HR Logic - Human Resource Consultants

Health Care Reform: How Does It Impact Employers

noreply@blogger.com (hrlogic) — Tue, 22 Jun 2010 14:33:00 +0000

In March 2010, The Affordable Care Act was enacted which outlined how businesses will administer health care benefits to employees.

What does this mean:

Employees with less than 25 full-time employees and are providing health insurance coverage to their employees will qualify for a special tax credit. Small businesses that pay at least half the cost of coverage for employees are eligible for the credit as well.
Employers with 50+ employees will need to offer health care coverage. If a business fails to comply, penalties will include $2k per full-time worker.
Employers who have at least one employee who applies for federal subsidy to purchase individual insurance will also be subject to penalties.
Employers with 200+ employees will be required to enroll employees into health plans automatically. However, employees have the right to opt out.

In July 2010, the Department of Health and Human Services will launch a website for small businesses to better understand affordable health care coverage options.

Other benefits covered for California employers:

Starting July 1 to provide coverage for uninsured residents with pre-existing medical conditions through a new transitional high-risk pool program, funded entirely by the Federal government.
On September 23, 2010, plans that offer coverage to children on their parents’ policy must allow children to remain on their parents’ policy until they turn 26, unless the adult child has the option for coverage with his/her employer.

Learn more about Health Care Reform at www.healthreform.gov.

Goal Setting For Your Employees

noreply@blogger.com (hrlogic) — Wed, 21 Apr 2010 17:00:00 +0000

Setting goals is essential for an employee's and company's success. Written goals allow for managers and employees to measure and recognize achievement.

Goals can identify and correct performance issues, as well as focus on department/organization top priorities. Think about short-term and long-term goals that relate to accuracy, cost, volume, time and professional development. These defined goals should be a part of a performance evaluation and be obtainable with asserted effort.
Remember to include:

• an overall objective for each goal
• specific milestones to meet each goal
• target dates
• resources for accomplishing achievements

Managers should meet with employees at least quarterly to review the status and celebrate achievements.

Some employers like to use an Individual Development Plan (IDP) to help facilitate career growth for their staff. This is an interactive process which typically focuses on skills and alignment to the organization's mission while allowing for individuals to become more proficient and productive. The plan should center on an employee's strengths and providing new opportunities.

Employee Lay-off Notification Meetings

noreply@blogger.com (hrlogic) — Tue, 16 Feb 2010 18:30:00 +0000

When an organization has made the hard decision to reduce the workforce, there are many things to take into consideration. It is understandable that the person conducting the notification might feel several emotions including anxiety, sadness, guilt, fear and anger. Remember that this is a business decision with personal ramifications. Think it through, be prepared and stay focused.

Before the Meeting

Plan the logistics (when, where, agenda)
Review the material you will be providing to the employee
Try to predict possible responses of employees (who is likely to react and how? how will you handle these reactions?)
Plan and rehearse what you want to say (especially your first few sentences)
Identify sources of help and how to engage them (HR, EAP, etc.)
Know your own feelings

Conducting the Meeting

Meet in a private place with a closed door
Use a neutral seating arrangement
Make sure there is easy access to the door for all involved parties
Ensure that there will be no interruptions
Have all the materials you might need in the room
Set a professional, caring tone
Treat the employee with dignity and respect
Get right to the point and keep the meeting brief (typically 15 minutes)
Allow enough time for questions
Listen and empathize, but avoid giving any indication that the decision could be reversed
Discuss the transition of job responsibilities (if appropriate)
Confirm that the information is understood by the employee

Common Pitfalls to Avoid

Discussing other employees' status or performance
Debating or criticizing the process
Passing or deferring blame (i.e. "If it were up to me, this would not be happening to you.")
Arguing/reacting defensively

Communicating With the Remaining Staff

Job eliminations can be difficult for those who remain. It is important to consider what to tell your staff. Whenever possible gather and debrief your team in a group format. Like any meeting, set the ground rules prior to getting started (i.e. respectful, open communication). Permit employees time to express their feelings. Discuss issues surrounding workloads and assignments. Continue to be visible and available to the remaining staff.

Managing Employee Absenteeism

noreply@blogger.com (hrlogic) — Sun, 17 Jan 2010 21:33:00 +0000

An essential part in achieving employee satisfaction in the workplace is creating and maintaining a positive work environment where workers will want to come and where they are supported to stay home when they are ill. Having employees at work is critical to the organization's success.

Managers must also ensure that an organization's goals are met through managing employee performance including absenteeism. Here are some guidelines to assist managers in managing absenteeism.

Absence in this article is defined as the failure to report to work on a scheduled work day without prior authorization. Tardy is defined as the failure to be at the designated work station ready and to begin work at the scheduled time without prior authorization from management.

Set Expectations For Good Attendance

Make the importance of improving attendance visible by talking about current attendance trends at all team meetings.
Set clear expectations for good attendance.
Ensure that employees have an annual attendance goal that demonstrates the organization's expectation.
Keep accurate attendance calendars for each employee and review for patterns monthly.
Follow company policies and laws related to time off benefits.
Be consistent with all employees.

