Business & Market

About the AssignmentThere are many occurrences when bias is found in the selection and retention of employees
even when the bias is unintentional. Sometimes, one must look at the results of a process,
instead of how it is applied, to see if there is a problem. This assignment will guide you through
that investigatory process.
It is generally expected that the demographics (characteristics which can be measured) of a
business’ employees will roughly match the same characteristics of the local labor market. If
there are significant differences, there may be reason to suspect that the hiring process for the
business may overtly or subtly favor certain applicants over others. That not only might be
illegal, but may also result in the business not hiring the most qualified employees.
Using nationwide data to investigate for the U.S., perform the following two top-level overviews:
Select five (5) demographic segments/groupings that are available to define the
characteristics of the U.S. labor market.
• Describe the U.S.’ general population using the SAME five (5) demographic
variables/segments that you used to define the country’s overall labor market.
You may use the following websites to start your research and then expand to other sites:
•
• US Bureau of Labor Statistics
• US Census Bureau
Note – the Census data will have a larger population than the labor market data, so you may
need to adjust the Census for people who are too young or old to be in the labor market.
Prompt
Create a one-page table to show how the selected demographics for businesses compare with
the same demographics for the labor market in the U.S. (e.g. compare the percentage of Black
workers in the labor market to the percentage of Black residents in the state, or workers aged
25 – 38 YO, etc.).
In a narrative of 1,000 words, note any demographic categories where it appears the
percentages may be significantly out of what is considered normal. Speculate on possible legal
and illegal reasons for this difference. Make at least two recommendations on how current
employment procedures may contribute to the disparity, and how they might be changed to
bring the percentages more in line.
Formatting & Sources
Please write your paper in the APA format. You may refer to the course material for supporting
evidence, but you must also use three outside sources and cite them using APA format. Please
include a mix of both primary and secondary sources, with at least one source from a scholarly
peer-reviewed journal.
•
•
Primary sources are first-hand accounts such as interviews, advertisements, speeches,
company documents, statements, and press releases published by the company in
question.
Secondary sources come from peer-reviewed scholarly journals, such as Socius:
Sociological Research for a Dynamic World. You may use sources like JSTOR, Google
Scholar, and sagepub.org to find articles from these journals. Secondary sources may
also come from reputable websites with .gov, .edu, or .org in the domain. (Wikipedia is
not a reputable source, though the sources listed in Wikipedia articles may be
acceptable.)
Grading Rubric
Your essay will be graded based on the following rubric:
Category
Unacceptabl
e (0-1)
Needs
Improvemen
t (2-3)
Good (4)
Excellent (5)
Research and
selection of
demographic
variables
Fewer than 2
matching
demographic
variables
were selected
from data
sets
3 or 4
matching
demographic
variables
were selected
from data
sets
5 matching
variables
were selected
from data
sets but not
all were
demographic
variables
5 sets of
matching
demographic
variables
5
were selected
from the two
data sets
Table of
demographic
variables
Fewer than 2
matching
demographic
variables
were depicted
in chart
selected from
data sets
5 matching
3 or 4
variables
matching
were selected
demographic from data
variables
sets but chart
were depicted is unclear or
in the chart
confusing in
its structure
Chart clearly
depicts the 5
matching
demographic
variables that
were
extracted
from the data
sets
Identification
of significant
differences
between two
sets of
variables
No
differences
between the
data sets
were cited
although
several
significant
Fewer than
half of the
significant
differences
between the
data sets
were
identified
All significant
differences
between the
data sets are
5
identified, and
no
insignificant
differences
Most
significant
differences
between the
data sets
were
identified, but
minor
Total
Possible
Points
5
differences
exist
differences
were also
flagged
Theories to
explain the
differences
between data
sets, and
recommendat
ions on how
to change the
situation (x2)
Two theories
Only two
or two
Only one
theories or
recommendat
theory or one
two
ions are
recommendat
recommendat included in
ion has been
ions are
the analysis,
included in
included in
but the other
the analysis.
the analysis.
category has
only one item.
Mechanics
Submission
Submission
has a number
has major
of errors
errors related related to
to citations,
citations,
grammar,
grammar,
spelling,
spelling,
syntax;
syntax;
organization
organization
confuses the negatively
reader and
impacts
interferes
readability
with the
and interferes
communicatio with the
n of ideas
communicatio
n of ideas
Total Points
were
erroneously
flagged.
