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Long hours are coming under fire. First, there's the Department of Labor's plan to expand overtime pay to millions of white-collar workers. Then there's that New York Times Amazon piece. You know the one -- the one that emphasizes the online retailer's grueling hours and demanding culture. The one that makes Amazon look like a corporate Guantanamo, but with less downtime.

Excessive work demands took an extra blow the other day when a Pennsylvania court ruled that the widow of a worker who died during a 14 hour shift was entitled to death benefits. The employer was liable for working the man to death, the court ruled.

Forget Alphabet or Moore's Law or artificial intelligence: when it comes to big news in tech, families are taking center stage. Less than a week ago, Netflix announced a new, generous parental leave policy, giving new parents as much paid time off as they need. Then Microsoft followed suit, announcing that employees could take five months of leave. Yesterday, Adobe caught up, offering over six months of paid leave.

Apparently, parental leave has become the new hot commodity when it comes to recruiting and retaining top talent and proving one's commitment to employees and family. Should your company follow suit?

Litigators usually aren't natural investigators, but in-house counsel can often be called on to play that role. Whether it's responding to an allegation of harassment, accusations of discrimination, or internal whistle blowing, in-house counsel will sometimes have to play the role of Sherlock Holmes, rather than ... whoever played Sherlock's lawyer.

That means taking a different approach to investigating complaints, often beginning with a simple investigatory interview. Here are seven tips to help guide your way through the investigation process.

It's no secret that the legal profession has been slow to cultivate and support a diverse workforce. Law is one of the whitest, most male-dominated professions, losing to the medical, engineering, and even tech industries when it comes to diversity.

Yet, many in-house legal departments are faced with corporate diversity initiatives which seek to strengthen diversity within the company and its partners. Here's how CGs can help accomplish those goals, helping to lead the way to a more diverse legal profession despite barriers in the industry.

You knew it was coming and now it's here. The Obama administration announced the long anticipated expansion of overtime requirements last month. Under the proposed new rules, millions of white collar workers, previously exempt, will now qualify for overtime pay when they work more than 40 hours a week.

The new white collar overtime rules are expected to come into effect in 2016. In-house legal departments should start preparing for the change now.

No company likes to lose valuable employees -- given how much it costs to hire, train, and develop employees, pretty much all of them are valuable. What's worse is when a skilled employee leaves to work for the competition. As Chris Brown so eloquently put it, highly skilled professionals ain't loyal.

What's a GC to do? Slip in non-compete clauses and other post-employment restrictions into all employment agreements, of course. However, given recent updates in the law, it might be time to update your standard boilerplate -- or consider revising them all together. Here's what to keep in mind:

Get ready for expanded overtime. In the upcoming month, the Department of Labor is expected to release new Fair Labor Standards Act rules which are expected to greatly expand the number of employees eligible for overtime. The FLSA requires that employees who work more than 40 hours a week be paid time and a half for any overtime.

For decades, that overtime requirement has been applicable only for lower-paid employees. Under the new rules, the salary cap will go up, allowing millions of salaried workers to qualify for overtime for the first time. GCs should be ready for the change.

In-house counsel know how difficult claims of retaliation against whistleblowers can be. Those issues can become even worse when it's a fired in-house lawyer making the retaliation claim.

That's what happened to Sanford Wadler, fired GC for Bio-Rad Laboratories. Wadler claims he was terminated after attempting to report corrupt practices to the company's board. The case raises important questions about how much the attorney can disclose about his former employer and client in order to prove his case.

Tips and complaints to the SEC's whistleblower program continue to grow at record pace, even if the Commission has been slow to pay out whistleblower awards. With more tips, come more claims of retaliation. More than one out of every five whistleblower reports some form of retaliation.

Those retaliation claims, the salt in the wound of an SEC investigation, can have stiff penalties, given the new protections afforded whistleblowers by the Dodd-Frank Act. But retaliation complaints are avoidable if a company has the proper procedures and policies in place. Here are five tips to help you stave off claims of retaliation:

On-call scheduling has become increasingly common among large employers, especially in the retail industry. Under an on-call scheduling system, employees set aside work hours and check in before their schedule to make sure they're needed. It allows employers greater flexibility in scheduling, but can leave workers with unpredictable schedules and incomes.

GC's who've given the practice a green light might want to start rethinking things. On-call scheduling could soon become more of a liability than a benefit. An investigation in New York and a class action in California both threaten to hit companies that use on-call scheduling with millions of dollars in backpay and other fines.