Stages of Attendance Management

Deal with emerging patterns of absenteeism. At the first indication of a problem, meet with the employee to discuss his/her attendance record, reasons for absences, review department attendance practices, and share expectations for improvement.
Indentify and address root causes. If employee absenteeism continues after coaching, meet with the employee to identify root causes and an action plan for addressing each factor.

Before You Issue Corrective Action

Step One -- Review employee attendance records for number of absences and patterns.
Step Two -- Determine if an employee has unacceptable attendance based on Step One.
Step Three -- Make an appointment with Human Resources to review attendance information gathered.

Is there just cause for taking disciplinary action?

Did the employee understand the expectation?
Was the employee forewarned about the consequences of non-compliance?
Did the employee receive equitable treatment?
Was there a proper investigation?
Was the employee given a chance to tell his/her side of the story BEFORE deciding on corrective action?
Does the proposed corrective action fit the offense?

If corrective action is to take place, what is the appropriate level?

Was the employee's action major or minor? Example: job abandonment versus tardiness.
How many and which rules were violated?
Was there prior corrective action in the employee's file? What was it and how recent?
Were there any mitigating circumstances? Example: time protected by FMLA or any other law/employee benefit.

These are only guidelines to consider when managing attendance issues. There is no substitute for consistent management of employee attendance and utilization of good judgment. Set attendance expectations early and reinforce often. Deal with issues as they emerge, rather than delaying.

Human Resource Options for Small Businesses

noreply@blogger.com (hrlogic) — Sat, 02 Jan 2010 21:42:00 +0000

In these challenging ecomonic times, many small businesses are looking for cost-saving ideas. Many of those ideas include employee initiatives, workplace safety, hiring the right employee and retainting them.

Human Resources is recognized as an essential component in a business' strategy and success. So how does a small employer afford the cost of hiring an human resouce expert? A couple ideas include outsourcing your HR Department or utlizing a HR online self-service.

Benefits of considering HR outsourcing.

reduce liabilities
save time and HR salaries
one stop access to professional industry knowledge

Another option for small business employers is to consider utilizing online resources for low-cost tools and resources. Organizations like HR Logic offer online forms, guidance and HR updates for affordable fees.

Benefits of considerting HR Self-Service:

24/7 access - information to manager your talent when you need it
minimal out-of-pocket expenses
multi-faceted tools to accomodiate a company's specific needs
experienced partners to help employers achieve the bottom line

Whatever option words best for you, remember that talent management is crucial to a comany's strong-hold in the market place.

Annual Performance Reviews Are a Year-Long Process

noreply@blogger.com (hrlogic) — Tue, 29 Dec 2009 20:20:00 +0000

An important part of a performance management is to set goals and expectations with an employee at the beginning of each year. Throughout the year, managers should consistently meet with employees to review these goals and expectations providing an opportunity for them to succeed.

Recording unique behaviors and incidents is key to the appraisal process. These significant recordings should include exemplary actions as well as any poor performances. Do not rely on your memory. Documentation is necessary and more reliable!

Tip: Tracking employee observations in an excel spreadsheet (a tab for each employee). Opinions and hearsay should not be included in your notes.

An annual review form should include a place for comments in addition to a rating. Ratings should be based on job responsibilities outlined by a job description.

Avoid common manager pitfalls:
• similar-to-me -- employees are individuals and should not be rated based on having a similar background to a manager
• current events -- consider the entire year, not just recent months
• over-focus on strengths or weaknesses -- it is important to focus on both the strength and weaknesses of an employee

Consider having the employee complete a self-evaluation to find out what he or she thinks. This self-evaluation should mimic the same form the manager will be utilizing. Customer feedback is also recommended as input into the annual review.

When the review is conducted, the employee should not receive any surprises. The annual review is not the appropriate time to bring up performance issues which have not been previously discussed in one-on-one meetings. This formal meeting is to summarize performance and previous interactions. Focus on an employee's development rather than finding fault to allow this process to be productive. Make this an interactive process which permits the employee to engage and own their work.

Workplace Safety Training

noreply@blogger.com (hrlogic) — Mon, 02 Nov 2009 16:00:00 +0000

The key to a safe workplace and effective program includes:

1. Understand the Goal - Does your company have room for safety improvements? Indentify your challenges and your target goal. Develop a plan and share it with your employees.

2. Communication is Essential - Keep your message easy for all employees to understand and consider using multiple venues such as posters, emails, newsletters and shift huddles. Remember that people learn in different ways. Some employees may do well with written communication, while others need verbal lessons. Still others may need a hands-on demonstration.

3. Talk About It - Safety should be a standing item on your meeting agenda. If you have employees on multiple shifts then be sure to address all employees. It is recommended that you spend at least 10-15 minutes each month talking about your safety program. Present your success, challenges and a new safety talk.

4. Solicit Feedback - Have a place where employees can offer suggestions to leadership on how to enhance workplace safety.

5. Safety Committee - Consider having a committee to be ambassadors of the organization’s goals. Permit the committee members to be part of the problem-solving and decision-making process.

