Career management is defined by Ball (1997) as:

1. Making career choices and decisions – the traditional focus of careers interventions. The changed nature of work means that individuals may now have to revisit this process more frequently than in the past.
2. Managing the organisational career – concerns the career management tasks of individuals within the workplace, such as decision-making, life-stage transitions, dealing with stress etc.
3. Managing 'boundaryless' careers – refers to skills needed by workers whose employment is beyond the boundaries of a single organisation, a workstyle common among, for example, artists and designers.
4. Taking control of one's personal development – as employers take less responsibility, employees need to take control of their own development in order to maintain and enhance their employability.

Now that the job-for-life covenant between employer and employee has been superseded by an insecure and uncertain job market, career management has become a necessary survival skill rather than being an activity pursued by Ivy League alumni or people born with a silver spoon in the mouth. Job security is now based on knowledge, skills and added-value rather than length of service or loyalty to an employer. Career management is nothing more than a small investment of time, money and energy to protect the major source of revenue—one's job.

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Portfolio.com: Careers

Cash Poor
Thu, 09 Oct 2008 04:00:00 -0000
By now, it's becoming accepted wisdom that things will never be the same again on Wall Street—not least: the stratospheric salaries and bonuses that bought Gulfstreams, art, and vacation houses in exotic locales. At New York investment-advisory firm Gerstein, Fisher & Associates, Gregg Fisher has hired 10 people over the last year from the big firms—including a 20-year private-banking veteran from a major investment house, for 40 percent less than she was previously making. He’s also been talking with a fixed income fund manager about coming on board for a quarter of his former salary of $2 million a year. “I told him I couldn’t offer more in a good year to start,” Fisher says. “But we’re still talking so I think that tells you something about the market.” displayPromoModule ('{"moduleType":{"value" : "featuresModule", "index" : "1"},"mediaType1":{"value" : "if", "index" : "3"},"mediaType2":{"value" : "article", "index" : "0"},"mediaType3":{"value" : "article", "index" : "0"},"mediaType4":{"value" : "article", "index" : "0"},"url1":"/interactive-features/2008/09/Wall-Street-Job-Losses","url2":"/guides/Credit-Crunched","url3":"/news-markets/top-5/2008/10/02/Credit-Crunch-Weakens-Economy","url4":"/culture-lifestyle/goods/2008/09/24/Selling-Personal-Assets","teaser1":"How the current wave of Wall Street layoffs stacks up against previous downturns.","teaser2":"How greed, hubris, and deregulation killed Wall Street. ","teaser3":"Tight credit is already being felt at auto dealers and other retailers big and small.","teaser4":"The dramatic downturn on Wall Street has caused an uptick in selling off pricey assets.","headline1":"The Deepest Cut?","headline2":"The Collapse of '08","headline3":"The Pain on Main","headline4":"Choosing Cash Over Cachet","title":"Also on Portfolio.com" }'); Such realities are something a lot of bankers may have to get used to. As Wall Street faces its biggest crisis since the Depression, the U.S. financial industry is undergoing a fundamental transformation. Investment banks are essentially commercial banks now, with the requisite limits on risks and rewards. Less leverage—around 10 to 1 at commercial banks compared with the ratios of 30 to 1 or higher that some investment firms enjoyed—will mean less potential for whopping gains. Commercial bank pay structures also tend to be more conservative. That, combined with public pressure and increasing government scrutiny, could mean smaller bonuses and less lavish compensation packages in the future, says Mark Borges, principal at Compensia, a compensation consulting firm in San Francisco. "It's not that people on Wall Street won't still make a lot of money," says Borges. "You just won't have the financial services area outpacing everyone else the way they did the last several years." Recruiters and compensation experts are already reporting declining offers for entry-level employees and fewer equity buyouts for senior people. Bonuses are expected to be down at least 40 to 50 percent for 2008, and perhaps more in 2009. For a second-year