Charles A. Krugel

I’m Quoted in National Law Review Article on Workplace Investigations

charlesakrugel — Tue, 15 Sep 2026 10:33:23 +0000

When the Workplace Becomes the Investigation

by: Fritz Ronald P. Amparado, Financial Poise – Business Owners & Executives

Friday, September 4, 2026

A practical guide to deciding who should investigate, what facts matter, and what to do once the answers are in.

EDITOR’S NOTE: A workplace complaint rarely arrives at a convenient time. It may be a harassment claim, a payroll problem, a safety concern, or an accusation involving someone the company trusts. Whatever the issue, the first response matters. The company needs to move quickly enough to protect people and preserve evidence, but carefully enough to avoid turning the investigation into a second problem. For business owners and managers, the goal is straightforward: learn what happened, use a fair process, and make a decision the company can explain later.

Begin With the Specific Complaint

Each workplace issue requires a tailored investigative approach. For example, a conflict between coworkers might be addressed by a supervisor or HR, while accusations of sexual harassment against an executive demand a different process. Factors such as the nature of the incident, who is involved, and potential biases should inform the company’s approach.

Helen Bloch, principal and founder of Law Offices of Helen Bloch, P.C., puts it simply: “The answer to that question depends on what type of investigation into what kind of allegations.” For ordinary workplace friction that does not suggest discrimination, harassment, or other unlawful conduct, an internal review may be enough. If the accused is a senior officer, owner, or someone who can influence the outcome, an outside investigator may give the process more independence.

That concern is especially real in family and closely held businesses. Personal relationships do not automatically make an investigation unfair, but they can lead employees to question whether the outcome was predetermined.

Prompt Does Not Mean Rushed

Delay can make a bad situation harder to sort out. Memories fade. Employees leave. Emails and text messages disappear. In serious matters, the company may also have a legal reason to act quickly once it knows there may be a problem.

Prompt action matters, but speed should not replace care. The employer should move quickly enough to protect people and preserve records, but not so quickly that it skips a witness or decides what happened before the facts are in.

Different complaints also require different pacing. A harassment allegation that may still be affecting employees can call for immediate interviews or temporary measures. A wage-and-hour problem may depend more on payroll records, job classifications, and timekeeping data. The process should be fair in both cases, even if the steps differ.

A Good Investigation Tests the Story

A sound investigation should be prompt, impartial, thorough, and well documented. Impartiality is especially important because employers often know the people involved and may already have opinions about them.

Impartiality can be difficult because employers already know the people involved. The complainant may be unpopular. The accused may be a respected manager. Neither fact answers the question. The investigator should test both versions of events rather than build a file around the story management already prefers.

Documents can be just as important as interviews. Personnel files, prior complaints, emails, text messages, instant messages, security footage, workplace policies, and union agreements may all help show what happened. A dated record of the steps taken is far more useful later than a general statement that the company handled the issue properly.

Some Legal Rules Raise the Stakes

Workplace investigations can raise issues under several employment laws, depending on the allegations. Title VII, the ADA, and the ADEA provide protections against certain forms of workplace discrimination, including conduct involving race, sex, disability, or age, while OSHA requirements may become relevant when an investigation concerns employee health or safety. Investigations can also involve whistleblower and retaliation protections, depending on the nature of the complaint.

In supervisor harassment cases, the Faragher and Ellerth framework can be important. In simple terms, an employer may have a defense in some cases if it made genuine efforts to stop and address harassment, and the employee did not reasonably use the available complaint procedures. That is one reason complaint procedures cannot exist only on paper. Employees need to know where to report concerns, and managers need to know what to do when a complaint is brought to them.

A Lawyer Does Not Make Everything Privileged

Companies often bring in counsel when litigation is threatened or when the legal issues are serious. That can be useful, but the lawyer’s presence does not automatically make every interview, note, or report confidential from discovery in a lawsuit.