6. Document Everything - Record all communication efforts and use sign in sheets for employees.

Safety training topics can include:

Hand Tools
Holiday Stress
Avoid Slips, Trips and Falls
Personal Protective Equipment
Fire Safety
Staying Cool When It Is Hot
Working With Electricity
First Aid
Protective Eye Wear
Lifting Techniques
Power Tools
Material Safety Data Sheets
Avoid Back Pains
Hand Washing
Ladder Safety

Other resources from Cal/OSHA.

What is absenteeism costing your company?

noreply@blogger.com (hrlogic) — Sun, 25 Oct 2009 16:58:00 +0000

Absenteeism occurs when an employee fails to report for work as scheduled. Tardiness is a form of absenteeism in that the employee reports to work late, although tardiness rates often are kept separate from absenteeism rates.
The ripple effect of absenteeism and tardiness is extremely costly to an organization. Some common tangible and intangible expenses include:

Possible loss of wages.
Costly, unbudgeted wages for temporary help.
Premium wages for overtime work.
Company-paid benefits payments.
Salaries for managers' time spent on attendance problems.
Decreased morale for co-workers.
Employee turnover.
Inferior deliverables due to quantity and quality.

According to an October 2008 Mercer survey, the estimated cost of employee absences amounts to an average of 36% of a company’s payroll. So how can a company control employee absenteeism?

Use an attendance tracking form.
Review your policies and practices. Do they assist with reducing unscheduled absences?
If you have sick leave hours, consider moving to a PTO (Paid Time Off) program. Studies show that those companies that eliminated sick time saw a great reduction in unscheduled time off.
Improve safety measures if you are noticing employees being late due to work injuries.
Look at employee morale. Companies that have a high morale tend to have a low absence rate.
Are there areas which require attention and improvement? Employee Surveys are one way of taking a pulse check to see how your organization is doing.

California Employee Leaves of Absence (LOA)

noreply@blogger.com (hrlogic) — Mon, 04 May 2009 15:00:00 +0000

Understanding employee leaves and accomodiations can be confusing. Below is a brief summary of your obligation as an employer in California.

Americans with a Disability Act (ADA)

A person who is substantially limited in performing a major life activity when using a mitigating measure. This means that if a person has little or no difficulty performing any major life activity because he/she uses a mitigating measure, then that person will not meet the ADA's first definition of "disability."
Reasonable accommodation is any change or adjustment to a job or work environment that permits a qualified applicant or employee with a disability to participate in the job application process, to perform the essential functions of a job, or to enjoy benefits and privileges of employment equal to those enjoyed by employees without disabilities.

Family Medical Leave Act (FMLA) and California Family Rights Act (CFRA)

Applies to all California employers with at least 50 employees within a 75-mile radius.
Both provide up to 12 weeks of unpaid leave per year for eligible employees, continuation of benefits and job protection. While these leaves are unpaid, employees can consider other options for compensation including State Disability Insurance, vacation/PTO, sick leave, disability leave and/or workers’ compensation.
An employee need not specifically mention the CFRA (or the FMLA for that matter) to trigger their right to CFRA leave. The burden rests with the employer to make that determination, and, if appropriate, provide the employee with CFRA benefits.

Pregnancy Disability Leave (PDL)

Employers are required to offer PDL with five or more employees.
Provides up to four months of unpaid leave for a disability due to pregnancy, childbirth or a related medical condition. FMLA leave runs concurrently. PDL is separate from the12 week leave under CFRA, and can be taken as additional time. While these leaves are unpaid, employees can consider other options for compensation including State Disability Insurance, accrued vacation (PTO) and/or sick leave.

Kin Care Leave

Allows employees to use up to half of their accrued sick leave/PTO benefits to care for a sick family member, including a child, parent, spouse or registered domestic partner.
All California employees who are provided sick leave or PTO by their employer are covered.

California Military Family Leave Act

The Act applies to any “qualified employer” with 25 or more employees.
Requires employers to provide up to ten days of unpaid leave to eligible employees who are spouses of deployed military servicemen and servicewomen. The leave may be taken when the military spouse is on leave from deployment during a time of military conflict. This leave is not counted as FMLA leave. It may run concurrent with FMLA leave when the reason for the leave is FMLA-qualifying.

Join HR Logic to have information on employee leaves as well as other human resource information at your finger tips 24 hours a day/7 days a week.

Employee Forms - Performance Management and Termination

noreply@blogger.com (hrlogic) — Sat, 04 Apr 2009 05:04:00 +0000

HR Logic created the following professional tools for managing performance, including termination of an employee. These forms and letters were developed by human resource leaders.

Although many States are "employment-at-will", an employer can not terminate without just cause. One way to avoid wrongful terminations is to have appropriate documentation. There are many ways to do this.

Pre-Termination you may consider the following forms:

Performance Action Plan - Can be use to develop a specific corrective action plan. The intent is to use a positive, constructive tool to obtain end goals.
Disciplinary Action Notice - Can be used to document an oral warning, written warning, suspension and even termination. This form structures the ability to measure improvement in performance.
Last Chance Agreement - Can be used in lieu of terminating an employee. It is an agreement between the employee, manager and Human Resources.