investment-banking associate who earned base pay of $100,000 and bonus of $100,000, that might mean a $50,000 pay cut. A more senior manager accustomed to bonuses up to three times base salary could be looking at a seven-figure drop. "We're seeing a bit of pressure on managing director salaries," said Alex Alcott, an investment-banking recruiter with Heidrick and Struggles. "Flat is the new up now. Down is the new flat." The drop in salaries reflects an unusual supply-and-demand quandary in which both the industry and profits are contracting, notes New York compensation consultant Alan Johnson. Unlike with previous downturns, even when things come back, the structure will be different. "It may be that the industry can't support so many jobs anymore," says Johnson. "Or $50 million paychecks."     Making matters worse is the declining number of opportunities off of Wall Street. Hiring at private-equity firms has slowed, since the credit crunch has made it harder to do new deals. This is particularly true at the senior levels, since those employees tend to be the ones who bring in business, says Adam Zoia, managing director at Glocap Search in New York. But salaries for junior talent are going down as well, as the pool of available candidates grows. Starting compensation (base plus bonus) for someone with a couple of years' experience used to be around $400,000. Today it's closer to $300,000. "I think for awhile it got inflated," Zoia says. "There was such a huge increase in the demand for talent. Now it's a little more realistic." displayPromoModule ('{"moduleType":{"value" : "featuresModule", "index" : "1"},"mediaType1":{"value" : "if", "index" : "3"},"mediaType2":{"value" : "article", "index" : "0"},"mediaType3":{"value" : "article", "index" : "0"},"mediaType4":{"value" : "article", "index" : "0"},"url1":"/interactive-features/2008/09/Wall-Street-Job-Losses","url2":"/guides/Credit-Crunched","url3":"/news-markets/top-5/2008/10/02/Credit-Crunch-Weakens-Economy","url4":"/culture-lifestyle/goods/2008/09/24/Selling-Personal-Assets","teaser1":"How the current wave of Wall Street layoffs stacks up against previous downturns.","teaser2":"How greed, hubris, and deregulation killed Wall Street. ","teaser3":"Tight credit is already being felt at auto dealers and other retailers big and small.","teaser4":"The dramatic downturn on Wall Street has caused an uptick in selling off pricey assets.","headline1":"The Deepest Cut?","headline2":"The Collapse of '08","headline3":"The Pain on Main","headline4":"Choosing Cash Over Cachet","title":"Also on Portfolio.com" }'); Hedge funds have also grown more conservative as they may soon be facing their own problems. Hiring has stalled at small funds, where redemptions are threatening survival. Although some funds posted record profits and will pay their people accordingly, average compensation at hedge funds is down almost 20 percent this year, according to a recent Glocap survey—the first decrease in seven years. So where will all the bankers go? Certainly some will go into business for themselves. Former Bear Stearns vice chairman Donald Tang recently left J.P. Morgan Chase in Hong Kong to start his own private-equity fund. But not everyone has a résumé or the appetite for risk—particularly in this market. Stuart Kruse, a former portfolio manager with Lehman Brothers who went out on his own last year, says he's been inundated with calls from friends in the industry seeking career advice. He expects a small number to try opening their own shops, while others trade high pay for security and go into commercial banking or to smaller firms. "Right now they're trying to decide their options and they're really shaken up," he says. Adjusting to this new reality may be more difficult for some than others. One former senior banker confessed that he initially balked at the lower salaries he was offered by smaller boutique firms, but he has since taken an optimistic view on some of the opportunities. "There's a little bit of a sense that someone could be more creative or have more of an impact in one of these places," he says. "And over time the money gets better." There is likely to be a lot of glass-half-full talk from those lucky enough to land new gigs. And what of the future would-be bankers? At Harvard Business School, it's still too early to tell whether some students will abandon banking for jobs in industry or consulting.   "I think what we're seeing is students stepping back and looking at their risk tolerance," say Jana Kierstead, who heads career services at H.B.S. "They're wondering if it (banking) is still a fit." Meanwhile, some small shops like Gregg Fisher's, which manages $1 billion, may benefit from the lower expectations. "Before, I think it would have been difficult to attract and afford these people," he says. "Now I think they're realizing they may have to start lower and build up over time—that those kids who were making $1 million a year, two years out of school, that's not going to happen anymore." Related LinksWall Street Huddles for SafetyThe End of Lehman Saving Wall Street From Itself
