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EEOC Issues $245 million Probable Cause Determination against NYC

On April 1, the EEOC’s New York District Office issued a Determination finding probable cause to believe that the City of New York’s Department of Citywide Administrative Services (DCAS) violated Title VII and the Equal Pay Act based on its “pattern of wage suppression and subjective promotion based on…sex, race, and national origin.” In the accompanying conciliation agreement proposal, the EEOC demanded numerous forms of programmatic relief from DCAS (e.g., EEOC monitoring and notice postings) as well as back pay, future pay, compensatory damages and legal fees and costs totaling more than $246 million. For any employer, the EEOC’s position is one that ought to be heeded for “lessons learned….”

The Charge

The Communications Workers of America, AFL-CIO Local 1180 filed a charge of discrimination with the EEOC against DCAS in 2014 on behalf of a class of African-American and Hispanic women who were (or still are) employed as administrative managers in various NYC agencies. The Union asserted that a discriminatory pattern of wage suppression on the basis of sex, race and national origin exists as well as facially neutral policies governing assignment, promotion and wages that have a disparate impact on female African-American and Hispanic administrative managers. To this end, the Union alleged that the minimum salary for administrative managers—which is disproportionately paid to Hispanic and African-American women—has been frozen for many years whereas the maximum salary for administrative managers (positions held primarily by Caucasian males) has increased significantly.

In addition to arguing that the Union did not have standing to file a charge with the EEOC, DCAS denied the allegations of discrimination and provided “a small sample of administrative managers along with their gender, race, agency, salary, and description of their job duties in an attempt to demonstrate that administrative managers do not perform equal work.”

EEOC’s Determination and Proposed Conciliation Agreement

The EEOC agreed with the Union, opening that DCAS’ evidence “was insufficient” and did “not withstand scrutiny.” The EEOC also alleged that DCAS declined to provide certain requested information and “the Commission determines that the silence is an admission of the allegations in the charge, and exercises its discretion to draw an adverse inference with respect to the allegations.”

In addition to its Determination, the EEOC provided a proposed Conciliation Agreement to resolve the charge against DCAS. The Conciliation Agreement, were DCAS to accept it, would require DCAS to, at a minimum, award raises via “an annual step process;” increase the minimum salary for all administrative managers; and agree to “proper oversight, opportunity and enforcement of equal employment,” which would include the appointment of an EEO monitor; amended job descriptions with a revised posting and bidding process; and provision of tuition assistance to union members to “level the playing field” for union members so that they can “effectively compete with their white male colleagues in the workplace.”

With respect to monetary damages the EEOC demanded $188,682,531.00 in back pay, a new starting salary for administrative managers of no less than $92,117.00, $56,922,000.00 in compensatory damages under Title VII, and no less than $1,000,000.00 in legal fees and costs.

The EEOC gave DCAS until April 17, 2015 to provide a written counter-proposal or advise if it did not wish to engage in conciliation. Absent what it deems a “reasonable written counter-proposal” from DCAS, the EEOC warned that it may deem conciliation futile and fail conciliation.

Implications or Employers

The headline grabbing dollar amount requested by the EEOC in this proposed conciliation agreement is certainly staggering and catapults this case into the “one to watch” column. Furthermore, this confirms what we predicted in our EEOC-Initiated Litigation Report – that the EEOC is going to focus this year on recovering large settlements and verdicts to try to make up for low recoveries in fiscal year 2014. As DCAS has already publically stated that it intends on participating in the conciliation process, we will be sure to monitor developments. Stay tuned!

This post can also be found on the EEOC Countdown blog here.

 

Security Technology: Reducing Risk for Law Enforcement

 

Nowhere is the work environment more unpredictable than on the front line. Front line employees, whether they work in customer service or high-level security, are constantly exposed to the biggest element of risk—the human element. Working in the field exposes employees to a variety of unpredictable factors, interacting with the public and operating in different environments, making it difficult to predict risks and properly protect employees from external threats.

This is particularly true in law enforcement and security industries, with “police officer” being named as one of America’s most dangerous jobs. It’s no wonder organizations (both public and private sector) are looking for solutions, especially when considering what is at risk. Obviously, employee safety is of paramount concern to any organization and should always be top priority, but there are other elements to consider. Attacks on employees or property can result in huge legal costs, and without physical evidence, it can be hard to recoup this loss. Businesses must also consider the risk to their public image.

To help fight crime and reduce the risks to their front line workers, many government law enforcement agencies and private security organizations are using technology solutions. These solutions, such as advanced security recordings and tracking devices, can act as deterrents. While providing law enforcement officers with more protection, they also help collect irrefutable evidence to protect the company from a legal perspective.

Personal security cameras

These personal security cameras have been adopted by numerous law enforcement agencies around the world, including the City of Clare Police Department in Michigan. The body-worn cameras are attached to the police officer’s uniform—recording footage and displaying a live feed on their front-facing screen. This works in two ways, by providing reliable video evidence from the officer’s perspective of the crime scene and also acting as a deterrent. This approach of alerting members of the public to the fact that they’re being recorded has been shown to reduce the occurrence of criminal activity.