When you need to terminate employment you may consider the following forms:

Exit Interview Checklist
Notice to the Employee For a Change in Relationship
Notice of Separation
Reduction in Force Notification
COBRA Qualifying Notice
Final Paycheck Acknowledgment

Obtain immediate online access to all forms.

Remember to make sure you are following your company policies and/or employee handbook with regards to performance management, last paycheck, layoffs, etc..

Employee Surveys

noreply@blogger.com (hrlogic) — Fri, 03 Apr 2009 01:47:00 +0000

Why use an employee survey?

An employee survey is a tool to solicit staff for perspectives of their work environment and value within the organization. Research shows engaged, motivated employees will provide higher customer satisfaction and in turn create a highly-performing organization. Knowing how employees view their workplace, or why they leave, gives you the business knowledge required to strategically retain and compete for talent.

Benefits

learn about an organization's strengths
discover opportunities for improvement
measure the effectiveness of company programs
evaluate customer service
increase credibility of supervisors and managers
identify cost savings opportunities
assess training and development fees

Learn more.

Employee Handbook and Company Policies

noreply@blogger.com (hrlogic) — Fri, 03 Apr 2009 01:27:00 +0000

For any employer having an employee handbook is essential. A handbook will allow you to spend less time answering common questions, prevent misunderstanding with your employees and look more professional. Make sure it is Federal and State compliant.

View a California Employee Handbook.

It is true that written policies, like any document, can be used against an organization in a lawsuit. Poorly written policies often become the main evidence presented when employees allege that the policies were in fact a contract that the employer violated. However, policies that are carefully written so as not to be contracts actually should protect against these claims and not be a problem. In addition, carefully written policies can be used to illustrate your commitment to a positive work environment and to nondiscriminatory employment practices.

Make sure you review and update once a year (more often if laws change).

OFCCP - Internet Applicant

noreply@blogger.com (hrlogic) — Sun, 01 Mar 2009 19:44:00 +0000

Do you know the difference between a candidate and an applicant?

On October 7, 2005 a final ruling was issued by the Office of Federal Contract Compliance Programs (OFCCP) to determine the recordkeeping and data collection requirements of "Internet Applicants".

An internet applicant is an individual who satisfies all of the following four elements:

The individual submits an expression of interest through the internet or related electronic data technologies. This means that he/she can submit through your company's site or a job board for a position you have posted (i.e. craigslist, monster, yahoo hotjobs, careerbuilder, ect.).
Your company considers the individual for employment for a particular position. "Consider" means an assessment of the substantive information provided with respect to any qualifications involved for a particular position. Data Management Techniques (DMT) may be used to reduce the number of expressions of interest to be considered.
The individual's expression of interest indicates that he/she meets the basic qualifications. Basic qualifications do not include "preferred" criteria. Employers can only rely on those basic qualifications referred to in the advertisement or job posting. If the position has not been advertised (i.e. future opening), then the employer may rely on those qualifications previously established.
The individual, does not prior to becoming an applicant, remove himself/herself from further consideration or otherwise indicates that he/she is no longer interested in the position. This can occur if they express a statement of disinterest, is repeatedly non-responsive to inquires from the employer (at least two documented attempts in a responsible time) or if there are conflicts between the expression of interest and the position (i.e. night shift opening, but they indicate day shift only).

An "expression of interest" from a job seeker is when he/she is interested in obtaining employment. This may be in the form of a resume, online profiles, employment application or other summary of a job seeker's experience, skills and abilities.
Data Management Techniques are methods to control the number of expressions of interest to be considered, such as random sampling or implementation of absolute numerical limits. Such methods cannot depend on an assessment of qualifications. DMT should only be used with openings that contain a large candidate pool.

Basic qualifications are characteristics that are non-comparative, objective, relevant to the performance of a particular position's ability to accomplish business related goals, and is established as advertised or through an existing job description. Minimum qualifications are considered "basic qualifications".

Federal contractors have an obligation to solicit race, ethnicity and gender information from Internet Applicants. Self-identification is the preferred method. Applicants should know that this information is voluntary. Most employers provide a AA/EEO Self-identify form with the employment application.

What if a candidate "blindly" submits a resume via fax or email? Employers must retain the Expression of Interest if "considered" for a particular position.

All records are required to be retained for two years unless:

those records are relevant to a charge of discrimination; or
pending lawsuit

An employer must also track database searches (internal and external) in compliance with OFCCP requirements.

Learn more about talent management at http://www.ehrlogic.com/.

Employee Performance Evaluations

noreply@blogger.com (hrlogic) — Sat, 17 Jan 2009 22:25:00 +0000

Performance evaluation is a necessary and beneficial process, which provides timely feedback to employees about job effectiveness and career guidance. The performance review is intended to be a fair and balanced assessment of an employee's performance.

Managers should communicate to employees what is expected of them, define those expectations and then monitor and evaluate the performance on an on going basis. Your employee should not receive constructive feedback on an annual evaluation of which they were not aware of before.

