- Brown Act/Public Records Act
- Business and Facilities
- Conflicts of Interest and Ethics
- Contracts and Facilities
- Disability and Occupational Safety
- Education Administration Issues
- Employee Evaluations
- Employment Contracts And Separation of Employees
- Employment Relations
- Evaluation and Discipline
- Fair Labor Standards Act (FLSA)
- Free Expression
- Harassment / Discrimination / Retaliation
- Intellectual Property
- Interactive Process
- Labor Code
- Labor Relations
- Mandated Reporting
- Model Policy
- Off-Campus Activities
- Personnel Management
- Political Activity
- Privacy Rights
- Private Education
- Public Safety
- Public Service
- Pupil Records
- Student Applications/Enrollment Contracts
- Student Discipline
- Supervision and Management
- Violence in the Workplace
- Wage and Hour
The laws mandating equal employment opportunity have set the stage for achieving workplace diversity, but they are only a starting point. The equal employment laws only address diversity in the context of “protected classifications” such as race, ethnicity, gender, age and sexual orientation. They do not address other types of diversity, such as, generational diversity, different work styles, personalities, educational backgrounds, and other characteristics that influence how we act and interact at work. Also, the equal employment laws provide little guidance on how to accomplish diversity. There is even less guidance on how to maximize diversity for the benefit of employees, managers, administrators, or a public agency’s mission. Legal mandates tend to shift the focus of diversity to what has to be done to avoid agency liability, rather than what can be done, to benefit from diversity. As a result, diversity is sometimes viewed as an obligation that must be complied with, rather than a useful tool to be embraced.
Last Updated: November 2020
Last Updated: August 2020
This workbook will cover the full range of issues and obligations faced by employers when dealing with disabled employees.
What Qualifies as a Disability?
What Medical Information May be Acquired by Employers?
What is/is not a Reasonable Accommodation?
What is Required by the Interactive Process?
How to Coordinate the Interactive Process with the FMLA/CFRA and Workers’ Compensation.
How do Disability Retirement Laws Impact the Interactive Process?
Last Updated: October 2019
The Supervisor’s Toolbox: Management Rights, Communication, Discipline and the Represented Workforce
Last Updated: June 2019
Last Updated: October 2020