Stuck in the Middle
Tue, 07 Oct 2008 04:00:00 -0000
A powerful woman in my company has indicated to me that she'd like to be my mentor, which is obviously great. Problem is, she doesn't get along well with my boss and my boss's boss, and if I agree to be her protégé, I might alienate them. What should I do?You need to figure out how much juice this potential mentor has at your company relative to your boss and boss's boss, and choose sides accordingly. That means doing some research on this person and evaluating how other protégés of hers have fared at your company, as well as the particular role this potential mentor plays in your office and industry, and how valuable it is. In addition, you should talk (discreetly, of course) to as many people as you can in the company—other people she's mentored, people who have worked for her and with her, etc.—to find out how strong she is and how good an ally she'd be. displayPromoModule ('{"moduleType":{"value" : "featuresModule", "index" : "1"},"mediaType1":{"value" : "article", "index" : "0"},"mediaType2":{"value" : "article", "index" : "0"},"mediaType3":{"value" : "article", "index" : "0"},"mediaType4":{"value" : "article", "index" : "0"},"url1":"/careers/features/2008/09/30/Colleagues-Who-Act-Like-the-Boss","url2":"/careers/features/2008/09/23/Tips-for-a-New-Boss","url3":"/careers/features/2008/09/16/Going-Over-Your-Bosss-Head","url4":"","teaser1":"How to deal with a colleague who treats you as a subordinate even though you're peers.","teaser2":"How to get ex-colleagues to follow you after you've been promoted above them. ","teaser3":"How to blow the whistle on an underperforming boss. ","teaser4":"","headline1":"Peer Pressure","headline2":"Showing Them Who's Boss","headline3":"End Run","headline4":"","title":"More Power Plays" }'); If you decide to align with her, you need to figure out what to do if your current situation gets difficult once it becomes known that you've allied with her. I once had a client in a similar situation who chose to tie up with a new mentor. Things became sticky when her boss realized what she had done, and my client met with her new mentor to figure out a solution. The mentor maneuvered to get my client onto a high-profile task force on which other, more powerful people within the company served, and her successful work there gave her leverage with people who had more influence than her boss. Eventually my client was promoted, and she's now running a fairly large staff in a position at the forefront of her company's future strategy.Turning down a potential mentor obviously has some risks as well, though. I'd recommend a straightforward approach, telling her that there's simply some goals you have at the company that don't fit with her being your mentor. You could try to play both sides and maintain your relationships with both your boss and this mentor, but eventually there would come a pinch when you're asked to do something by one of them that's at odds with the other. And to my mind, it's better to deal with that tension sooner rather than later, when the anger or disappointment might be greater.  Dr. Ron Brown is a leading expert in the fields of leadership development and organizational change. He is the founder and president of Banks Brown, a management consulting firm that specializes in providing skills to optimize the performance of leaders and organizations. He can be reached at rbrown@banksbrown.com or 415-788-5444. Questions for Power Plays can be submitted on this page.Related LinksEnd RunHome Sweet OfficePeer Pressure
Getting the Last Laugh
Mon, 06 Oct 2008 02:00:00 -0000