There are many forms of evaluations. Traditionally here are a few:

30,60, 90 Day Review - This is a great check in tool to assess the employee's progress in his/her new position. It should create a mutual understanding of expectations, performance objectives, and the evaluation process.
Annual Performance Review - This is the most commonly used review. An effective performance evaluation process should be a two-way street. Employees who are encouraged to evaluate their own performance are more likely to take the process seriously and participate in a more meaningful way.
Individual Development Plan - Provides the employee a structure for creating specific professional development goals. Must be tied closely to the work of the individual, the team, and the organization. Goals should be measurable in outcome
360 Degree Review - Solicitation of multiple sources of feedback in order to create the most complete and unbiased assessment of employee performance and serve to enhance the fairness and accuracy of performance reviews. 360° assessments asks for feedback from peers, subordinates, managers and the employee

View performance evaluation tools at http://www.ehrlogic.com/.

10 Ways to Go Green in the Workplace

noreply@blogger.com (hrlogic) — Mon, 08 Dec 2008 06:20:00 +0000

Here are ten simple tools to help your organization save energy and the environment. And you do not even have to be a tree hugger to do it!

Utilize PG&E's online energy analyzer.
Set your computers to go to "sleep" during the day after 10 minutes of non-use. Remember that the screensaver does not save power. This can reduce computer usage by 70%.
Replace old light fixtures and bulbs for energy saving ones. These use two-thirds less energy than regular ones. For examples go to Energy Star.
Save paper. Consider placing your company manuals and policies online. Have your copy machine defaulted to double sided copies. Make it a habit to recycle your paper with blue trash cans. REMEMBER: Be sure that your cleaning company is recycling the paper and not just putting it into the regular waste.
GO GREEN with HR Logic. Obtain employment forms and information online.
Request paperless bills from your vendors and pay online.
Consider telecommuting. If you are a company that requires meetings with employees in different locations you might want to think teleconferencing. Although, some meetings may require face-to-face, many do not.
Recycle your toner. Many suppliers, such as Staples, have wonderful programs that can assist you.
Are you purchasing fair trade coffee for your office? Learn more.
Cell phone recycling. HopeLine is a Verizon Wireless program which collects cell phones from any provider and refurbishes or recycles them. Contributions, cell phones and minutes are donated to non-profit domestic violence shelters and their victims.

Hiring The Right Employee

noreply@blogger.com (hrlogic) — Mon, 08 Sep 2008 04:20:00 +0000

The Screening, Interviewing and Selection Process

After you have received some resumes you will want to begin the prescreening process. Give each a thorough review.

Things to consider when looking at a resume:employment application as it is a legal document.

Compare candidate's experience to your job description. Does he/she meet the criteria?
Does the candidate have the appropriate educational degree?
Are there spelling and/or grammar errors?
Are there unexplained gaps of employment?
Are dates of employment missing?
Is there "job hopping"?
Is there a specific coverage letter? Does it include the appropriate job information?

At this point you should separate the candidates into three piles (phone screen, maybe, reject). The candidates you are no longer considering should be sent a declination letter to reduce follow up calls. This letter can be sent via email or U.S. Mail.

Preparation is key. Prepare in advance for your phone screenings. Make sure to schedule enough time on your calendar to avoid interruptions. Have the candidate's resume and any notes you have made ready to discuss. Allow 10-20 minutes for each candidate -- they usually tend to have just as many questions as you do. Be prepared to let the candidate know what the next step is. Are you planning on making decisions to interview in the next two days, week, two weeks, etc.? To avoid wasting anyone's time, it is best to ask what salary expectations are desired.

After your candidates have been screened over the phone you might be able to narrow down your candidate pool. It is recommended that you only interview two to four candidates for each position. If you have decided not to interview any of the candidates then you can return to your "maybe" pool. If you have exhausted all viable candidates you will need to start the advertising and prescreening process over again. While this might be discouraging, it is the best long-term decision. Hiring the wrong person could be costly to your department, other employees and morale.

Following a phone screening, but prior to interviewing you will need to have the applicant fill out an employment application. The application can provide even more information about your applicant and should be reviewed prior to the interview. Make sure you have a well-written

What to look for on an application:

Is the work history consistent with the resume?
Is there incomplete information (i.e. reason for leaving, dates of employment, pay, etc.)?
If the position requires good communication skills, are there spelling errors?

Now you are ready to begin interviewing. You will want to decide if you will be the sole decision maker or if there are other key stakeholders. If you are the only decision maker you will conduct a face-to-face interview. If there are going to be multiple interviewers it is best to conduct a panel interview versus several separate interviews. Learn more about panel interviews in our Manager Guide.

Behavioral Interviewing
The interview is a time to address any questions you may have with regards to the application or experience. Behavioral interviewing has become commonly practiced amongst corporations and recruiters throughout the United States. Read more about

Prior to making an offer you will want to check at least two professional references (preferably covering at least five years of employment). If you are unable to obtain references with someone other than the Human Resources Department, it is appropriate to ask the candidate for his/her last annual evaluation.
It is a professional courtesy to call any applicants who have been interviewed and were not chosen. This allows the interviewer an opportunity to provide constructive feedback to the applicant as to why he/she was not selected. Any applicants who were not interviewed can be sent an email or letter notifying them that the position has been filled with another more qualified candidate.