GPS

While GPS systems have existed for a long time, more and more law enforcement agencies are taking full advantage of their benefits—particularly when it comes to pursuing vehicles. Tested with police departments in Arizona and Florida, GPS ‘darts’ are currently in development to reduce the risk to police officers and the general public posed by high speed traffic pursuits. The darts are fired using compressed air and discreetly attach to the vehicle being chased. This means the officer in pursuit can track the vehicle remotely, without the need to initiate a chase at dangerous speeds.

Drones

Perhaps the most controversial of these technologies, drone surveillance has been a hot topic in recent news. While opposition to their use is primarily in relation to privacy or military usage, for law enforcement they provide an affordable and convenient alternative to police helicopters. These small portable flying police drones are equipped with HD surveillance cameras, providing a birds-eye view of crime scenes or events. This live video feed can be monitored and recorded remotely, allowing officers to survey any danger in the area before making a physical appearance. Like body worn cameras, the video footage can also serve as valuable evidence in court. The future of drone technologies being adopted by police departments remains up in the air, however, as some public opposition looks to restrict their usage.

Gunshot detection

Possibly the most innovative of these technologies, gunfire locators or gunshot detection systems have proven to be extremely valuable in protecting front line workers and increasing response time in high gun crime areas. Already used in many cities throughout the United States, these systems use numerous super sensitive microphones (dispersed through a geographic area and connected to a central processor) to immediately alert police to the exact location, and even direction, of gunshots fired in the area.

While some of these technologies have yet to reach their potential, their benefits suggest it won’t be long before they’re fully integrated into police and security industries—and seeing widespread use around the world. While tracking devices and security cameras are nothing new, their improvement and innovative applications in recent years have made them invaluable. From collecting evidence to improving safety for front line workers, these high-tech security solutions effectively reduce risks faced by organizations operating in the sector.

 

The State of the American Manager Is…Weak

Risk managers, understandably, spend most of their time worrying about external threats. But occasionally we are forced to acknowledge that our own organizations can be the most fertile seedbeds of risk.

Gallup’s State of the American Manager report is one of those inputs that should compel organizations to look inward. Gallup lays out startling data on the woeful state of American managers: most are disengaged, compelling their employees to perform at much lower levels. Prevailing promotion and hiring practices are big culprits, as a small minority of people given management roles actually have the skills to succeed with leadership responsibilities. A lot needs to change to recover all of the lost productivity.

According to Gallup, about 82% of managers lack the appropriate skills for their positions. Poor hiring practices beget low engagement with the job and organization: 65% of managers say they are either not engaged, or actively disengaged.

Essentially, managers are phoning it in. Many readers won’t be surprised by this; most of us have had bad bosses at one time or another, and Gallup found that exactly half of American workers have left a job just to get away from a dreadful manager. They also found strong a strong correlation between manager quality and employee engagement:

All told, managers account for “at least 70% of the variance in employee engagement scores across business units.” And it’s powerful to see the effects of low employee engagement on productivity:

What does all of this poor managing cost? Gallup claims the current situation drains $300–$400 billion from the U.S. economy each year.

The extent of this problem, and its effects, are staggering.

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Thankfully, the solutions are easy to articulate. We have vast ranks of unsatisfied and unengaged managers because we are putting the wrong people in leadership positions. Too many organizations plot career paths based on title, not talent.

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A great front-line employee might not be a great manager, but that’s how we typically promote people:

Reason #2 is the other systemic problem: promoting based on seniority. High-performing organizations, on the other hand, promote based on performance rather than who’s next in line for a title change.

Sub-par hiring and promotion practices continue, of course, because overhauling them is a huge job with large up-front costs. Whole company cultures need to be changed in the process. Many (most?) organizations obviously prefer to stick with the status quo.

Are there any quick fixes that can help turn the tide?

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Actually, yes. Something companies can start doing right away: hire and promote more women into management roles:

Access to the full Gallup report can be found here.

P&C Rates Drop 1% in March

The composite rate for property and casualty insurance dropped 1% in March compared to March 2014, indicating a softening market, according to MarketScout.

“March is an important month. There is a considerable volume of U.S. business placed with both the U.S. and international insurers,” noted Richard Kerr, CEO of MarketScout. “While a small change from February, the downward adjustment in rates may be an indicator of what is to come for the next six months.”

By coverage classification, general liability and umbrella/excess liability dropped from up 1% in February to flat or 0% in March. Commercial auto, professional liability, and employment practices liability (EPLI) were also down 1% in February as compared to March. No coverages reflected a rate decrease.

By account size, small accounts (up to $25,000 premium) adjusted downward from up 2% to up 1%. Large accounts ($250,000 to $1,000,000 premium) were flat as compared to up 1% in February. The rates for all other accounts were unchanged.

Industry classifications all remained the same as in February, except for contracting and transportation, which were up 1%t in March, compared to up 2% in February. Habitational was flat or up 0% in March, compared to up 1% in February.

Summary of the March 2015 rates by coverage, industry class and account size:

By Coverage Class
Commercial Property Up 1%
Business Interruption Up 0%
BOP Up 1%
Inland Marine Up 0%
General Liability Up 0%
Umbrella/Excess Up 0%
Commercial Auto Up 1%
Workers’ Compensation Up 0%
Professional Liability Up 1%
D&O Liability Up 1%
EPLI Up 1%
Fiduciary Up 0%
Crime Up 0%
Surety Up 0%