In Upjohn Co. v. United States, a 1981 decision of the U.S. Supreme Court, the Court addressed attorney-client privilege in the corporate setting. When company counsel interviews employees to gather information needed to advise the company, the privilege belongs to the company, not to the individual employee. An Upjohn warning is a short explanation of that relationship. The lawyer represents the company, the interview is being conducted for the company, and the company controls the privilege.

The lawyer’s actual role still matters. A recent discussion of privilege risks in recorded workplace investigations also shows why companies should think before recording interviews or automatically generating transcripts. More records are not always better records.

Interview to Learn, Not to Win

An investigation interview is not a courtroom cross-examination. The point is to learn what the witness knows. Open questions, careful follow-up, and good listening usually produce more useful information than aggressive questioning.

The investigator should ask what happened, when and where it happened, who was present, what was said, what records may exist, and who else may know something relevant. New information may require a second interview. That is normal in a real fact-finding process.

The interviewer should resist turning the conversation into a cross-examination. The goal is to ask questions that uncover facts, not questions designed only to prove a point.

Tone matters too. Charles Krugel, owner of Charles A. Krugel, Labor & Employment Law on Behalf of Businesses, observes that “when an investigator feels like they have to get that aggressive … that’s like a signal that they’re just not that good of an investigator.” A firm interview can test credibility without making a witness feel that the interview itself is punishment.

Be Careful With Promises of Confidentiality

Employees often ask whether their names or statements will stay confidential. A company can limit who receives the information, conduct interviews discreetly, and remind everyone that retaliation is prohibited. What it should not do is promise secrecy that it may not be able to keep.

Absolute confidentiality is rarely realistic. In a small department, coworkers may guess who was interviewed even if the company never names the person. The better approach is to explain that information will be shared only as needed and that retaliation will not be tolerated.

Sometimes the Problem Goes Beyond HR

An investigation can uncover conduct that requires action outside the company. Violence, theft, hacking, child abuse, serious workplace injuries, or other possible crimes may trigger reporting duties to law enforcement or a government agency. Some industries also have mandatory reporting rules.

The financial side can matter too. Wage claims, worker classification errors, union obligations, and WARN Act issues can remain significant liabilities when a business is under financial stress, including during bankruptcy. An investigation may begin as an HR problem and end up affecting litigation risk, insurance, regulatory exposure, or cash flow.

Closing the File Is Part of the Job

Once the interviews are done, the company still has to decide what the evidence supports and what should happen next. That may include discipline, restored pay or benefits, payroll corrections, manager training, policy changes, or other steps tied to the identified problem.

Bloch emphasizes the importance of follow-up: “The follow-up is important, actually, because you want the victim to know that you actually did something, that you took it seriously.” The company may have good reasons not to disclose another employee’s personnel information, but the complainant should receive enough closure to understand that the matter was considered and addressed.

The Real Test Is Whether the Decision Makes Sense

A workplace investigation is not successful because the file is thick or the questions sound legal. It is successful when management has a reliable basis for deciding what to do next. That means choosing a trusted investigator, preserving important evidence, speaking with the right people, and documenting the important steps.

A careful investigation may also reveal a weak complaint process, an inconsistent payroll practice, a manager who needs intervention, or a policy employees do not understand. Those lessons can be as important as the answer to the original complaint.

The practical goal is simple: the company should be able to explain what it learned, how it learned it, and why the action it took made sense.

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I’m Quoted in CoBanker’s “How To Create an Employee Handbook”

charlesakrugel — Tue, 08 Sep 2026 10:24:40 +0000

Thanks to CoBanker and writer Sandra Robbins for quoting me in their 8/31/26 article “How to Create an Employee Handbook.” The entire article is below.

An employee handbook compiles company policies, guidelines, expectations, procedures, and pertinent information in one living document that serves as a reference for employees. It is essential for consistent and fair practices, compliance with laws, transparent communication, supporting managers, and educating employees. Employers should strive to have a digital version of the employee handbook as well as printed copies for employees who may not have regular digital access.