IMPORTANT: You will need to keep all interview (even candidates not hired) notes. If your organization hires several employees throughout the year you should consider an online candidate tracking system. Otherwise, keep a folder for each position.

If your organization requires a background check and medical assessment as a condition of employment, you will want to make your offer contiguent upon those criterias.

Performance Management

noreply@blogger.com (hrlogic) — Mon, 08 Sep 2008 04:03:00 +0000

In most cases, the purpose of discipline is to instruct and correct rather than to punish. It is your responsibility as a supervisor to explain to the employee those areas in which he or she is expected to improve, to make suggestions about how to improve, and to allow time for the employee to make improvements. Documentation during this process is essential. Make sure the employee's evaluation does not contradict your disciplinary documentation. California is an "employment-at-will" state and the disciplinary process should not imply otherwise.
Corrective discipline can include the following:
Verbal warning When you become aware of a problem, promptly speak to the employee, taking particular care to specify the deficiencies you wish to see corrected and how corrective action is to be undertaken. Have as many additional discussions with the employee as seems appropriate under the particular circumstances. These are behaviors you might provide a verbal warning for:

Absenteeism
Tardiness
Violation of company policy
Dishonesty
Violation of safety rules
Poor performance
Insubordination
Unauthorized use of equipment
Failure to follow instructions

Written warning If, after a reasonable period of time, there is no improvement, or insufficient improvement, write formally to the employee explaining the reasons for your dissatisfaction with his or her conduct.

Final warning Some companies may choose to provide the employee with a final warning before a suspension or termination.
Suspension This might be a final step prior to termination. However, suspending an employee may occur if he/she no longer meets the criteria of the position (i.e. valid driver's license, professional certification).
Termination When it is apparent that a corrective disciplinary approach has failed and that the necessary change in behavior has not been achieved, you may decide to terminate the employee.
While terminating an employee is usually the final step in a disciplinary process some companies may choose to terminate immediately if:

an employee has falsified information on his/her employment application
use or possession of drugs/alcohol in the workplace
theft
violence
abandonment of job (no call, no show for three consecutive days)

► Remember a California employer must provide the employee's final paycheck immediately upon termination.

Make sure you are using the right employment forms.

Performance Evaluations A performance evaluation is a necessary and beneficial process, which provides timely feedback to employees about job effectiveness and career guidance. The performance review is intended to be a fair and balanced assessment of an employee's performance.

Managers should communicate to employees what is expected of them, define those expectations and then monitor and evaluate the performance on an on going basis.Suggested evaluations:
Find out more about how to use evaluations effectively.

Learn more about performance management and talent management.

Initial Evaluation
Annual Evaluation
Individual Development Plan
360° Review

Employee Records - What do you need to keep?

noreply@blogger.com (hrlogic) — Wed, 20 Aug 2008 02:11:00 +0000

Equal Employment Opportunity Commission (EEOC) regulations require that employers keep all employment records for one year from the date of termination. California employers with five or more employees must retain personnel files for a minimum period of two years after the records and files are initially created. In addition, employers must retain personnel files of applicants or terminated employees for a minimum of two years after the date the employment action was taken.

Under ADEA (Age Discrimination in Employment Act) requirements, employers must also retain all payroll records for three years. Additionally, employers must keep on file any employee benefit plan (i.e. pension, insurance plans, etc.) and any written seniority or merit system for the full period the plan or system is in effect and for at least one year after its termination.

Under FLSA (Fair Labor Standards Act) recordkeeping requirements applicable to the EPA (Environmental Protection Agency), employers must keep payroll records for at least three years. In addition, employers must keep for at least two years all records (including wage rates, job evaluations, union seniority and merit systems, and collective bargaining agreements) that explain the basis for paying different wages to employees of opposite sexes in the same establishment.

IMPORTANT: If a charge has been filed, employers have additional recordkeeping obligations.

Learn more about employee records and other human resource needs at HR Logic.

Sexual Harassment Training-what you need to know!

noreply@blogger.com (hrlogic) — Mon, 07 Jul 2008 04:16:00 +0000

If you are a California employer with more then 50 employees or independent contractors you are required to provide sexual harassment training to your employees.

You must provide sexual harassment training to anyone who has supervisory responsibilities. Any employee that has the authority to hire, suspend, lay off, promote or discipline other employees requires your organization to provide sexual harassment training.

There are several topics an organization must cover during the training to include the following:

• Be at least two hours in length.
• Be effective and interactive.
• Provide information and practical guidance to learners.
• Cover relevant federal and state law.
• Explain prohibitions against and the prevention and correction of sexual harassment.
• Examples to instruct supervisors in the prevention of harassment, discrimination & retaliation.
• Describe remedies available to victims of sexual harassment.

California employers must continue to provide regular training on sexual harassment and all forms of unlawful harassment to all employees—including supervisors and non supervisors. For more information regarding sexual harassment training and other trainings your organization should be aware of go to http://www.ehrlogic.com/.

