Subject: GEA Newsletter

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Newsletter #53
April 24, 2019
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#MeToo Has ‘Significant Impact’ on Harassment Filings

Number of sexual harassment charges filed with the EEOC jumps 13.6%

Retaliation was again the type of discrimination charge most frequently filed with the Equal Employment Opportunity Commission (EEOC) in fiscal year 2018, followed by allegations of sex, disability and race discrimination, the agency reported.

Among the 76,418 total workplace discrimination charges the agency received in the last fiscal year, 39,469 were for retaliation, accounting for nearly 52 percent of all charges filed. Discrimination based on sex was the second most frequently filed charge, with 24,655 charges received.

EEOC: Retaliation Tops Discrimination Charges for Second Year

Retaliation charges have dropped but are still the most commonly filed charge. Race-discrimination charges saw the biggest change from fiscal year 2017 to fiscal year 2018.


The agency also received 7,609 sexual harassment charges—a 13.6 percent increase from fiscal year 2017—and obtained $56.6 million in monetary benefits for victims of sexual harassment.

“We cannot look back on last year without noting the significant impact of the #MeToo movement in the number of sexual harassment and retaliation charges filed with the agency,” said EEOC acting chair Victoria A. Lipnic.


Click below for the full article and complete statistics.

10% Increase in Employee Engagement –
The Survey Process Works


A couple of years ago, the VP of HR for a division of an international manufacturer asked to meet because his boss wanted to explore the benefits of an Employee Engagement Survey.

We discussed the research that has revealed significant increases in productivity and quality – in addition to reductions in turnover and accidents – resulting from increased employee engagement. The VP added that his company heavily relied on performance metrics and he wanted an HR metric that his department could drive.

We conducted the survey across their plants, analyzed and reported their survey results – segmented by manager – to the leadership team. Throughout the next 12 months the client provided survey feedback to their managers and coached them in implementing individualized improvement plans.

One year later the company asked us to conduct a second survey. And we certainly enjoyed reporting the second-year results to the leadership team because their degree of employee engagement had increased 10%!

We can’t say that the 10% increase in engagement resulted in 10% increases in productivity or quality or 10% decreases in turnover and accidents. However, the extensive research indicates that the increase in engagement had a very positive impact on the business – which the VP had hoped to achieve.


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Georgia Employers' Association
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