Job Title: Comedian Employers: Comedy clubs, TV and film production companies Openings: Open mic or amateur nights at local clubs Salary Cap: Sky's the limit; Will Ferrell makes $40 million a year Number of Jobs: Thousands As the saying goes, comedy isn't pretty. Bobby Lee can attest to that as he peels off layers of latex prosthetics and makeup, the uncomfortable remnants of a just-completed sketch. He's stripped to the waist, his diminutive frame covered in adhesive and flecks of foam rubber, and he pants in the late-afternoon sun. But even under circumstances like this, Lee says being a comedian is "the best job I've ever had." A standup comic and one of the stars of Fox's late-night comedy series, Mad TV, Lee is taking a breather outside the show's Hollywood soundstages after playing John McCain as a contestant on So You Think You Can Dance. (In the sketch, Lee's McCain does a dusty waltz with his wife Cindy, and then proudly notes how he "got jiggy with it.") Although the Korean-American Lee has made a name for himself with his repertoire of memorable Asian characters—such as the Blind Kung-Fu Master, who doesn't notice his black belt is actually white and a scenery-chewing North Korean scientist who mugs his way through his 15 minutes of fame in a propaganda film—he's particularly proud that he was tapped to portray the Republican presidential candidate. "It didn't matter that I was a different race," notes Lee. "Funny is funny." Lee, who grew up outside San Diego, broke into showbiz in 1995 when the coffee shop where he was working went out of business. "I literally went next door to get a job," he recalls, "and next door was the Comedy Store." After washing dishes and doing odd chores there for $25 a shift, Lee was invited by the club's manager to go onstage during an open mic night. Soon he was doing three nights a week as a regular, and when Pauly Shore saw his act, he asked Lee to open for him in Las Vegas. "It all happened really fast," Lee says. Lee joined Shore and other comedians on the road (including Andrew Dice Clay), and though the experience was valuable, the payoff wasn't. While sometimes he'd get paid several hundred dollars a week, other times there'd be months without any gigs. "That's what comedy is," says Lee. "For the first eight or so years, you're pretty much doing it for free." After moving to L.A. and surviving on commercial work for a few years, Lee leveraged a personal connection to get an audition for Mad TV. He impressed producers and joined the show in 2001, but spent most of his first two seasons riding the bench. "I was Asian, and they just didn't know what to do with me," says Lee. He persevered however, and managed to get some routines on the air—just as a certain internet phenomenon was taking hold. "YouTube saved my career," says Lee. Mad TV's sketch-comedy format proved to be perfect fodder for the video-sharing site, and Lee's racially themed bits, which showcased his manic, un-P.C. style, were especially popular. A parody of Memoirs of a Geisha starring a cross-dressing Lee garnered more than 3.5 million views. "Overnight, people started recognizing me." Lee is now a headliner, in demand at comedy clubs and college campuses around the country. These days he can clear a couple of thousand dollars for a single show, and he recently shot a pilot for Comedy Central. He's also looking to delve into features, and snagged a small role in the recent Pineapple Express. "It'll happen," he says confidently about a potential movie career. "And if it doesn't, it doesn't. But I'm not going to quit. If there's one thing you learn from being in comedy, it's that you can't give up. Ever."Related LinksThe Rebel King of Comedy Sundance in the CityLeap of Faith
Drop and Earn Me 20
Thu, 02 Oct 2008 04:00:00 -0000
In companies both of the profit-making and military variety, a diverse group of strangers must come together for a shared purpose, overcome personal obstacles, and learn to work together efficiently. What keeps them in line? Strategies and leaders. So it is that the ultimate symbol of armed forces' leadership—the feared drill sergeant—possesses wisdom that applies to the office as readily as the barracks. Today's drill sergeants are a far cry from Lee Ermey's sadist in Full Metal Jacket and Lou Gossett Jr.'s bullying gunnery sergeant in An Officer and a Gentleman. In place of indiscriminate barking and ruthless punishment is a meticulously calibrated system for transforming untrained men and women into the most disciplined employees around. Jeremy Gorelick, a drill sergeant in Fort Jackson, South Carolina, from 1998 to 2001 and now the master sergeant running the Army's drill sergeant program, says the management demands of the civilian workplace are little different from those of the military. "Drill sergeants have an exceptional way of getting messages through, and that can have applications in a lot of civilian contexts," Gorelick says. "You