Does your company offer E-Learning?

noreply@blogger.com (hrlogic) — Mon, 30 Jun 2008 04:00:00 +0000

Does your company offer E-Learning as a method to train employees?

E-learning allows companies to provide a continuous learning delivery method that keeps pace with the speed of change in business and society. Organizations now recognize that e-learning has an influential role to play in how people learn, acquire knowledge and develop competencies to improve performance. Web delivery methods offer a platform for delivering a wide array of learning and performance support tools to individual workers with access to performance support materials, reference tools, job aids, online communication, assessments of skills and knowledge.

The most popular E-Learning delivery method is Web based training. Web-based training—Uses Internet technology to provide real time and/or instructor led online learning between employees and a training instructor. This method is very cost effective as it reduces logistics for companies that have decentralized operations.

Web based training is available 24/7. Employees can access e-learning anywhere, at anytime. This makes e-learning a valuable training solution for organizations open around the clock.

Web based training is scalable. If you are starting out you can start small but with a web based E-Learning system you can scale up or down based on your organizations need. Programs can be adapted with little effort or incremental cost to accommodate employee groups, regardless of size.

The Internet has changed the way organizations train their employees. E-learning delivery systems improve training effectiveness, training availability & flexibility. The success rate of e-learning programs have encouraged many small and medium size companies to offer this type of training. If you are interested in more information regarding E-Learning or other training methods go to http://www.ehrlogic.com/ for more information.

Communicating With Your Employees

noreply@blogger.com (hrlogic) — Sun, 04 May 2008 14:16:00 +0000

As a manager your communication style can impact how your employees and other leaders interact with you.

How you talk about something has more influence on the receiver then what you are saying. Your verbal and non-verbal style tells others how to perceive your message. Research has shown that 55-56% of communication comes from body language (non-verbal). Only 7-11% comes from words (verbal).

There are four major communication styles:

Small talk – this style is used most often to exchange everyday information and establish rapport. Topics usually revolve around news, events, sports, the weather and other common interests. This approach is used when you want to keep things relaxed and to find out how the other person is doing. Use small talk to lighten the mood. However, avoid using small talk to deflect and avoid from dealing the unresolved issues.

Examples
Reporting: “They said it is suppose to be 85 degrees today.”
Greeting: “Hi. Did you have a good weekend?”

Controlling talk – this closed-style of talking is used to establish an agreement, not to solicit new information. When used effectively this type of communication can be efficient and constructive to direct, present and sell others. Avoid abrasive gestures, tone and language.

Examples
Directing: “Make sure we have the conference room scheduled for our meeting on Tuesday.”
Presenting: ”We met our annual goal for last year. Our new goal is to increase sales by 10%.”
Selling: “Just try doing it this way. I know you will be happy with the results.”
Threatening: “If you don’t like how we are doing things, I can make changes within the department.”
Condemning: “I knew you couldn’t get this done on time.”

Exploration talk – this style is used to examine facts and opportunities – seek the big picture. By brainstorming you consider possible causes, solutions and various scenarios. This is an excellent way to focus on past and future situations rather than on the present. The disadvantage, if there is no resolution it can leave people dissatisfied with no closure.

Straight forward talk – this way of approaching a conversation is used to manage yourself while engaging others. Differing from exploration talk, this style typically includes feelings, wants and commitments. It fosters a collaborative environment rather than controlling.

Understanding when to use each style of communication will allow you to converse more effectively about important matters. Leaders need to be able to facilitate faster team development and provide a more productive outcome for the organization. You are an ambassador of your company’s culture.

Change Management

noreply@blogger.com (hrlogic) — Mon, 21 Apr 2008 04:12:00 +0000

Change Management:

In a world where change is the standard, human resource professionals will continue to be challenged to find solutions to train, develop and retain talent in order to address workplace issues and support organizational goals. Organizations need to recognize the hidden value in its people and increase their chance of success. This is critical as knowledge management becomes increasingly important.

Keeping up with change today calls for greater agility to identify and respond to ongoing changes in the marketplace. Company performance requires leadership and talent to support business goals and strategies. Human resource experts must be able to focus on organizational change initiatives. Organizations need to focus on organizational development to maintain a competitive edge in a fast pace changing environment.

Effective organizations have to determine what organizational development (Change Management) approaches are most effective depends on what best training activities supports organizational goals and strategies. Organizational development programs run the range from basic training (e.g., literacy, proficiency) to informal training (e.g., on-the-job coaching, job rotation) to formal programs (e.g., change-management programs, conflict resolution, or e-learning).

There are many advantages of organizational development programs. Effective organizations will start to see improved performance, a workforce that is ready to take on new responsibilities, improved moral, decreased turnover and better creativity and improvement. Generally, when organizations invest in their employee’s a greater wealth of knowledge, skills and abilities, will better position your company in the marketplace.

Go to http://www.ehrlogic.com/ to find out about more change management and HR consulting tools and resources.

