Robert Dietrich

Bob Dietrich is an instructor on a wide variety of human resources issues with the Graduate School USA, as well as a consultant with RGS, Inc. He has served as the chief negotiator on master and interim term agreements, and inside consultant to management on labor and employee relations issues, and he has represented management before arbitrators on cases ranging from removal, suspensions, performance evaluations, travel claims, and contract interpretations. He is available to provide training at your location or to serve as a consultant on a variety of HR topics.

Arbitration: The Seven Tests of ‘Just Cause’

By on November 21, 2017 in Human Resources with 0 Comments
Arbitration: The Seven Tests of ‘Just Cause’

The author describes a seven part standard for analyzing the discipline or discharge of an employee which can help with upholding these types of decisions.

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Opening Statements: One of the Keys to Winning Your Arbitration Hearing

By on March 31, 2017 in Human Resources with 0 Comments

The author says that having an effective opening statement is one of the keys to prevailing at an arbitration hearing. He provides some tips for preparing and presenting a strong opening statement.

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Some Case Law Surrounding Excessive Leave

By on September 2, 2016 in Court Cases, Human Resources with 23 Comments

The author says that one of the most time consuming and frustrating tasks for supervisors is dealing with the small number of employees who abuse leave. He describes some of the keys to dealing with these problems as well as some court cases that set precedent for what agencies can and can’t do in dealing with leave and attendance problems.

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The Adjudication of Attendance

By on August 14, 2016 in Court Cases, Human Resources with 46 Comments
The Adjudication of Attendance

The author says that it is a well established fact that managers have the right to establish standards for requiring employee attendance at work. He notes, however, that failure to enforce attendance requirements can result in further attendance problems and lower morale among employees. He says that supervisors should never be afraid to initiate the appropriate action when warranted and cites some cases as precedent for enforcing consistent attendance in the federal workplace.

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Effective Management Requires Effective Discipline

By on August 4, 2016 in Human Resources with 83 Comments
Effective Management Requires Effective Discipline

The author says that to many employees, the concept of discipline usually conjures up a very negative impression as being punitive. However, he says that if applied effectively, discipline is designed to modify behavior or performance and should always be the first and foremost goal of supervisors and management.

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You Get What You Paid For – Part II

The author discusses the case of an employee who could lose her job through no fault of her own due to a mistake made by her agency’s human resources department. He describes the latest details of the case and what he believes to be the broader implications of the situation for federal employment.

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You Get What You Paid For!!

By on May 17, 2016 in Human Resources with 43 Comments
You Get What You Paid For!!

The author says that the number of gifted and knowledgeable people working in human resources are rapidly disappearing onto the retirement rolls. He outlines a scenario that has arisen as a result of this which could have disastrous consequences for the employee involved.

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Position Sensitivity: Where It All Begins

What does it mean to say a position is sensitive and in the “public trust?” The author describes some problems he sees with determining an employee’s suitability for occupying a sensitive position as well as some important case history related to the process.

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It's Time for Another Civil Service Reform Act

Over the last several years Congress has been contemplating another civil service reform act. The author says that it is long overdue and explains why.

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Balancing Dress Codes With Religious Beliefs

By on June 16, 2015 in Human Resources, Leadership with 40 Comments

Employers will use dress and appearance standards to create an employment “brand” for who they are, their culture and their values. As society becomes more casual in its dress standards, employers can find that instituting a dress code will not only draw resistance from some employees, it can land the company in the middle of a religious discrimination lawsuit.

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