Recent actions by the U.S. Department of Justice (DOJ) should serve as a wake-up call for federal contractors and employers nationwide. In June 2026, the DOJ launched an investigation into alleged race discrimination at the City University of New York (CUNY) involving its Black Male Initiative program. The Department is examining whether educational opportunities and…
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When organizations think about compensation, many focus primarily on salaries, annual increases, or responding to employee requests for higher pay. However, compensation is much more than determining what employees earn. A well-designed compensation program is one of the most powerful tools an organization can use to attract talent, retain high performers, improve employee engagement, support business objectives, and reduce legal and compliance risk. …
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Part II of II: From Compliance to Prevention—Best Practices to Reduce Title VII and False Claims Act Risk As the EEOC continues to increase enforcement activity involving race- and sex-based employment practices, employers should view compliance as a proactive risk-management strategy rather than a reactive exercise. The most successful organizations will be those that identify…
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If employees file complaints when fairness breaks down, prevention requires more than policies, it requires operational discipline. Organizations that successfully reduce EEOC risk do not rely on reactive compliance. They build systems that make fairness visible, decisions understandable, and practices consistent across the organization. At the core of this effort is the concept of procedural…
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While rising enforcement activity and monetary recoveries have drawn attention to the U.S. Equal Employment Opportunity Commission, they do not fully explain a more fundamental question facing employers today: Why do employees decide to file complaints in the first place? In practice, most EEOC charges are not triggered by a single event. They are the…
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Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
Employers contracted with Ohio that meet one of the following criteria:
Employers contracted with Ohio for construction work
What Must Be Submitted?
Who Must Be Included
Employees on payroll over a period of one month.
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Construction employers contracted with Connecticut that meet either of the two criteria:
Construction employers contracted with Connecticut that meet either of the two criteria:
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link
Who Must Submit?
What Must Be Submitted?
Who Must Be Included
Employment Service Delivery System (ESDS) Link