motivate thousands of solders, from all walks of life. After nine weeks, you've graduated all types of people from a very difficult program. That's an extremely successful program." displayPromoModule ('{"moduleType":{"value" : "featuresModule", "index" : "1"},"mediaType1":{"value" : "article", "index" : "0"},"mediaType2":{"value" : "article", "index" : "0"},"mediaType3":{"value" : "article", "index" : "0"},"mediaType4":{"value" : "article", "index" : "0"},"url1":"/careers/features/2008/09/18/Bomb-Squad-Talks-Crisis-Management","url2":"/careers/features/2008/09/08/Sales-Advice-From-a-Pickup-Artist","url3":"/careers/features/2008/09/30/Colleagues-Who-Act-Like-the-Boss","url4":"","teaser1":"Bomb defuser Kevin Barry has lessons for today's managers about managing a crisis.","teaser2":"Professional pickup artist Mystery says playing hard to get works in business, too.","teaser3":"How to deal with a colleague who treats you as a subordinate even though you're peers.","teaser4":"","headline1":"Bombs Away","headline2":"Seduce to Produce","headline3":"Peer Pressure","headline4":"","title":"Also in Careers" }'); At work and in a training camp, a leader's chief duty is to convince his or her team to buy into a complex and demanding organizational ethos—and to guide those special cases who present particular challenges. One effective approach involves "the loyalty factor," as Gorelick puts it: Instilling new recruits with a sense of fealty to their superior and the organization. How? By setting up the drill sergeant as a father figure whose approval is highly coveted. "It goes back to Psych 101. You want to see your boss smile," he says. By carefully parceling out these moments of approval, however, the sergeant imbues them with far more value and power than if they came easily. Gini Graham Scott, an expert on employee management who's written several books on the topic, says that utilizing drill sergeant techniques can be effective in an office, particularly with lower-level or newer employees. "[These employees] tend to respond well to having more structure and discipline, something that a drill sergeant might be particularly good at instilling," Scott says. "This approach could give them more of a sense of direction and guidance. Otherwise someone could flounder, or not really know how to prioritize. The drill sergeant could give a concrete pattern of how to behave at work." Gorelick also emphasizes the importance of establishing one's authority early and decisively. "They have to understand who's in charge from the beginning [so] we're the loudest voice they're hearing," Gorelick says. "You're not there to be their friend." Scott agrees: "You have to have distance between you and your employees. You need a level of authority that doesn't come with being a pal." But at some point, you can put them "at ease." Gorelick says that the closer the group gets to its goal, the more the leader can smile and relax. "You become human, show them you can be a good guy," Gorelick says. "They'll want to keep that [good] guy around—and they know by now that you can go back to being a [tough guy] at any point. If you start the other way around, as their friend, you'll never recover." Contrary to popular conceptions of army drill sergeants, Gorelick is quick to emphasize the importance of positive reinforcement. More personal time for a job well done, more phone time talking to family members, even an extra piece of cake after dinner out in the bivouac are small but vital gestures, he explains. For the business world, this might mean rewards like celebratory meals or some extra time off, sprinkled in with a tough enforcement of standards. "We've found that just ordering pushups all the time isn't enough," says Gorelick. "We've come away from that 'smoking them' atmosphere a bit, over the years. Now if discipline is required, we always tie it to a specific lesson and make them understand that every action has an effect." For workplace managers, this means criticizing or calling out workers for specific mistakes they've made, but not holding it against them generally if their overall performance is strong. In the end, Gorelick explains, the ultimate sign of successful personnel management in both the corporate and military trenches is one's own redundancy. "At first, they view your discipline as punishment. Eventually, they see it as motivation," he says. "They get down on the ground for pushups themselves if they screw up. They want to come back 10 times harder the next time, and you don't have to say a thing."
