Redstone Government Consulting Blog | Human Resources

Late yesterday, President Trump signed another Executive Order related to employment laws. This Executive Order (“Restoring Equality of Opportunity and Meritocracy”) takes aim at the use of “disparate impact liability,” which, the EO proclaims, “undermines our national values [and] also runs contrary to equal protection under the law and, therefore, violates our Constitution.”

Executive Order 14173, Ending Illegal Discrimination and Restoring Merit-Based Opportunity, has left many unsure as to what you can, cannot, should, or should not do. You are not alone! There are many unanswered questions, so we do not and could not claim to have all the answers, but we do have some thoughts and suggestions to consider at this stage.

Did you know that Unanet can be configured to help manage your Service Contract Act (SCA) contracts? With the correct setup, Unanet offers features that support compliance with SCA requirements—helping ensure accurate wage calculations and benefit allocations.

Here’s a quick overview of implementing SCA functionality in Unanet to make sure you’re getting it right from the start.

President Trump took aim at more than just DEI programs in Executive Order 14173 signed on January 21, 2025, "Ending Illegal Discrimination and Restoring Merit-Based Opportunity," in which he ordered the revocation of several executive actions, including EO 11246.

As a government contractor, ensuring compliance with employment law regulations is not only a legal requirement but also a crucial element in protecting your business from significant financial and legal risks. While employment law compliance might seem straightforward, the complexities of frequent updates and variations across jurisdictions make it a challenging task to manage. In this post, we’ll explore why employment law compliance is vital, the risks of non-compliance, and how you can protect your business with a comprehensive solution.

Collective bargaining is a decisive process where the union and employer exchange proposals, share ideas, solve problems, and reach a written agreement. This occurs when an existing contract is about to expire or when a new bargaining unit is being organized.

Investigations, internal or otherwise, are necessitated for a variety of reasons and take many different forms. Internal complaints of misconduct, harassment, discrimination or ethical violations must be addressed timely and thoroughly. Failure to do so can lead to legal exposure, whistleblower complaints and even poor morale among your employees. It is always preferable to address complaints internally before an investigation is initiated by the Department of Labor (DoL) after an employee (current or former) goes to them because they believe you failed to take their concerns seriously. Likewise, you hope that the first time you hear about a complaint of discrimination or harassment is not when you receive a Charge of Discrimination from the Equal Employment Opportunity Commission (EEOC). Establishing an internal reporting and investigation process that ensures prompt and fair action will provide the assurances your employees need so they feel comfortable raising their concerns internally and will position your company to defend any potential complaints made to outside agencies.

It is no secret that money plays a significant role in attracting, motivating, and retaining employees; however, recent studies and our experience show that a holistic approach to total compensation is key to success in today’s market. A 2016 study by the Society for Human Resources Management (SHRM) found that pay was the second most important factor of job satisfaction. Many employers focus on the numbers behind the dollar sign, but total compensation goes beyond the paycheck. Total compensation, as defined by Indeed, refers to the total value an organization offers an employee in exchange for their work, including their salary and any benefits or incentives. In addition to these elements, intangible factors like company culture, engagement, wellness, development, and recognition should also be considered as features of total compensation.

Dealing with complaints and claims of being treated unfairly is a common responsibility of Human Resources professionals; however, managing a union grievance process is a completely different ball game. If you have experience dealing with union grievances, you know there are multiple steps and deadlines to which you must adhere, as well as a significant amount of legwork. It is essential to be well-prepared and thoroughly understand the complexities of this process. Mishandling the union grievance process can have serious repercussions, so it's crucial to ensure everything is in order when addressing such a grievance.

Employers generally strive to create an environment that is fair, safe, and pro-employee. So, when employers hear that their employees want to unionize, it truly puzzles and frustrates them, leaving them wondering - why is this happening? Employees often see unionizing as a way to negotiate from a position of strength over wages, safety, benefits, and other job-related issues that individuals acting alone cannot normally solve. This article provides details about the union process and guidance as to how employers can be prepared to respond.