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Hello All ,
I am looking for opportunities in Functional Testing ( 6.7 years experience). Currently Working as Technical Test Lead
I am also Serving Notice period and LwD is 15th November,
Kindly suggest or refer me in your organization for open positions
Tata Consultancy Deloitte EPAM Systems Koch Amazon JPMorgan Chase IBM Accenture PwC KPMG EY VMware
If you are thinking of starting a law practice or growing one with little or no capital, you need to get the book, “Starting & Growing a Law Practice without Breaking the Bank.
It was written based on personal experience and research. I started my practice 11 years ago in the middle of the 2008/2009 recession with about $500 and I have grown the practice significantly over the years using affordable and available resources.
I also coach solo practitioners and small firm attorneys. https://www.amazon.com/Starting-Growing-Practice-Without-Breaking/dp/1099523303
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Hey guy, I have this book out. Wondering if you could help me spread the word. It teaches you how to write KPI’s for an IDB perspective. I am in the market to switch career back to my original so I am open to assist especially non-profits address their data issues. Anyway guys if interested send me a DM. https://www.amazon.com/Key-Performance-Indicator-Development-Guide/dp/B0B5K9W5JC
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You kinda just gotta eat it if you’re not a part of a “protected class”
I don’t think we get to decide that, do we?
Depending on what you have as proof they’ll need to be certain things that your attorney will tell you are needed to justify a case.
- Create a paper trail that highlights what occurred time,date, person involved and any witnesses
- Prepare yourself for the HR process that will start once you have voiced your concern
- Important before going to HR to have your paper trail started via email, slack messages with time and place or what works best for you
- This is so you are protected from retaliation as it will happen but disguised in very clever ways if wrong doing has occurred
- You’ll meet with HR, no recordings will be allowed, they’ll take notes asking about paper work that was submitted ( If some was provided ahead of time)
- After wards it’ll be damage control because organizations pride themselves on aligning with DEI efforts and initiatives
- The last thing any company needs is bad publicity the contradicts their core values and commitment to their customers
- Your company will then fire off an email to all company members or perhaps fire off a company wide slack message
- With resource links on discrimination or unethical treatment in the workplace
Speaking with various HR professionals they’ve assured me the process goes along the lines of this but will vary
- HR will start off by saying something along the line like,”Our organization prides itself on being Diverse and Inclusive …”
- HR will create the company paper trail for the company they represent
- HR is the mediator but has the best interests of the organization first and foremost
- They’ll investigate and see if there is enough evidence of some type of discrimination that has occurred
- Then either pursue or close the case
Good luck on finding a middle ground, if this has occurred multiple times then that just gives an insight into what is allowed within your company.
It’s hard for larger organizations to truly find the resources that are needed to handle cases. So it becomes a battle of who has more influence within an organization. Who has the more in depth paper trail and witnesses. This evidence becomes your foundation for legal actions if that is what you are willing to pursue.
HR is not your friend nor are they our enemy. They are there to help us how they can but within organizational constraints.
Here is a great lawyer that isn’t based in FL but that I’ve followed for some time. Good luck and hopefully you are able to find a solution to your current situation.
Lawyer YouTube Video:
https://youtube.com/shorts/3NlyLEMJrls?si=h1pbpY1k5nRdXDST
Lawyer Session on why DEI often fails:
https://youtu.be/mbfuJTIrcj0?si=UGIw09OL3iEfRPk5
In 2021, I filed a complaint with my University’s EO department, claiming that I had been the recipient of discrimination, sexual harassment, and deliberate indifference. My first complaint was dismissed because the EO director felt the white males were not members of a protected class. When I refiled under a new EO director, my claims were confirmed. Despite all the evidence, everything was swept under the rug. I was told unofficially if I dropped my complaint/kept quiet, I could avoid a legal battle I would lose/blocklist and retire in 5 years. Welcome to Title VII/Title IX enforcement in academia.
They are EEOC. We have gone through three different directors. The first one filed a Title IX complaint against the university for discrimination and the university preventing her from doing her job. The second one didn't feel white males were members of a protected class and, therefore, could not suffer discrimination. She put policies in place that limited investigations. She was later quietly removed. The last director and assistant director both quit within two weeks of each other for “unspecified reasons.” That director had only worked for a year and four months. The director that lasted the longest (two years) was the one who didn't like white males. If that doesn't point to serious systemic issues, I don't know what does.
