 5 Kristin Stover of Jackson County Special thanks to Connie Harper, School Nursing Consultant and retired school nurse of Clay County schools. 1 TABLE OF CONTENTS Introduction to School Nursing ....................................................................................................................................................... 4 Keeping Students Safe: Understanding National and State Laws and Rules (Policy) ........................................ 7 CPS Reporting ..........................................................................................................................................................................................1 1 Organizational Chart with Roles of School Personnel: ........................................................................................................ 12 Confidentiality /Communication ................................................................................................................................................... -
Region Ix Whistleblower Protection Program Complaints Were Not Complete Or Timely
REPORT TO THE OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION REGION IX WHISTLEBLOWER PROTECTION PROGRAM COMPLAINTS WERE NOT COMPLETE OR TIMELY DATE ISSUED: NOVEMBER 23, 2020 REPORT NUMBER: 02-21-001-10-105 To answer all of these questions, we: 1) tested U.S. Department of Labor a sample of whistleblower complaints from Office of Inspector General October 1, 2010, through September 30, 2018; Audit 2) conducted interviews in Region IX to determine if OSHA provided investigators with appropriate operational resources; and 3) reviewed 15 WPP cases and 77 allegations provided by the Whistleblower. BRIEFLY… We also followed up on recommendations from prior audits to determine if OSHA had successfully implemented corrective actions. REGION IX WHISTLEBLOWER PROTECTION PROGRAM COMPLAINTS WERE NOT COMPLETE OR TIMELY WHAT OIG FOUND We found no evidence of misconduct, nor November 23, 2020 evidence of any other issue that would rise to the level of “violations of law, rule, or regulation WHY OIG CONDUCTED THE AUDIT and gross mismanagement.” However, we did On July 6, 2018, then Secretary of Labor find problems with the completeness and Alexander Acosta received a referral from the timeliness of investigations into whistleblower U.S. Office of Special Counsel (OSC) that complaints, as 96 percent of those sampled did described allegations against the Occupational not meet all essential elements and 88 percent Safety and Health Administration’s (OSHA) of cases exceeded statutory timeframes for Whistleblower Protection Program (WPP). investigations by an average of 634 days. WPP investigates complaints of employer These results were worse than the results we retaliation when employees report violations of reported in 2010 and 2015 audits, and could be law by their employers. -
Strawbery Banke Museum Employee Handbook
Strawbery Banke Museum EMPLOYEE HANDBOOK Updated: June 4, 2021 TABLE of CONTENTS CORE POLICIES Error! Bookmark not defined. 1.0 WELCOME 4 1.1 A Welcome Policy 4 1.2 At-Will Employment 4 2.0 INTRODUCTORY LANGUAGE AND POLICIES 5 2.1 About the Organization 5 2.2 Organization Facilities 5 2.3 Ethics Code 5 2.4 Strategic Framework, Mission, and Vision Statements 6 2.5 Categories of Employment 6 2.6 Revisions to Handbook 7 3.0 HIRING AND ORIENTATION POLICIES 7 3.1 Equal Employment Opportunity (EEO) Statement and Anti-Harassment Policy 7 3.2 Conflicts of Interest 9 3.3 Employment of Relatives and Friends 11 3.4 Job Descriptions 11 3.5 Training Program 11 3.6 Employment Authorization Verification 11 3.7 Disability Accommodation 12 3.8 Religious Accommodation 12 4.0 WAGE AND HOUR POLICIES 12 4.1 Attendance Policy 12 4.2 Job Abandonment 13 4.3 Business Expenses Policy 13 4.4 Travel Expenses 13 4.5 Introduction to Wage and Hour Policies 15 4.6 Pay Period 15 4.7 Recording Time 15 4.8 Overtime 16 4.9 Required Annual Special Events Policy for Year-Round Employees 17 4.10 Travel Time Pay 18 4.11 Meal and Rest Periods Policy 19 4.12 Accommodations for Nursing Parents 19 4.13 Paycheck Deductions 20 4.14 Direct Deposit 20 4.15 On Call 20 4.16 Use of Employer Credit Cards 20 4.17 Wage Disclosure Protection 21 5.0 PERFORMANCE, DISCIPLINE, LAYOFF, AND TERMINATION 21 5.1 Standards of Conduct 21 5.2 Open Door / Conflict Resolution Policy 22 5.3 Pay Raises 22 5.4 Performance Evaluation and Improvement Plans 22 5.5 Disciplinary Process 23 5.6 Criminal Activity -