While an employee handbook is not legally required, it is recommended for all businesses, including startups and small businesses. Generally, an employee handbook is not a legally binding contract. However, an employee handbook can become legally binding if the wrong language is used or if disclaimers or acknowledgments are missing. When employers need legally binding agreements with employees, they should use separate written agreements and not include it the handbook.

Here is what employers need to know to create a well-structured and effective employee handbook that provides clarity and guidance for employees while protecting the company.

Employee Handbook Sections

The tone of an employee handbook should be professional, conversational, and a reflection of your company culture. New hires will be reading your handbook and forming immediate impressions of your company based on what they read.

An employee handbook needs a well-organized structure with a table of contents and consistent formatting. When appropriate, explain the reasons behind a policy to help employees understand the purpose. Distribute the employee handbook to new hires as part of your onboarding process and ensure that updated handbooks are easily accessible to all employees.

For employers that do have an employee handbook, there are federal, state, and local laws that mandate specific written policies that must be included on a variety of topics, including leave, final paychecks, breaks, and compliance with labor laws.

Welcome Statement

Your CEO or founder should write a warm, positive, and exciting welcome statement. Think of the message that you want to send to new employees, how you want to show employee support, and how to briefly incorporate company values.

This will set the tone for your employee handbook and also convey your company culture. Provide a description of the contents and the purpose of the handbook. Conclude by sharing contact details for any questions.

Employment Policies

The following policies should be included in your handbook:

Code of conduct: The rulebook that contains your behavioral standards is referred to as a code of conduct. The following policies may be part of the code of conduct or listed as separate policies: a dress code, an acceptable use policy that includes a social media policy, and a drug and alcohol policy. Remember to make sure that your dress code uses gender-neutral language.
Recordkeeping, confidentiality, and privacy: Explain your recordkeeping practices, confidentiality policy, and how you will protect privacy.
Time and attendance: A comprehensive policy includes time and attendance software, shift scheduling, time and leave tracking, standard work hours, overtime hours, breaks, meals, absences, tardiness, flexible work options, holidays, inclement weather, and time theft prevention.
Compensation: Provide an overview of how pay is determined, payroll logistics, overtime, employment classification, earned wages access, raises, bonuses, incentives, expenses, and reimbursements.
Benefits and perks: Give a summary of your benefits and perks, including eligibility. Instead of providing all the details here, direct employees to another location, such as your intranet, to read the complete benefits information.
Paid time off policy: Insert your complete PTO policy, which should cover all aspects of how employees accrue, manage, and utilize leave. Specifically address sick leave, bereavement, voting, and military leave in accordance with state laws.
Family and Medical Leave Act (FMLA): Employers have many legal responsibilities for managing FMLA leave, including notices that must be provided to employees.
Accommodations: Explain the process for employees who need reasonable accommodations for disabilities.
Performance management: Provide a brief overview of your performance management system, training, promotions, and transfers. Explicitly explain the use of performance improvement plans (PIPs).
Offboarding: Incorporate your offboarding process and explain voluntary and involuntary terminations. Share your policy for final paychecks and paying out PTO in accordance with state laws. Mention your commitment to maintain a positive employee experience throughout the entire employee lifecycle.

Policies for Legal and Risk Management

While an employee handbook is not required, it is extremely helpful for compiling all separate documents into one central location. There are federal, state, and local requirements that certain information be provided to employees in writing and included in the employee handbook for companies that have one. For companies that operate in multiple locations, you may need to include jurisdiction-specific appendices and distribute different versions based on location.