Peer Pressure
Tue, 30 Sep 2008 04:00:00 -0000
One of my co-workers always treats me as a subordinate in meetings. It really bugs me because he's actually my peer, but he acts like he's my supervisor and tries to filter everything I do through to our bosses. How can I stop this jerk from constantly doing this? Your colleague's behavior may be irksome, but getting caught up in the emotional struggle here ultimately won't be very productive for you. Stop focusing on how his behavior makes you feel and instead play your own game.   displayPromoModule ('{"moduleType":{"value" : "featuresModule", "index" : "1"},"mediaType1":{"value" : "article", "index" : "0"},"mediaType2":{"value" : "article", "index" : "0"},"mediaType3":{"value" : "article", "index" : "0"},"mediaType4":{"value" : "article", "index" : "0"},"url1":"/careers/features/2008/09/23/Tips-for-a-New-Boss","url2":"/careers/features/2008/09/16/Going-Over-Your-Bosss-Head","url3":"/careers/features/2008/09/07/How-to-Survive-a-Merger","url4":"","teaser1":"How to get ex-colleagues to follow you after you've been promoted above them. ","teaser2":"How to blow the whistle on an underperforming boss. ","teaser3":"In a merger, your hard work may mean less than alliances and burying your past.","teaser4":"","headline1":"Showing Them Who's Boss","headline2":"End Run","headline3":"Squeeze-Time Survival","headline4":"","title":"More Power Plays" }'); This means being ready to assume leadership on tasks that arise—particularly in meetings. Your peer will be waiting to jump in, too, so be the one to volunteer first. If your colleague is simply too good in these situations, consider setting up these responsibilities with your boss outside of your colleague's presence. And if necessary to weaken his position, you can withhold your support of this colleague in some key area where he needs you—maybe you simply become too busy or otherwise unavailable. I knew a manager at a large technology company who was in a similar situation with a peer who pretended he needed to constantly know what she was working on, but was actually preempting her so he could report on her status. He was very adept at implying to their supervisors that she was smart but more effective if her work were funneled through him. And so this manager had to learn to not share specific information with him and to claim ownership of other projects and establish her reputation. As she got more positive feedback, her colleague wound up more isolated, and she had a much better platform from which to pursue her goals.   Look at this as a tactical issue—your peer has thus far been able to outplay you, and so you have to focus on becoming a better player. Getting upset freezes you from any action other than a desire to confront the other person, which likely isn't going to be that useful. Instead, perhaps you can convert that emotional energy into competitive fuel that you can use to advance yourself.Dr. Ron Brown is a leading expert in the fields of leadership development and organizational change. He is the founder and president of Banks Brown, a management consulting firm that specializes in providing skills to optimize the performance of leaders and organizations. He can be reached at rbrown@banksbrown.com or 415-788-5444. Questions for Power Plays can be submitted on this page.  Related LinksEnd RunStuck in the MiddleShowing Them Who's Boss
Crowd Control
Mon, 29 Sep 2008 02:00:00 -0000
Job Title: Disc Jockey Employers: Clubs, promoters, and individuals. Openings: Promote skills on MySpace or a personal website, then get a booking agent. Salary Cap: High seven figures for celebrity D.J.'s Number of Jobs: About 100,000 As a professional D.J., Sarah Lewitinn, a.k.a. Ultragrrrl, listens to all the latest music. She helped get bands like The Killers and My Chemical Romance onto the map. But she says one of her biggest challenges—one that many of us making party mixes on our iPods may be familiar with—is figuring out an appropriate follow-up to crowd favorite "Come On Eileen," the 1982 song by Dexys Midnight Runners. "The song is instantly recognizable and enchanting," says the 28-year-old Lewitinn. "It's also very haphazard in its own delightful way, being one of the few songs [where the] bridge is the most eagerly