Anti-Slavery and Human Trafficking Policy
Anti-Slavery and Human Trafficking Policy Effective Date: February 15, 2018 Last Revision: August 22, 2020 Owner: Chief Security Officer Approved By: Ivanti Security Council and Executive Leadership Internal Use Only Page 1 of 5 Anti-Slavery and Human Trafficking Policy Anti-Slavery and Human Trafficking Policy Effective Date: February 15, 2018 Last Revision: August 22, 2020 Owner: Chief Security Officer Approved By: Ivanti Security Council and Executive Leadership Applicable Country: Global 1.0 Overview and Purpose Ivanti is committed to high standards of corporate governance, and a key element of this is managing the business in a socially responsible way. Ivanti aims to employ the highest ethical and professional standards as we comply with local laws and regulations applicable to our business. As such, Ivanti is committed to preventing slavery and human trafficking in its corporate activities and its supply chains. This commitment to ethical and professional behavior is enforced and emphasized in our company policies and training programs. Ivanti expects the third-parties, parties such as suppliers and customers, to behave in a similar manner. This Policy is not intended to impose unnecessary restrictions that are contrary to Ivanti’s established culture of openness, trust, and integrity. Ivanti and its senior management are committed to protecting Ivanti's employees, partners, and the company from illegal or damaging actions, that happen either knowingly or unknowingly. They are also committed to protecting Ivanti’s information technology resources, brand, intellectual property, personal information, and customer data from misuse or compromise. Ivanti is committed to following all applicable laws and regulations. This Policy helps ensure the security of Ivanti’s Information Systems, including information that Ivanti may gather and store, such that it meets or exceeds industry standards. -
Perspective of First MBBS Students on Mentoring
IOSR Journal of Dental and Medical Sciences (IOSR-JDMS) e-ISSN: 2279-0853, p-ISSN: 2279-0861.Volume 17, Issue 10 Ver. 8 (October. 2018), PP 53-58 www.iosrjournals.org Perspective of First M.B.B.S students on Mentoring -A Questionnaire-Based Study in two Government Medical Colleges in Telangana. Dr N.Jagathi Devi1, Dr A.B. Suguna2 1 First author: Dr N.Jagathi devi, Associate Professor, Pharmacology, Government Medical College, Nalgonda. 2 Second author/ Corresponding author: Dr A.B. Suguna, Associate Professor, Pharmacology, Government Medical College, Nizamabad Abstract Introduction: An Introductory workshop on Mentoring was conducted as a part of Orientation course for incoming First year M.B.B.S. students of Osmania Medical College and new Government Medical college in Mahabubnagar of 2016 batch. Following this program, the students were asked to fill a prepared questionnaire to gauge their opinion and preferences on Mentoring. The purpose was to use the data to plan an effective Mentorship, in consultation with students, to better fulfil their requirements. Objectives: To assess the need of Mentoring, as perceived by First M.B.B.S. students who have just entered the medical college by analyzing their responses to a prepared questionnaire. To compare the attitude and requirements towards Mentoring in two different government medical colleges in Telangana. And finally to plan individualized and effective Mentorship programs, keeping in mind students’ requirements. Methodology: Mentoring program was conducted as a part of Orientation course for incoming First year M.B.B.S. students of 2016 Batch of Osmania Medical College and new Government Medical college in Mahabubnagar. -
Whistleblower Protections for Federal Employees