At least two
theories and
two
recommendat
ions are
10
included and
clearly
described in
the analysis.
Submission
has no errors
related to
Submission
citations,
has few or no grammar,
errors related spelling,
to citations,
syntax;
5
grammar,
organization
spelling,
enhances
syntax
readability
and the clear
communicatio
n of ideas
30
Related Lessons
What is the Hiring Process?
In this lesson, we will explore the recruiting process used by human resource managers to
review applications, test and interview candidates, perform reference checks and request
health checks.
The hiring process is the process of reviewing applications, selecting the right candidates to
interview, testing candidates, choosing between candidates to make the hiring decision and
performing various pre-employment tests and checks.
During the hiring process, a human resources manager will use the following strategies to
determine the best possible fit for the job:
1.
2.
3.
4.
5.
6.
Review job applications
Test candidates
Interview selected candidates
Choose candidates based on pre-determined selection criteria
Perform background and reference checks
Send selected candidates for a health and drug check
The Hiring Process in Action
Bark’s Dog Bone Company needed to hire another baker. Mr. Pugsley, human resource
manager, received over 200 applications. He knew he had to use a process to select the best
possible candidate. But what should he do next?
The first step Mr. Pugsley will take is to review the applications. Application review is used to
determine whether the candidates possess the skills, education, experience or other
qualifications needed for the job. Pugsley will then separate those candidates into who will be
interviewed and who will be retained on file for a period of time.
Testing candidates will be the next step and generally involves testing candidates for job skills
or knowledge to determine whether the candidate is qualified for the position. Tests might
include personality tests, skills tests and physical tests. Mr. Pugsley chose several candidates
and sent them all for testing. Once he receives the results of the testing, he will narrow down
the selection to fewer candidates.
Interviews are scheduled next. An interview is a meeting between the job seeker and the
employer to evaluate whether the candidate has the right qualifications for the job. Although
testing provided Mr. Pugsley with a good idea of whether the candidates would be right for the
job, the face-to-face interview will tell him more about the candidate, like personal hygiene,
timeliness and manners. Once the interviews have been completed, candidates will be selected
based on the results of the testing and the interview. This step will narrow the pool of
candidates down even more. A set of pre-determined criteria is developed and may include
skills, knowledge, experience and education.
Choosing a candidate is done by comparing the candidate’s qualifications to a pre-determined
list of qualifications or criteria necessary to perform the job. Sometimes the candidate selection
is done by one person. Sometimes a committee peruses the applications and interview notes
and makes the decision. Mr. Pugsley will carefully review his interview notes and test results for
all of the candidates and make the final decision.
Once the right candidate is chosen, background checks and reference checks are necessary.
Performing background checks generally involves checking a candidate’s credit score,
criminal record, education record and military record. These checks are done to verify that what
a candidate states on his application is actually true and can be verified. If a candidate does not
provide truthful information or lies about any of the information he includes in his application,
it is generally grounds to rescind the job offer.
Reference checks generally involve contacting references, who are usually professional
acquaintances that the candidate worked for in the past. Some common reference check
questions are length of employment, salary, work ethic and reason for separation.
Once the reference and background checks return and the employee is cleared, Mr. Pugsley will
complete one last step in the process. Sending the selected candidate for a health check
generally involves sending the employee to a local clinic or health facility for either blood or
urine analysis to look for drug use or immunize for specific disease prevention. Drug testing is
pervasive today, so candidates shouldn’t be surprised when they’re asked to take one. Mr.
Pugsley maintains a safe bakery. Having an employee abuse drugs while on the job could cause
accidents or injuries. The employees also prepare food, even if it is dog food, and Mr. Pugsley
must be sure that the employee does not have a contagious disease that could contaminate the
dog bones.
Once the final step is complete, the employee is cleared to begin working at Bark’s Dog Bone
Company.
Lesson Summary
In summary, the hiring process is the process of reviewing applications, selecting the right
candidates to interview, testing candidates, choosing between candidates to make the hiring
decision and performing various pre-employment tests and checks.
During the hiring process, a human resources manager takes steps to determine the best
possible fit for the job. These include:
7. Reviewing applications to determine whether the candidates possess the skills,
education, experience or other qualifications needed for the job.
8. Testing candidates for job-related skills or knowledge to determine whether the
candidate is qualified for the job.
9. Conducting a meeting between the candidate and the manager to evaluate whether the
candidate has the right qualifications for the job.