Yes and at the hands of my manager, her boss- DEI Chief Equity Officer, along w/the Deputy Chief of HR, and CEO.
1. Know your rights -- eeoc.gov is a good place to start. Another good resource is this person on YouTube: https://youtu.be/cF1fuFGTJk8?si=yhABr4OVsboOJf05. She lays out how to establish Prima Facie. Quick example based on my situation:
Discrimination- my boss perceived my known disability as being in relapse by saying that I did not seem like myself and pushed me to take a medical leave w/o reference to my job performance. The company then tried to deny my leave while I was in the care of my doctor's and threatened job termination multiple times. They also did not pay my short term disability for 6 months and delayed my return to work. They also delayed my inquiries into reasonable accommodation. When raising the discrimination concern, i was then told that my boss told the internal company investigating team that I seemed agitated which, as a black woman raised more concerns as I recognized my boss percieving many black woman as being defensive or aggressive whenever they (or I) respectfully disagreed with her. Upon returning, they isolated me from my team (excluding me from meetings) and denied me a previously agreed upon increase in salary bases on budget (not merit). Finally, I was terminated effective Jan 2nd.
The company has repeatedly told me that there was no evidence of discrimination or harassment, acting as though they have the authority to make that final decision - they don't. EEOC and other state agencies have that authority.
2. Create a meaningful paper trail - https://youtube.com/shorts/PxsKtySJMBs?si=5o9uclwjzc6oghSA
Additional tip here - create a joirnal/diary that provides you with your high level timeline.
3. Don't share your evidence with HR - they should be able to locate it, if they really want to know. Sharing it only gives them Additional opportunity to come up with an excuse around it.
4. If you've established prima facie, go ahead and start the EEOC Inquiry. This is a long process. I opened an inquiry in November with the earliest appointment to speak with someone in April. Also, don't be afraid to call EEOC and let them help guide you through the process. It is a lot and it has not been designed to help employees since these acts were written by folks wanting to keep power within the hands of companies vs the people.
There is new legislation being advocated for around the US - End Workplace Abuse - I don't think it fully solves the issue, but it's a start. It's gonn require people speaking up if we want to make any meaningful change though, so I am asking folks to please speak up. Write your local/state/Federal elected officials. Every bit helps.
You must be the very first one.
Looking for an experienced employment attorney in FL now
Please consult with several employment lawyers who only work with plaintiffs, who have experience representing plaintiffs in your protected classes and in your industry. The consultations will be free, and can last 10mins to an hour. If they agree to take your case, you can negotiate with them on the fees—usually anywhere from about 30% of any ultimate award to hourly fees paid out of pocket.
It will be important to find a lawyer who understands the intersectionality of the issues you’ve faced, like the intersectionality of homophobia and sexism, for example.
I advise retaining the attorney as soon as possible and *before* you make any internal complaints, so they can advise you behind the scenes on what your legal and practical options are. They can give you a script or review any letter you write, for example, for any official complaint.
Yes, to 2 of 3. I made remarks back or took a long walk to cool off. Usually, the ladder until I got older & realized my worth.
Assuming this interaction occurs in a work setting, my rule of thumb is to always start with addressing the issue directly with the perpetrator before involving others. It may require leaving your comfort zone, but having a conversation about the issue while remaining cool, calm, and collected will typically bode well for everyone without the need to escalate further.
Based on my own lived experience, I find that people tend to say things without realizing the harm behind their words. In other words, ignorance with no malicious intent. This doesn’t excuse the behavior and of course there are people out there that say and do things with the intent to harm. I feel like most people though genuinely strive to be good and want to do better after realizing they’ve unintentionally hurt someone.
I look for a way to initiate a 1on1 interaction to say something like “Hey, I don’t want to make this awkward but something was said in this mornings meeting that made me a little uncomfortable and I was hoping you’d be open to us having a conversation about it.” You then let them know the issue, how it made you feel, and give them an opportunity to address it. If it continues beyond that point then HR should be involved but at least you did your part by informing them their words were harmful and inappropriate.