1. Legal and Human Resource perspective on pay equity, gender bias, glass ceiling, and #metoo movement.

2. Practical advice for change-makers.

3. Outstanding panelists.

4. Pragmatic dialogue.

5. SHRM/HRCI/CLE credits.

1. Moral and Ethical Obligations.

2. Legal Duties.

3. Tools to Protect.

4. Dialogue to Learn and Share.

5. Current Climate.

1. Be an active listener no matter the situation. Whether the purpose of your communication is to provide guidance, set goals, or issue discipline, it cannot be a one-way conversation. Great leaders are great listeners.

2. Tailor your communication. This goes beyond just knowing your audience. To lead effectively means to understand how to communicate effectively. Spend some time thinking about who you’re speaking with (not “speaking to”), and the best way to engage with them before doing so.

3. Communicate regularly. Ongoing feedback is a necessary part of fostering a productive environment and employee growth; excellent managers act as a support system when leading.

4. Keep things simple. Regardless of how difficult or complex a situation might be, be clear and succinct to avoid confusion and misunderstandings.

5. Be approachable. If you’re welcoming, present, and positive, your communications will be heard and followed. Likewise, employees will be more willing to listen to you and leverage your advice to help the company succeed.

1. “Culture” is a vague, undefined buzzword for the modern workplace and may create a potentially discriminatory basis for employment actions. It can also become an excuse for not becoming, or trying to become, diverse and inclusive.

2. The modern workplace may include creating a company Diversity Committee and selecting certain employees to provide input regarding diversity and inclusion efforts. However, being “a diverse workplace,” doesn’t mean you pick the “onlys” to be on a committee and expect them to provide suggestions to management with limited scope and purpose. Instead, it means to effectuate change in hiring, promoting, and championing employees by those who have the power to do so with guidance from the committee and other leadership.

3, 4, and 5. It is very trendy to talk about “coachabilty,” “emotional intelligence,” and “the right values” when hiring candidates, which are certainly important factors. But, contrary to conclusions and assumptions about proper candidate evaluation (like those found in a Leadership IQ study of why workers were fired within 18 months of hire), these factors don’t overtake experience and technical competence. For example, the reason this study showed only 11% of employees failed due to lack of technical competence is because companies did the right thing 89% of the time by hiring experienced, competent employees but should have better evaluated interpersonal skills. It doesn't mean technical competence is not one of the most important hiring factors.

The 11% number would skyrocket if employers didn’t first evaluate their candidate pool to find the best skilled, experienced, and technically competent candidates, and then turn to the soft skills. Bottom line: Employers don’t need to sacrifice candidate experience and know-how for the ability to fit into an organization and be productive – they can (and should) have both.

Otherwise, employers may find themselves explaining to a judge or jury in a discrimination trial that they hired a certain candidate based on "culture fit" rather than those who were better qualified or more experienced - and also could have fit just fine into their workplace.

1. Sexual Harassment. Companies have focused their polices, but it's just as important to implement annual training. While it helps with potential liability, more importantly are companies’ willingness to foster safe, positive work environments.

2. Implicit Bias. We are wired to judge quickly and use stereotypes to survive an endless barrage of information. To make sure we’re not using predispositions in a negative, illegal, or unproductive way, we need to recognize and have the tools to handle them.

3. Marijuana. Now legal in one form or another in 34 states, employers have to deal with OSHA obligations, federal mandates, assessment of reasonable suspicion, and vendor/customer attitudes.

4. Workplace Violence Prevention. In this era, it is key to teach workers how to prevent or minimize workplace danger. Companies are obligated to do so under OSHA standards and hopefully their own initiatives for a safe workplace.

5. Pay Equity. Companies need training regarding proper interview questions (many states now preclude salary history inquiries); implementing pay standards for workers performing the same job (e.g., is it 'substantially similar work,' or 'work requiring similar skill, effort, and responsibility'?); and tracking pay equity progress.

1. The First Amendment does not provide the same protections at the workplace as it does elsewhere. Employers may (and should) implement policies related to reasonable restrictions for political discussion and conduct, including limiting or banning company resources for such activity.

2. Political policies should be tailored to purely political speech or conduct, and preclude activity that is discriminatory, disruptive, or impacts performance.

3. Political policy enforcement should be applied fairly and evenly.

4. Many states prohibit employers from discrimination or retaliation against employees based on political views. Management should be advised to separate their political views from decision-making at work.

5. Be mindful of Section 7 of the National Labor Relations Act, which allows employees to engage in concerted activity related to the terms and conditions of their employment. For example, they may contact lawmakers, protest, or demonstrate, although these activities are typically limited to outside of work.

1. Sexual Harassment. It is one thing to have policies in place, another to put them into practice. Employers should remind their employees of sexual harassment policies and provide annual training.

2. Investigations. Complaints of sexual harassment, gender bias, pay equity, and #metoo-related allegations should be investigated fairly and addressed quickly.

3. Goals. Employers should set goals for diversity and inclusion and analyze their workforce composite to ensure they are headed in the right direction to achieving such goals.

4. Groups. McKinsey’s Women in the Workplace study points out the “Only” problem. Employers can ensure women are well-represented and heard through a conscientious effort to create mixed-gender teams and avenues for female empowerment.

5. Positivity. Employers should express their positivity regarding diversity advancement, female empowerment, and creating a safe, fun, inclusive workplace - it's a great message from the top.

#internationalwomensday

1. Your boss takes credit for your work (63 percent)

One of the big findings is that employees really hate it when the boss takes credit for their work. And, older employees (those over 45) get even more irritated. Why is it just a trigger? Employees want to be recognized, and then challenged to complete other lofty goals. When they realize they won't get any credit or someone will steal it, they lose all motivation.

2. Your boss doesn't appear to trust or empower you (62 percent)

Trust and empowerment can change employee perceptions. When you show trust, you're essentially enabling the employee to succeed. Bad bosses don't understand that. They command and control, assuming an employee is going to fail or create conflict. To change, you have to demonstrate to an employee you are OK with small failures.

3. Your boss doesn't appear to care if you're overworked (58 percent)

The boss is out playing golf or on vacation in Orlando. At work, the employees are stretched pretty thin. That's a problem because, from the perspective of the workers, there isn't an example of how to do the work, someone explaining how to finish tasks, or any time-table other than "get this done before the boss starts paying attention again."

4. Your boss doesn't appear to advocate for you when it comes to monetary compensation (57 percent)

A curious one that ranks high on the list (above setting expectations or not getting a promotion), not advocating for an employee puts you in the doghouse. Why? Like the other high ranking reasons, the employee knows they won't get any credit (in this case, financially) for hard work. He or she will produce the work but won't ever get the recognition.

5. Your boss hires and/or promotes the wrong people (56 percent)

Favoritism is another de-motivator. A bad boss picks the people he or she likes, regardless of skill level. It might be because that person also drives an Audi. Bad bosses don't fairly critique all employees and understand what it takes to do a specific job or role.