10. Comparing the candidate’s qualifications to a pre-determined list of qualifications or
criteria necessary to perform the job.
11. Checking a candidate’s credit score, criminal record, education record and military
record, and contacting references, who are usually professional acquaintances that the
candidate worked for in the past.
12. Sending the candidate for either blood or urine analysis to look for drug use or
immunize for specific disease prevention.
———————————————————————————————————
Recruitment and the Law
Sally is a hiring manager at an organization called MamaMia. During the recruitment and hiring
process, Sally should be focused on finding the best person for the job by looking at job skills
and qualifications. But there are many laws and regulations that Sally, in human resources (HR),
must follow.
Recruitment is the process of attracting individuals to apply for jobs with an organization in a
timely manner, in sufficient numbers, and with appropriate qualifications. In the recruitment
process, Sally will learn about discrimination, internal recruitment, and external recruitment.
In the recruitment process, there are a number of laws that will affect the hiring process,
particularly in the area of discrimination. Equal opportunity legislation outlaws discrimination
based on race, color, gender, national origin, religion, disability, and age. And many states have
passed legislation that extends discrimination protection beyond the scope of the federal laws.
The best way to avoid the expense and trauma of a lawsuit is to not discriminate.
Internal & External Recruitment
The two types of recruitment are internal and external recruitment. Internal recruitment is
defined as hiring from inside the company. When hiring within the company, Sally can do a job
posting or ask for employee referrals. In a job posting, Sally must have the information about
the position, the required qualifications, and instructions on how to apply. Employee referrals
play an important role in recruiting new employees. However, relying only on word-of-mouth
recruitment may generate applicant pools that may be discriminatory and do not reflect the
labor market.
In contrast, external recruitment is defined as hiring from outside the company. Sally can use
a variety of methods, including employment agencies, in-house recruiters, internships, or
advertising the open pool in venues like newspapers, trade journals, television, or even the
radio to conduct external recruiting. One big change has been the recruitment of employees
through the Internet, which can cost less than traditional methods of advertising. However it
can cause difficulties for HR if there is not a process in place to filter out those applicants that
do not meet the minimum job requirements.
What Is Selection?
Sally must also learn about the selection process. Selection is the process of choosing the
individual best suited for a particular position and for the organization in general from a group
of applicants. It includes the application, selection tests, interviewing, background verification,
reference checks, and the job offer. Each section has laws and regulations that affect what can
and cannot be done during each step of the selection process.
Application & Screening Process
The candidate is generally asked to complete an application form early in the selection
process. Illegal and inappropriate application items are still quite common, such as the use of
age, driver’s license information, citizenship information, and social security numbers. New
employees are asked to provide social security numbers when they are hired or for a
background check, but they should not be asked on an initial application. Driver’s license
information can provide demographic information that could potentially be used in a
discriminatory fashion. Thus, it is best to not ask for that unless a driver’s license is a valid
requirement for the job. Age and citizenship information should not be asked.
If the organization conducted a screening interview and the candidate is qualified, then they
might be given a selection test, which is used to determine if the applicant has the potential to
be successful. These tests mainly measure skills that cannot be determined in the interview
process. Testing can help trim the applicant field by eliminating those who have inadequate
skills to be successful in the job. Tests are objective and free from personal bias, which gives
this form of the selection process an advantage.
Interviews, Checks, & Job Offer
Interviewing candidates is the next step and provides Sally with the opportunity to get
information from the candidate that can’t be obtained from the application. Sally must be
careful not to ask questions that relate to classes that are protected by discrimination laws.
These include anything about having children, marital status, race, religion, sexual preference,
age, disability, citizenship status, or questions concerning drug or alcohol use.
Background verification is the next step of the selection process. If a conditional offer is made
to the applicant, then a background check can be done. The information gathered in the
background check should be related to the job. For example, driving records are not relevant
unless the job requires the applicant to drive. The information obtained during the background
check should remain confidential and be distributed only to the human resource manager or
hiring manager.
A reference check is a process Sally will use to validate an applicant’s employment history,
identity, and education with their list of professional or personal references. Sally will make
every attempt to contact at least three references. It is recommended that in addition to verbal
notification, Sally should intend on checking references by completing a waiver for the release
of information form. When asking questions, Sally focuses on federally protected categories,
such as knowledge, skills, abilities, and behaviors required for the specific position. Sally should
always be consistent and make sure to ask each reference the same questions.