Whistleblower Protections for Federal Employees A Report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board September 2010 THE CHAIRMAN U.S. MERIT SYSTEMS PROTECTION BOARD 1615 M Street, NW Washington, DC 20419-0001 September 2010 The President President of the Senate Speaker of the House of Representatives Dear Sirs and Madam: In accordance with the requirements of 5 U.S.C. § 1204(a)(3), it is my honor to submit this U.S. Merit Systems Protection Board report, Whistleblower Protections for Federal Employees. The purpose of this report is to describe the requirements for a Federal employee’s disclosure of wrongdoing to be legally protected as whistleblowing under current statutes and case law. To qualify as a protected whistleblower, a Federal employee or applicant for employment must disclose: a violation of any law, rule, or regulation; gross mismanagement; a gross waste of funds; an abuse of authority; or a substantial and specific danger to public health or safety. However, this disclosure alone is not enough to obtain protection under the law. The individual also must: avoid using normal channels if the disclosure is in the course of the employee’s duties; make the report to someone other than the wrongdoer; and suffer a personnel action, the agency’s failure to take a personnel action, or the threat to take or not take a personnel action. Lastly, the employee must seek redress through the proper channels before filing an appeal with the U.S. Merit Systems Protection Board (“MSPB”). A potential whistleblower’s failure to meet even one of these criteria will deprive the MSPB of jurisdiction, and render us unable to provide any redress in the absence of a different (non-whistleblowing) appeal right. -
Telecommuting Guide Produced By
Telecommuting Guide Produced by: tafep.sg All information in this book is correct as of June 2021. All rights reserved. No part of these contents may be reproduced in any form or by electronic or mechanical means, including information storage and retrieval systems without permission in writing from the publisher. Contents 1 Introduction 19 Engage • Why this Telecommuting Guide? 1 • Keys to Keep a Hybrid Workforce Engaged 19 • How the Guide is Structured 2 • Organisation Considerations 21 • Terminology 2 • Manager Considerations 24 • The Organisation Case for Telecommuting - • Team Considerations 25 Maximising the Benefits and Reducing the Risks 3 • Employee/Individual Considerations 26 6 Plan 28 Perform • Organisation-level Considerations 6 • Manager Considerations 9 • Telecommunting Policy/Guidelines 10 31 Develop 12 Attract 34 Overcoming the Challenges • Virtual Hiring 12 • Considerations for Successful Virtual Hiring 13 37 Conclusion • Assessing Skills and Abilities Conducive to Successful Virtual Working 14 • Virtual Onboarding 15 39 Company Profiles • Assessing Progress and Feedback on the • Dell Technologies 40 Onboarding Process 18 • Foo Kon Tan 42 • Rajah & Tann 44 • SAP Asia Pte Ltd 46 • Singtel 48 • Toshiba Asia Pacific Pte Ltd 50 Introduction WHY THIS TELECOMMUTING GUIDE? remote working issues, for example, those related to managing time zone differences or geographically dispersed teams. This Guide focuses on employers who provide ‘hybrid’ or ‘blended’ work arrangements where employees have the option to work virtually or at an office/shared workplace. Recent projections of future employer practices indicate that many employers will continue to offer their employees the This Telecommuting Guide was developed to In this Guide, we aim to share important flexibility to telecommute during the work encourage and support Singapore employers considerations and best practices, combined week, in an arrangement that works best for in the implementation of a sustainable with learnings and examples from Singapore- the employee and team. -
Elevating the Onboarding Experience
Elevating the Onboarding Experience A GOVERNANCE PROFESSIONALS’ GUIDE The Ontario Hospital Association (OHA) is grateful to the following members of the Governance Professionals Peer Learning Network who contributed to the development of this guide. Ruth Agi – Erie St. Clair Local Health Integration Network Kimberly Bougher – St. Thomas Elgin General Hospital Margaret Clark – Peterborough Regional Health Centre Terri-Lynn Cook – St. Joseph’s Health Care, London Sue Davey – Huron Perth Healthcare Alliance Patty Dimopoulos – Brockville General Hospital Danette Dutot – Hotel Dieu Grace Healthcare Cassa Easton – Grand River Hospital Corporation Joanne Hartnett – Queensway Carleton Hospital Loralee Heemskerk – Tillsonburg District Memorial Hospital Susan La Brie – Waypoint Centre for Mental Health Care Sheila Mabee – Lennox and Addington County General Hospital Jennifer Matthews – The Ottawa Hospital Trish Matthews – Scarborough and Rouge Hospital Robin Moore – Ontario Shores Centre for Mental Health Sciences Julia Oosterman – Bluewater Health Lise Peterson – Erie Shores Healthcare Pam Porter – Ontario Shores Centre for Mental Health Sciences Wendy Sallows – Royal Victoria Regional Health Centre Katrina Santiago – Central Local Health Integration Network Anne Schnurr – South Bruce Grey Health Centre Kathy Vader – Pathways to Independence Elevating the Onboarding Experience: A Governance Professionals’ Guide The confidence of a new board member and the ability to engage and contribute meaningfully to the practice of good governance can be traced back to onboarding effectiveness combined with previous governance experience, sector knowledge, skills and expertise. A board orientation includes both content and process items which contribute to a new board member’s ability to effectively fulfill their fiduciary duties. Boards have different cultures and face different pressures and challenges so the approach to onboarding varies across organizations. -
Mentoring Junior Faculty in the UNC School of Medicine
Mentoring Junior Faculty in the UNC School of Medicine Susan Girdler, Ph.D., FABMR Department of Psychiatry Chair, SOM Mentoring Task Force Cristin Colford, M.D., FACP Department of Medicine – Internal Medicine Associate Director, Residency Program Enhance research/clinical/ teaching practices Foster Independence Broker Opportunities Career and Enhancing Networking Mentoring Develop Career Management Skills Advocate and Offer Protection Identify Opportunities for Development Kram, K.E. (1985). Mentoring at work: Developmental relationships in organizational life. Glenview, IL: Scott Foresman and Company. Promote Socialization to the Profession and Institution Provide Encouragement, Enhance Confidence Psychosocial Mentoring Help Clarify Professional Identity Model Professional Behaviors, Attitudes and Values Multiple Roles for Mentors o Career advocate, sponsor, strategist o Tenure and promotion coach o Feedback communicator o Protector o Counselor o Networking o Teaching, research, clinical coach Think Multiple Mentors! Mentoring at the University of Pennsylvania School of Medicine: Relationship of Number of Mentors to Outcomes (n=1,046 Assist and Assoc Profs) Wasserstein, Quistberg, & Shea (2007). Journal of General Internal Medicine, 22(2), 210-214. UNC SOM faculty 28-45 yrs of age 70 60 50 40 % Agree % 30 20 Having formal mentor is Receive formal mentoring important 2016 Association of American Medical Colleges Mentoring Outcomes at UNC SOM 100 Mentoring No Mentoring 90 80 70 Agreed % 60 50 40 Daily activities1 & Clear2 role Clear medical3 -
Observations on Protections from Discrimination and Reprisal for Whistleblowing
United States General Accounting Office GAO Testimony Before the Committee on the Judiciary, House of Representatives For Release on Delivery Expected at 10 a.m. EDT THE FEDERAL Wednesday, May 9, 2001 WORKFORCE Observations on Protections From Discrimination and Reprisal for Whistleblowing Statement of J. Christopher Mihm Director, Strategic Issues GAO-01-715T Mr. Chairman and Members of the Committee: I am pleased to have this opportunity to provide information for your deliberations on H.R. 169, the Notification and Federal Employee Antidiscrimination and Retaliation Act of 2001, commonly referred to as the NoFEAR Act. In a high-performing workplace, federal employees must be able to pursue the missions of their organizations free from discrimination and should not fear or experience retaliation or reprisal for reporting—blowing the whistle on—waste, fraud, and abuse. To help achieve such a workplace, federal antidiscrimination laws protect these employees from discrimination based on their race, color, sex, religion, national origin, age, or disability, as well as retaliation for filing a complaint of discrimination.1 In addition, the Civil Service Reform Act of 1978 articulates the merit system principles for the fair and equitable treatment of the federal workforce and defined personnel practices that are prohibited. Among the prohibited personnel practices is reprisal for whistleblowing. Several other laws also protect employees from reprisal by prohibiting agencies’ taking or threatening to take—or not to take—a personnel action because of an employee’s whistleblowing activities. Unfortunately, despite these protections, some federal employees have experienced or believe that they have been subject to workplace discrimination or reprisal for whistleblowing.