anticipated part of the song." Lewitinn says she often chooses to follow up the song with other surefire crowd-pleasers like Prince's "Let's Go Crazy" or Michael Jackson's "Billie Jean." Though her own tastes run more toward alternative and indie bands like the Oolahs and Bright Light Fever, that doesn't stop her from appreciating many other genres of music and playing what she thinks a given crowd will respond to. "When you D.J., you understand the concept of a song structure and you get a sixth sense of what crowds will react to and what the masses will react to," Lewitinn says. "All you have to do is close your eyes and think, Can I picture a hundred people singing along to this song?" Her gigs today range from the party she throws every Thursday night at a downtown Manhattan dive bar to the recent engagement party for power couple Serena Torrey and Teddy Roosevelt V at the Natural History Museum, where Motown and Arcade Fire were the favorites. She also does plenty of weddings in the Hamptons and Cape Cod, which bring in anywhere from $2,000 to $4,000 per gig plus travel expenses; her hourly rate is roughly $250 an hour.   Lewitinn usually has about 50 CDs on hand with a mix of songs, from George Michael's "Freedom" to Bon Jovi's "Living On a Prayer," when she does parties, tending to play more popular Top 40 songs in clubs while saving the cutting-edge stuff for smaller venues. Unlike many other D.J.'s, she eschews the popular computer program Serato Scratch Live to manage her playlists and instead uses CD players connected to a mixer because of the greater discipline it forces upon her. Lewitinn started D.J.'ing because she loved music, but she also used it as an excuse to stay out late, since her conservative Jewish-Egyptian parents would only allow her to do it if it was helping her career. After seven years of D.J.'ing, she finally got an agent to deal with payment problems, where promoters often shortchange even popular D.J.'s. "Promoters sometimes promise one thing and deliver another," says Lewitinn. A bad night at the bar for a promoter, with people not buying enough drinks, means a smaller chunk of change at the end of the night for the D.J., who usually has to wait until 4 a.m. to collect his or her share. In addition to D.J.'ing, Lewitinn has also become well-known for her tastemaking blog, Ultragrrrl.com—the source of her D.J. moniker. The site gets thousands of pageviews a day from people checking in to find out what she's listening to now. Despite a brief foray into producing, she says she's now content to play other people's music at parties and help to popularize bands she likes, claiming that the ingredients of a hit song are often a mystery to her. "I'd be much richer if I knew!" she says.Related LinksBillion-Dollar Boy Band?Battle HymnMusic Man

U.S. Equal Employment Opportunity Commission

Supreme Court Denies FedEx Bid To Review Punitive Damages Award Under Disabilities Act
Wed, 08 Oct 2008 00:00:00 -0000
The U.S. Equal Employment Opportunity Commission (EEOC) today announced that the Supreme Court has denied a petition for review by Federal Express Corporation (FedEx) of a ruling by the U.S. Court of Appeals for the Fourth Circuit upholding a $100,000 punitive damages award in an EEOC lawsuit under the Americans With Disabilities Act (ADA) on behalf of a deaf package handler
Dillard's Sued For Disability Discrimination
Tue, 30 Sep 2008 00:00:00 -0000
Dillard Store Services, Inc. (Dillard’s), the nationwide chain of department stores, unlawfully discrimin¬ates against employees by requiring them to disclose personal and confidential medical information or face disciplinary action including termination, the U.S. Equal Employ¬ment Opportunity Commission (EEOC) charges in a class lawsuit filed under the Americans with Disabilities Act (ADA).
Sterling Jewelers Sued for Sex Discrimination
Wed, 24 Sep 2008 00:00:00 -0000
Sterling Jewelers Inc., the largest specialty retail jeweler in the country, violated federal law by discriminating against a large class of female employees at stores nationwide, the U.S. Equal Employment Opportunity Commission (EEOC) charges in a systemic lawsuit filed yesterday under Title VII of the Civil Rights Act.

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