Safety, security, and emergency procedures: Describe your procedures for protecting employees, clients, and data on a daily basis and during emergencies. This includes how you will prevent workplace violence and injuries. Inform employees about workers’ compensation for any workplace injuries. Explain building security, visitor protocols, parking, and any forms of employee monitoring that are used.
Nondiscrimination policies: Include an equal opportunity statement, and follow U.S. Equal Employment Opportunity Commission (EEOC) regulations and guidelines. Add your diversity, equity, and inclusion (DEI) policy.
Anti-harassment policy: Ensure that the policy clearly defines harassment, requires employees to report it, and explains the exact procedures for reporting harassment.
Reporting grievances and complaints: Every employer should have a procedure for handling employee complaints and reporting grievances.
Conflict resolution: Outline your conflict resolution policy so workers know how disputes will be handled and resolved in a fair and professional manner.
Disciplinary action policy: In order to handle disciplinary issues consistently, fairly, and legally, employers need a well-crafted disciplinary action policy.
Termination: Explain your commitment to terminating employees professionally and avoiding illegal reasons to fire employees.
Nonsolicitation policy: Having this policy will help prevent your former workers from poaching your employees or clients.
Acknowledgment form: When employees sign to acknowledge that they have received and read the employee handbook, then they are unable to use ignorance as an excuse for not following policies.

Disclaimers

While including disclaimers is necessary, employers should understand that courts may not accept all of them, especially if other content in the handbook contradicts them. Employers should consult with an employment attorney in their jurisdiction. The following legal disclaimers are often included in an employee handbook:

The employee handbook is not a contract of employment.
A statement of at-will employment (except in Montana).
The employer has the right to modify or deviate from any provision in the handbook at any time.
This version supersedes previous versions.
The handbook is intended to cover most situations, not all. It is not designed to address every application or exception.
The employer may skip certain steps in a progressive discipline policy.
Employees should contact HR with any questions.

Employee Handbook Templates

Employers can create their own employee handbook by using HR software or customizing a free or paid template. Employers may purchase and customize the SHRM Employee Handbook Builder with an annual subscription, which includes updates on federal, state, and city laws. Adobe Express has free, customizable employee handbook templates.

It is advisable to only use templates as examples or starting points. A template needs to be thoroughly personalized to your business. The handbook must be tailored to the states where you operate, your employees, and your business operations. Overreliance on a template can leave you with a handbook that does not reflect the realities of your daily operations, increasing your company’s exposure to legal risks. Working with an employment attorney to create and update your handbook will help mitigate these risks.

Best Practices Recommended by Experts

We spoke with two seasoned experts to obtain their recommendations on employee handbook best practices: a human resources (HR) expert and an employment attorney. Angela Blum-Finlay, CEO and founder of Windward Human Capital Management LLC, wrote an insightful article about policies versus guidelines and told us how to apply it for an employee handbook.

“A 60-page handbook that governs every decision a manager makes isn’t really protecting your company. It is telling you that you have a trust issue with your managers and employees,” said Blum-Finlay. “Reserve true policies for what we know is non-negotiable, like legal compliance, code of conduct, confidentiality, and other policies clearly needed from a legal and risk perspective.”

Guidelines provide managers with the flexibility to effectively lead. “Everything else, like how you manage flexible work schedules or communication expectations, works better as a guideline that gives managers the expectations and allows them to manage accordingly within the guidelines,” explained Blum-Finlay. “When handbooks get over-engineered, and policies are created to take over leadership judgment, your managers stop leading and start following scripts.”

Charles Krugel, a management-side labor and employment lawyer who regularly writes and reviews employee handbooks and company policies, told us his recommendations:

Handbooks should be written in plain English and simply organized.
Legalese, jargon and run-on sentences should be avoided.
The language used should reflect the company’s culture.
More specifically, if the company is trying to create a collegial and open environment, the handbook should be friendly and easy to understand.
It should also provide as much detail as necessary to understand the company’s intended message. (Krugel)

“Regarding the use of legalese, verbiage like ‘hereinafter,’ ‘wheretofore,’ and ‘party’ should be avoided because it’s awkward sounding and difficult for non-attorneys to understand,” emphasized Krugel. “However, that doesn’t mean that a handbook shouldn’t contain legal disclaimers like stating that the handbook doesn’t create a contract, and if applicable, employment is at-will. The legal disclaimers are essential because third-party bureaucrats like judges and investigators value those as limiting the rights of both the employer and their employee.”