Finally, a job offer can be made by phone, letter, or in person. At the same time, salary and
benefits are discussed and the employee is told of any other conditions that must be met, such
as a drug screening. At this point Sally should tell the employee everything they need to know
about the job. She should make sure to verify work eligibility by completing the I-9 form, which
proves the employee is eligible to work under the Immigration Reform and Control Act
guidelines. Those guidelines state everyone must be an American citizen or an alien that is
legally authorized to work in the United States.
Lesson Summary
Let’s review what we learned about recruitment, or the process of attracting individuals to
apply for jobs with an organization in a timely manner, in sufficient numbers, and with
appropriate qualifications. Recruitment can be external, or from outside the organization, or
internal, from inside the organization. It’s important not to discriminate during this process, so
it’s recommended to not only use word-of-mouth employee referrals for internal recruiting.
Selection is the process of choosing the individual best suited for a particular position and for
the organization in general from a group of applicants and the steps involved include the
application, selection tests, interviewing, background verification, reference checks, and the job
offer. It’s important to consider the legalities during each step. Some guidelines include:
Avoiding asking for inappropriate information during the application process
Using helpful selection tests during screening and avoiding personal bias
Avoiding discussion questions that are related to classes that are protected by
discrimination laws during interviews
• Discussing only knowledge, skills, abilities, and behaviors during the reference checks
and keeping that information confidential
• Verifying work eligibility when the job offer is made
———————————————————————————————————————•
•
•
Mistreated at Work
Gloria Parks was 54 when she was fired from her job of 30 years. Parks worked as a medical
assistant at a Cleveland, Ohio, hospital. She was terminated after a patient identification
mishap involving Parks and a younger co-worker.
Two patients with identical names checked in to get blood drawn on the same morning. The
hospital accused Parks of failing to follow the proper patient identification policy, but coworkers testified that the policy wasn’t enforced in the department. The co-workers said it was
a younger co-worker who checked the patient in that day, pulled the wrong medical chart, and
then passed the chart off to Parks.
The identification mistake was corrected before the patient left Parks’ department and the
blood work for each patient was properly processed. Neither patient was harmed. After the
mishap, the department changed its procedures to require proof of identification at check in.
However, Parks’ supervisor had already fired her. Since his assignment to the department, this
supervisor treated Parks differently than her younger co-workers and seized this opportunity to
fire her, though the younger co-worker was allowed to keep her job and wasn’t disciplined. And
though the patient complained, it was against a third employee who had upset the patient. This
employee was the department nurse, who was also younger than Parks. She kept her job and
also wasn’t disciplined.
Employment Discrimination
After hearing evidence on this incident and an overall pattern of mistreatment, the jury found
Parks’ case was employment discrimination based on age. The jury awarded Parks $900,000
in damages. Employment discrimination laws seek to prevent the mistreatment of job
applicants and employees based on race, color, sex, religion, national origin, physical disability,
age, and other unlawful classifications.
In general, employment discrimination laws cover unfair practices in several different areas of
employment, including:
• Hiring
• Promoting
• Assigning tasks
• Training
• Compensating, and
• Firing
There are many different ways employment discrimination can occur, and in many different
areas of employment. Discrimination obviously includes outright mistreatment of an employee,
but it can include treating other employees or job applicants better than a particular employee,
too. It can also occur when the employment practices merely perpetuate previous or ongoing
discrimination.
There are many different employment discrimination laws designed to address the various
practices. For example, Parks’ case was filed in state court. Ohio, like most other states, has
statutes that prohibit employment discrimination. Parks’ case specifically alleged that the
hospital violated the state law prohibiting her termination based on age.
However, many employment discrimination cases are federal cases. This means the cases are
filed in federal courts using federal laws. The most used federal law prohibiting employment
discrimination is Title VII of the Civil Rights Act of 1964.
Title VII of the Civil Rights Act of 1964
Let’s take a look at Title VII of the Civil Rights Act of 1964. This is a federal law that prohibits
employment discrimination based on race, color, religion, sex, or national origin. In 2020 the Act
was also judged by the Supreme Court to include sexual orientation and transgender status,
providing these additional categories protected status under the Act.
Title VII is limited to these categories of employment discrimination, though other types of
discrimination are also covered under federal law. For example, age discrimination is covered
under the ‘Age Discrimination in Employment Act, and discrimination based on physical
disability is covered under the Americans with Disabilities Act.
