The Manager's Legal Handbook

The Manager's Legal Handbook

by Amy DelPo, Lisa Guerin

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All the legal information supervisors need.

If you supervise employees or independent contractors, The Manager’s Legal Handbook is the perfect resource.

Need information about overtime? Want useful ideas on workplace policies? Have a question about trade secrets and need the answer now? This book provides everything you need to stay within the


All the legal information supervisors need.

If you supervise employees or independent contractors, The Manager’s Legal Handbook is the perfect resource.

Need information about overtime? Want useful ideas on workplace policies? Have a question about trade secrets and need the answer now? This book provides everything you need to stay within the bounds of the law, including:

  • hiring
  • discrimination
  • wages and hours
  • privacy
  • time off
  • workplace policies
  • firing and layoffs

    Designed for managers and supervisors who need answers quickly, as well as human resources professionals, The Manager’s Legal Handbook answers common questions on employment law.

    This new edition is completely updated to reflect changes to discrimination laws, health care reform, social media developments, and more. It also provides updated information on the laws of each state.

  • Editorial Reviews

    HR Magazine
    A comprehensive resource that employers can refer to again and again . . .
    American Reference Books Annual
    Takes everyday employment topics, such as hiring and firing, and breaks the issue down into understandable legal segments.

    Reference & Research Book News
    A guide to the legal aspects of supervising employees and contractors . . .

    Product Details

    Publication date:
    Edition description:
    Seventh Edition
    Product dimensions:
    7.00(w) x 8.90(h) x 1.20(d)

    Read an Excerpt


    Hiring can be a tough task for managers. It's challenging enough to find the right hire for the job-someone with the skills, attitude, personality, and other important qualities to be a success at your company. When you add legal concerns to the mix, hiring can seem like a truly daunting responsibility.

    But you cannot ignore your legal obligations when hiring new employees. Federal and state employment laws reach beyond just current employees; many also protect those who apply for jobs by, for example, prohibiting discriminatory job postings, putting limits on the information you can gather in a background check, or outlawing certain kinds of applicant screening tests. What's more, the things you say and do during the hiring process could come back to haunt you and your company later, particularly if an employee claims that you offered a job contract or promised job security.

    The good news is that following sensible and careful hiring practices will keep your company out of immediate legal trouble, help you find the most qualified employees, and-by screening out problem employees from the get-go- help prevent management headaches and possible lawsuits down the road.

    This chapter explains the legal ins and outs of hiring, including practical advice on how to find, interview, and seal the deal with your lucky new hire.

    Do I have to advertise open positions?
    No. Although federal, state, and local governments typically have to post openings, private companies don't. Nonetheless, there are some very good reasons to advertise:

    • You can choose from a larger pool of applicants, which increases your odds of findinga great person for the job.

    • You avoid unintentional discrimination. (For example, if you rely solely on word of mouth when looking for applicants and you only know people of your race or ethnicity, then your hiring process may be discriminatory- even though that is not your intention.)

    • You can avoid the appearance of nepotism or favoritism. If you hire your friends, family members, or neighbors to come work for you, the employees who currently report to you may think you'll play favorites. By posting open positions and choosing your hires from a broad range of applicants, you can show your reports that you hire-and manage-on merit alone. (For advice on effective and legal job advertisements, see "Advertisements," below.)

  • Are there questions I cannot ask during a job interview?
    Yes. For example, you may not ask whether an applicant has a disability, what country an applicant comes from, and, in some states, whether an applicant has ever been arrested. (To learn what questions you can and cannot ask an applicant during an interview, see "Interviews," below.)

  • Are there things I shouldn't say when I'm trying to convince a really strong applicant to take a job?
    Absolutely. Although you'll be tempted to sell your company during a job interview, don't overdo it. If you exaggerate-or out-and-out lie-about the position, the company's prospects, or other important facts, and the applicant takes the job based on your statements, that employee can sue the company if your statements turn out to be false or overly optimistic. (For more information on statements to avoid when hiring, see "Making Promises," below.)

  • Can I ask whether an applicant has a disability?
    No. The Americans With Disabilities Act (ADA) prohibits you from asking whether an applicant has a disability. Instead, you should focus your interview questions on the applicant's abilities-for example, you may ask whether and how an applicant would perform each essential job function. If you know that an applicant has a disability (because it is obvious or the applicant has told you about it), you may ask whether the applicant will need an accommodation to perform the job. (For more on avoiding disability discrimination when hiring, see "Applicants With Disabilities," below.)

  • Can I ask every applicant to take a lie detector test?
    No. The Employee Polygraph Protection Act (EPPA) prohibits lie detector tests from being required by all but a few types of employers-those that provide certain types of security services or manufacture pharmaceuticals, for example. (For more information on what tests you can-and can't-ask applicants to take, see "Testing Applicants," below.)

  • Meet the Author

    Amy DelPo is an author and consulting editor who specializes in employment and family law issues. She brings years of criminal and civil law experience to her work at Nolo, having litigated cases in all levels of state and federal courts, including the California Supreme Court and the United States Supreme Court. She has written numerous employment law titles, including The Performance Appraisal Handbook, Dealing with Problem Employees, and Create Your Own Employee Handbook. DelPo currently divides her time between writing on legal issues and chasing after her busy children. DelPo received her law degree with honors from the University of North Carolina at Chapel Hill.

    Lisa Guerin, an editor and author specializing in employment law, is author or co-author of several Nolo books, including The Manager's Legal Handbook, and The Essential Guide to Federal Employment Laws. Guerin has practiced employment law in government, public interest, and private practice where she represented clients at all levels of state and federal courts and in agency proceedings. She is a graduate of Boalt Hall School of Law at the University of California at Berkeley. Guerin's blog on lessons learned by employers and HR professionals on everything from hiring and firing to performance and discipline can be found at Nolo's Employment Law Blog.

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