Employee Handbook Mistakes To Avoid

Employers must carefully avoid these elements when crafting or updating an employee handbook:

Legal jargon: Use clear and simple language that will be easy for all employees to understand, not legal jargon. Provide definitions for any term that may be unfamiliar to some employees.
Vague or contradictory language: Policies should be consistent and use specific, clear language. Avoid vague wording and contradictions with other policies.
Text-heavy: Make the text easy to skim by using headings, graphics, blank spaces, and lists. A text-heavy policy will be difficult for employees to read, understand, and follow.
Not customizing the handbook: An employee handbook needs to be specific and customized to your business. Do not use a generic template or copy policies without tailoring it to your needs, industry, workforce, company size, and location. A template should serve only as a starting point or guide.
Policies that are too broad, rigid, or outdated: Policies should be designed in a manner that facilitates employees being able to easily follow them in most situations. If policies are outdated, rigid, too broad, overly detailed, or not followed, they will result in employee confusion.
Prohibiting employee discussions of employment terms and conditions: Frantz Ward explains that under Section 7 of the National Labor Relations Act (NLRA), employers cannot prohibit employees from discussing wages or other terms and conditions of employment, including on social media, and should advise employees to include a disclaimer stating that their opinions do not represent the company’s views.
Language that accidentally creates a contract: Avoid words such as will, shall, must, promise, guarantee, absolute, permanent, and probationary period. Ensure that you do include a statement of at-will employment and state that the handbook is not an employment contract.
Not re-evaluating the handbook: Employers must periodically review their handbooks and update them to reflect changes, company growth, and new laws. The handbook should contain a statement of an employer’s right to make changes at any time.
Not having it legally reviewed: Your handbook and any updates should be reviewed by an employment attorney who practices in your state. Companies that fail to have their employee handbooks legally reviewed will increase their risk of legal liability.

While a human resources professional should own the employee handbook, collaboration is necessary with the leadership team and an employment attorney. Managers and employees can provide feedback to help optimize the handbook. Employees need ongoing reminders and training on the content contained in employee handbooks.

An employee handbook should be provided in formats that are easily accessible to all employees. Employers need to review and update their handbooks at least once per year or whenever there are significant changes. When changes are made, clearly communicate what has changed, provide employees with updated copies of the handbook, and get employee acknowledgment signatures.

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I’m Quoted in Moneywise/Yahoo Article: “Poorly Exercised Judgment:” AI Startup Cofounder Apologizes

charlesakrugel — Tue, 01 Sep 2026 10:00:46 +0000

This was also published in Yahoo Finance here. The original Moneywise.com article is here.

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Chicago Bar Association’s 9/1 Solo & Small Firm Committee Meeting

charlesakrugel — Sun, 30 Aug 2026 13:04:42 +0000

9/1/26 @ 12: 15 pm CST

Topic: The Color of Persuasion, How Your Wardrobe Choice Can Impact Parties in Court, in Mediation, and at the Office

Speaker: Kerry Heaps, Founder, Chromatic Counsel

This session explores how color works as a strategic, nonverbal tool of persuasion in the legal profession, shaping perception, trust, and credibility before a word is spoken. From the origins and psychology of individual colors to seasonal analysis and the interplay of hue and shade, we examined how attorneys can dress deliberately for court, mediation, client meetings, and networking. Here’s a brief video promo.

(IL MCLE credit for live webcast only. No MCLE credit for on demand webcast.)

Click for registration.

Committee Chair, Job Title, Firm/Company, Email Address:
Mathew Kerbis, Subscription Attorney LLC, kerbis@subscriptionattorney.com
Charles Krugel, Charles A. Krugel, Labor & Employment Law on Behalf of Business, cak1@charlesakrugel.com

Committee Co-Vice Chair(s):
John Risvold, The Collins Law Firm, P.C., jrisvold@collinslaw.com
Amanda Carey, The Carey Center for Justice, amanda@careycenter.org

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I’m a 2027 Super Lawyer!

charlesakrugel — Tue, 18 Aug 2026 10:38:33 +0000

Super Lawyers, https://www.superlawyers.com/about/selection-process/, has selected me as one of their Super Lawyers for 2027.