Though there are many laws regarding employment discrimination, Title VII is widely
considered to be the most important law on employment discrimination. This is because it put
a formal and detailed complaints process into place and set harsh legal penalties for
employment discrimination.
Both the complaints process and the penalty process are governed by the U.S. Equal
Employment Opportunity Commission. The EEOC is a federal administrative agency that
investigates, reconciles, and litigates complaints filed by existing and prospective employees
against employers. As with other administrative agency proceedings, parties can appeal EEOC
decisions by taking the case into the federal court system.
Title VII applies to all employment agencies, including unions, and any business or labor
organization that affects interstate commerce and has at least 15 workers or members.
Remember that ‘affecting interstate commerce’ simply means that the business is involved in
commercial trade that eventually results in the transportation of goods or money between
states.
If the EEOC finds that an employer has violated Title VII, it can order penalties such as:
• Back pay for the employee
• Payment of the employee’s attorney’s fees
• Reinstating the employee
• Retroactive granting of seniority for the employee, and
• Retroactive pension benefits to the employee
Penalties can include compensatory, punitive, and sometimes even liquidated damages, though
there are caps on damage awards based on the number of employees the business employs.
The damage award can also depend on the type of discrimination, and whether or not the
discrimination was committed intentionally or recklessly.
Bona Fide Occupational Qualification
Now let’s look at the one recognized exception to discrimination under Title VII. This legal
defense is known as a bona fide occupational qualification, or BFOQ.
BFOQ defenses can sometimes be complicated. In general, the employer must prove that
disparate treatment is essential to meet a necessary requirement of the job. Courts don’t
accept BFOQ defenses often.
Here’s an example of an acceptable BFOQ defense: The University of Maryland posts a job
opening for a residential adviser in a girls’ dormitory. The advertisement specifically states that
the university is seeking an adult female that would be willing to live in the on-campus
dormitory with the freshmen girls.
Darcy and Darren both apply for the job. Darcy is female and Darren is male. Darcy is selected
for the job. Darren then files an employment discrimination suit alleging discrimination in the
hiring process based on gender. The university asserts a BFOQ defense based on the necessity
of supplying female residential advisers for its female students. The university supplies rational
evidence, such as student preferences and safety reports, that substantiate its hiring practices.
Darren therefore loses his lawsuit.
Lesson Summary
Let’s review. Employment discrimination is the mistreatment of job applicants and employees
based on race, color, sex, religion, national origin, physical disability, sexual orientation,
transgender status, age, and other unlawful classifications. Employment discrimination laws
prohibit unfair practices in several different areas of employment, including:
• Hiring
• Promoting
• Assigning tasks
• Training
• Compensating, and
• Firing
Employment discrimination includes outright mistreatment of an employee, and can include
treating other employees or job applicants better than a particular employee. Discrimination
can also occur when the employment practices merely perpetuate previous or ongoing
discrimination.
Title VII of the Civil Rights Act of 1964 is a federal law that prohibits employment
discrimination based on race, color, religion, sex, or national origin. It’s widely considered to be
the most important law on employment discrimination. This is because it put a formal and
detailed complaints process into place and set harsh legal penalties for employment
discrimination.
Title VII is administered by the U.S. Equal Employment Opportunity Commission, or EEOC.
The EEOC is a federal administrative agency that investigates, reconciles, and litigates
complaints filed by existing and prospective employees against employers. Title VII applies to all
employment agencies, including unions, and any business or labor organization that affects
interstate commerce and has at least 15 workers or members. If the EEOC finds that an
employer has violated Title VII, it can order penalties such as:
• Back pay for the employee
• Payment of the employee’s attorney’s fees
• Reinstating the employee
• Retroactive granting of seniority for the employee, and
• Retroactive pension benefits to the employee
Penalties can include compensatory, punitive, and sometimes even liquidated damages. There
are limits placed on damage awards based on the number of employees the business employs.
Damage awards are also dependent on the type of discrimination, and whether or not the acts
were committed intentionally or recklessly.
Note also that the courts acknowledge one legal defense to employment discrimination. This
defense is known as a bona fide occupational qualification, or BFOQ. In general, the
employer must prove that disparate treatment is essential to meet a necessary requirement of
the job. For example, a movie producer may hire a male actor for the portrayal of a male part
without considering female actresses for the same role and without committing employment
discrimination in the hiring process.
