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How to Launch an Employment Discrimination, Harassment, Diversity/Inclusion Initiative on A Global Scale

1h 5m

Created on March 05, 2020

Intermediate

$89

Overview

The global #MeToo movement, the "woke" focus on diversity/inclusion, as well as other business, humanitarian and corporate social responsibility drivers all compel multinationals to equalize employment opportunities across their workforces worldwide. But the EEO tools American multinationals originally developed in the atypical and rarified environment of U.S. discrimination, harassment, and diversity laws do not necessarily work well abroad, without significant modification. Consider affinity groups, as just one example.

Any multinational launching cross-jurisdictional work rules, international HR policies, global code of conduct provisions, cross-border compliance standards, multi-country training modules, or other border-crossing initiatives to address workplace discrimination, harassment, affirmative action or diversity, and inclusion should adapt these offerings strategically to account for the special context of the global workforce. Equal employment opportunity plays a much bigger role in U.S. human resources administration, and U.S. employment law compliance than in perhaps any other country. As a result, U.S.-headquartered multinationals often place more emphasis on EEO issues than do multinationals based elsewhere.

This fast-paced session, presented by Donald C. Dowling of Littler P.C., offers strategy tips, good practices, and international legal analysis, to equip a multinational headquarters launching (or improving) international HR initiatives on anti-discrimination, anti-harassment, and affirmative action/diversity/inclusion. This program is well-suited for any labor and employment attorney who advises multinational corporations.


Learning Objectives:

  1. Explore why staking out a "zero tolerance" or "#MeToo-compliant" stand against illegal workplace discrimination and harassment can be very different in foreign cultural environments
  2. Determine to what extent a "one size fits all" global approach to discrimination/harassment/diversity/inclusion is (and is not) possible
  3. Identify how to address the special challenges in exporting U.S.-crafted strategies for age discrimination, disability discrimination, and equal pay 
  4. Discuss considerations when updating global discrimination/harassment initiatives that were crafted before #MeToo and recent diversity/inclusion initiatives 


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