The Super Lawyers rating service picks top lawyers each year using peer feedback and independent research.

Using their patented selection process, incorporating 12 markers of professional work, they select the top 5% of attorneys to their list each year. The objective of Super Lawyers’ patented multiphase selection process (U.S. Pat. No. 8,412,564) is to create a credible, comprehensive and diverse listing of outstanding attorneys that can be used as a resource when searching for legal counsel.

My Super Lawyers profile is here.

Thanks to Super Lawyers for selecting me!

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3 New 5-Star Client Testimonials

charlesakrugel — Tue, 11 Aug 2026 01:20:20 +0000

Thanks to AllenGreen Transportation and Margaret Omongbale, Mason Rashtian and Cameron Monti and his venture capital firm, MDH Venture Capital, for my 28th through 30th 5-star testimonials on my Google Business Page. You can see them on Google. Out of 30 total testimonials, that’s 30 5-start testimonials!

I have worked with Chuck as my employer-side employment attorney for a few years now and he has been nothing short of amazing! With every case he has handled for me he always exceeds my expectations! He’s a very knowledgeable and professional attorney, he really listens to his clients. He leaves no stone unturned whenever he is handling a case. I recommend him without any reservations!

Mason Rashtian

I had the pleasure of meeting and conversing with Chuck Krugel. I find him to be very knowledgeable about labor and employment law. He knows how to protect businesses from the start and throughout litigation if needed. I would recommend him to any business owner with employees.

My venture capital firm had an excellent experience working with employment law attorney Charles Krugel during a sensitive independent contractor termination matter. He provided clear, practical legal guidance, were highly responsive, and helped us navigate the process professionally while minimizing risk. His knowledge, judgment, and attention to detail gave us complete confidence every step of the way. I highly recommend Charles’s legal services to any business seeking experienced and reliable employment counsel.

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I’m on the SCV Law & Life Podcast

charlesakrugel — Mon, 03 Aug 2026 23:33:00 +0000

Thanks to host Mason Rashtian for hosting me on his SCV Law & Life Podcast last Thursday 7/30/26! The show’s YouTube page is here: https://www.youtube.com/@masonrashtian. My episode (30 minutes) is here: https://youtu.be/573uY09p6Yo. We discussed practicing law, what businesses need to know concerning labor and employment law and my background in the field. It’s also below!

https://www.charlesakrugel.com/wp-content/uploads/2026/08/Employment-Law-for-Business-Owners_-Hiring-Firing-Avoiding-Costly-Lawsuits-Charles-Krugel.mp4

Here’s more about Mason and the podcast: Welcome to The SCV Law & Life Podcast, where justice meets everyday living. I’m your host, Mason Rashtian, a top 1% personal injury attorney serving the Santa Clarita Valley and beyond. With my unique background in psychology and law, I’m here to bridge the gap between complex legal matters and real life. Whether you’re navigating a personal injury case, seeking justice for yourself or a loved one, or simply want to understand your rights better, this is your space for honest conversations about law, life, and everything in between. Each episode, we’ll dive deep into topics that matter to you and your family, because at the end of the day, the law isn’t just about courtrooms—it’s about protecting the people and values we care about most. So grab your coffee, settle in, and let’s explore how justice can work for you. This is The SCV Law & Life Podcast.

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2 New 5-Star Client Testimonials

charlesakrugel — Tue, 28 Jul 2026 10:30:47 +0000

Thanks to Latinos Progresando and Hello Jasmine Inc. for my 26th and 27th client ratings. That’s 27 five-star ratings out of a total of 27 ratings! All testimonials are available on Google–“Charles Krugel” and here: https://www.charlesakrugel.com/clienttestimonials.