—————————————————————————————————————–Title VII of the Civil Rights Act of 1964 made it illegal for employers to discriminate against job
applicants and employees on the basis of sex, race, and other personal characteristics.
Understand Title VII law and regulations and its enforcement, explore which employers are
covered by the law, and discover the protected classes and prohibited activities.
Title VII Defined
Linus has just been hired as a new human resources specialist for a large manufacturing firm in
Michigan. He’s meeting with his manager, Mary, for orientation on employment laws that he
must comply with when making employment decisions that affect employees. One of the most
important laws that Linus must understand is Title VII of the Civil Rights Act of 1964. Mary
explains that Title VII prohibits covered employers from discriminating against certain classes of
individuals in most employment-related matters.
Covered Employers
Linus asks Mary about the criteria that subjects an employer to Title VII. Mary explains that
pretty much all private sector employers and local and state agencies are subject to the Act if
they employ at least 15 employees. Since their company employs hundreds, it is definitely
subject to Title VII. Unions and employment agencies are also subject to the Act.
Protected Classes
Since his company is subject to Title VII, Linus asks Mary who exactly is protected under the Act.
Mary explains that Title VII is very comprehensive. It prohibits discrimination based upon:
• Race
• Color
• Gender
• Religion
• National origin
These categories are often referred to as protected classes under Title VII.
Prohibited Activities
Linus then asks Mary how Title VII will impact his job in human resources. Mary tells him that it
will impact his job quite a bit. Mary explains that pretty much any employment decision that
affects an employee is subject to the Act, including:
• Hiring
• Firing
• Layoffs
• Training
• Transfers
• Promotion
• Pay
• Benefits
• ‘Any other term or condition of employment’
Mary notes that Title VII applies not only to employees but also job applicants. Discriminating
against any protected class in taking any of these employment actions violates Title VII. Linus
asks Mary for some examples, and she’s happy to oblige:
•
•
•
It’s a violation of Title VII to make a hiring decision based upon a person’s race, gender,
nationality or religion. This is even the case if customers do not wish to be served by
members of a certain religion or race.
An employer violates Title VII if it promotes a man over a woman because of gender.
You also can’t provide different benefits or pay based upon gender.
Title VII generally will prohibit discriminating against people on religious grounds, such
as refusing to hire because of religious dress or inability to work a specific workday due
to religious beliefs.
Enforcement
Linus asks Mary about government enforcement. Mary replies that the Equal Employment
Opportunity Commission (EEOC) enforces Title VII. She explains that the regulations outline a
sequence of procedures that are followed:
If an employee or job applicant feels the company has violated Title VII through
employment discrimination, then the employee has 180 days from the date of the
alleged violation in which to file a charge of discrimination with the EEOC. This 180-day
deadline will be extended to 300 days if state or local discrimination law also covers the
charge of discrimination.
• The company will have an opportunity to provide a written response to the charge.
• The EEOC will try to settle the issue between the employee and employer throughout
the process. If both parties agree, the EEOC may refer the matter to the EEOC’s
mediation program, where the parties will try to resolve the issue with the help of an
independent third-party mediator.
• An investigation will be commenced, which may include requests for documents,
interview of witnesses and even a visit to the company’s facility or office.
• At the conclusion of the investigation, the EEOC will either make a finding of
discrimination or no discrimination.
• If a finding of no discrimination is made, a notice will be sent to the charging party,
called a right to sue letter, and he or she will have 90 days to file a lawsuit against the
employer on their own.
• If the EEOC makes a finding of discrimination, it will try to resolve the matter through a
conciliation process. If the EEOC cannot reach a conciliation between the parties, it will
either decide to sue the employer or close the case and issue a right to sue letter to the
charging party.
Needless to say, Mary tells Linus that the company follows the law and will not be happy if a
charge arises from actions that Linus takes. When in doubt, he should consult with either her or
the company’s compliance office before taking any employment action that may be perceived
as a violation of Title VII.
•
Lesson Summary
Let’s review what we’ve learned. Title VII of the Civil Rights Act of 1964 prohibits
discrimination in employment based upon race, color, gender, religion and national origin. It
applies to private sector employers, local government agencies and state government agencies
if they employ at least 15 people. The prohibition of employment discrimination is broad and
includes hiring, firing, layoffs, training, promotions, pay, benefits and any other term or
condition of employment. The EEOC is responsible for the enforcement of Title VII and
investigates charges of discrimination.