Adrienne Lange

Writing on behalf of Latinos Progresando, a Chicago-based nonprofit organization. We’ve only had great experiences working with Chuck; he is incredibly responsive, and has helped our organization navigate some challenging circumstances. He is generous with his guidance and brings a wealth of expertise. Beyond his legal work, he genuinely cares about the community and regularly gives back through volunteer board service. His professionalism, dedication, and commitment to helping others make him someone we highly recommend.

sanji cooker

As a small business owner unfamiliar with the proper employee termination process, I found myself facing a major crisis without EPLI (Employment Practices Liability Insurance), meaning I had to handle everything on my own. Before finding Charles, I reached out to a few other attorneys; the moment they heard the case might go to trial, they flat-out refused and said they were only willing to offer basic advice.
?Thank goodness we had Charles representing us. When the case reached the government agency, the official didn’t even carefully review the evidence we submitted and instead pressured us to settle. Charles immediately stepped in by writing a firm, professional email reminding the official to properly re-examine all our evidence, including the video transcript documentation. That intervention completely turned our case around.

Charles is a man of true integrity and a strong sense of justice. He chooses to stand by employers—a challenging and often thankless role—and he truly helps small business owners navigate away from legal quagmires.

To any fellow small business owner: if you have employees, you should definitely establish a connection with Charles. He will help you avoid countless legal pitfalls and disasters. I give him my highest recommendation.

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8/4 CBA Solo/Small Firm Practitioners Committee Meeting

charlesakrugel — Sun, 26 Jul 2026 10:58:29 +0000

The Chicago Bar Association Committee Meeting Notice

Please join the Solo/Small Firm Practitioners Committee for the following meeting:

Date/Time: August 4, 2026 at 12:15 PM
Topic: From Invisible to Unstoppable: Build a Brand that’s Memorable and Referable
Speaker: Steve Fretzin, Be THAT Lawyer Community
Meeting Format: Webcast
Committee Chairs: Mathew Kerbis, Subscription Attorney LLC; Charles Krugel, Charles A. Krugel, Labor & Employment Law on Behalf of Business

Click here to register and for meeting information: https://learn.chicagobar.org/products/solosmall-firm-practitioners-committee-080426

Register for a Meeting: You MUST register in advance to attend committee meetings. To register, click on the link above, sign into the website, click on ‘Register Myself’ and then ‘Proceed to Checkout’. If there is an in-person attendance option, select ‘YES’ if you plan to attend in-person or ‘NO’ if you plan to attend virtually. You must ‘Submit Order’ in your shopping cart to complete your registration. You will receive a confirmation email when your registration is complete.

View a Meeting Webcast: Once registered, the webcast link will be accessible in your CBA dashboard at the following link: https://learn.chicagobar.org/my-dashboard. You must be logged in to your CBA member account to access the webcast link and meeting materials.

IL MCLE Credit: Illinois MCLE credit, if applicable, will be awarded based on actual length of the MCLE presentation. Only live committee meetings qualify for IL MCLE credit. To receive credit for webcast attendance, you must log into Zoom from your CBA account to access the webcast. To receive credit for in-person attendance, you must scan the QR code posted in the meeting room and complete the form. Attendees will receive an email notification 7-10 business days after the date of the meeting indicating when the IL MCLE Certificate is available for download in your CBA dashboard.

Meeting Materials: If available, meeting materials will be posted under the ‘Handouts’ tab of the meeting registration page.

Questions? Email cle@chicagobar.org.

Click here to view a full list of the CBA’s Upcoming Committee Meetings.

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AI @ Work: Legal Issues Concerning Use of AI in HR; 7/16/26 Webinar Moderated by Me

charlesakrugel — Tue, 07 Jul 2026 10:48:35 +0000

The post AI @ Work: Legal Issues Concerning Use of AI in HR; 7/16/26 Webinar Moderated by Me appeared first on Charles A. Krugel.