Reduce Your Employee Turnover

noreply@blogger.com (hrlogic) — Tue, 01 Apr 2008 03:21:00 +0000

Employee Turnover May Be Impacting Your Business

On average, the replacement rate for an employee is 150% of his/her annual salary. An employee making $50,000 can cost the organization $75,000 to replace. These costs can include recruitment, training and lost business. Hiring the right person the first time can save you thousands of dollars.

Your Interviewing Style Can Impact Your Decision
Many hiring managers focus solely on technical and general questions. Knowing someone's five and ten year goals are helpful, but is this information a factual indicator of a good hiring decision?

Behavioral interviewing emphasizes the systematic use of job-related, open-ended questions to help measure a candidate's skills for a particular job. It is very common for candidates to theorize or give impressive opinions about why they would be stellar performers.

This interview technique requires the candidate to recall past work-related experiences to include what was said and done. These past experiences are indicators for future behaviors and how this applicant might impact your team and customers.

You will need to determine between behavioral and non-specific behavioral responses:

Behavioral - "I had a customer that was upset for being overcharged. I listened to the customer and took notes. I let him know I would have to research his complaint and would call back within 24 hours."
Non-specific behavioral - "If I had a customer that was upset I would...."

Increase Employee Retention -- Understand Your Workforce

The American workforce is more diverse that ever before. It is important to recognize that differences in values, behaviors and expectations of our four generations in the workplace.

Veterans, Silent, Traditionalists (born between 1922 and 1945) - Population 27 million
Baby Boomers (born between 1946-1964) - Population 76 million
Generation X, Xers (born between 1965 and 1980) - Population 60 million
Generation Y, Millennial, Gamers (born between 1981 and 2000) - Population 74 million

Exit Interviews Can Be a Valuable Resource
Exit interviews can provide organizations with trends in the work environment, culture, processes and management. This should be conducted just prior to the employee leaving and it is voluntary. From the leaving employee’s perspective an exit interview can be a chance to give some constructive feedback and to leave on a positive note.

Possible barrier: Employees will not complete the exit interview if they feel the feedback they provide will be ignored. It is important to let them know that their feedback is important to hiring and retaining staff. Also, reassure that any information provided will not be held against them for future employment.

Social Networking: How to build a pipeline of passive candidates

noreply@blogger.com (hrlogic) — Tue, 18 Mar 2008 02:18:00 +0000

Social networking technology has the ability to reach passive candidates for jobs requiring specialized skills and experience. Companies are using networking technology for hard-to-fill positions. This method helps fill a constant stream of candidates and fill hundreds of positions each year. Because successful organizations have constant growth, they must be strategic in recruiting and start filling the pipelines well in advance. Social networking is quickly becoming many organizations primary sourcing tool. This strategy lies in its ability to reach passive candidates for positions that require specialized skills and experience.

Reaching the passive candidate:

One of the benefits of the networking technology is that it can increase the diversity of candidates accessible to organizations. Social networking has allowed companies to find more passive candidates quickly. Social networking technology give passive candidates time to find to think about the right opportunity and organizations access to candidates that are not actively looking for jobs. The passive candidate has eluded organizations for years as the traditional job boards only allow organizations to access candidates that are active with other companies or not working.

Those organizations that find social networking most effective are companies who look for the same position on an ongoing basis. Social networking is most useful when specific networks are created for individual positions such as finance, information technology, etc...This will allow you to promote not only the specific job opening but also a referral program, and that is another benefit of using this technology. It is important to maintain weekly communication messages on the site and respond to anyone who comes into your network.

For more of this type of information and research go to www.ehrlogic.com We specialize in offering resources to small to mid size companies operating in California.

Learn more about talent management.

Employee or independent contractor?

noreply@blogger.com (hrlogic) — Mon, 17 Mar 2008 03:11:00 +0000

As an employer it may be difficult to understand whether you should hire an employee or independent contractor. The Internal Revenue Service (IRS) uses three main categories to determine independent contractors:

Behavioral Control – An employee is generally told when, where and how to do the work.
Financial Control – An independent contractor can realize a gain or loss. An employee will be paid by the company and taxes are to be collected by the employer.
Type of Relationship – Usually independent contractors will have a written contract with specific outcomes to include a timeline.

Misclassification of and Employee
The determination of whether or not the worker is an employee or independent contractor is the responsibility of the business. If the IRS challenges the classification, the burden of proof is on the business. If you classify an employee as an independent contractor and you have no reasonable basis for doing so, you may be held liable for employment taxes for that worker. Need additional help determining your decision?

Examples:

INDEPENDENT CONTRACTOR -- Bob Smith contracted with ABC Corporation to complete the plumbing on a housing complex. A signed contract established a flat amount for the services rendered by Bob Smith. Bob is a licensed plumber and carries workers' compensation and liability insurance under the business name, Smith Plumbing. He hires his own plumbers who are treated as employees for federal employment tax purposes. If there is a problem with the roofing work, Smith Plumbing is responsible for paying for any repairs. Bob Smith, doing business as Smith Plumbing.
EMPLOYEE -- Bruce Thompson an experienced electrician, verbally agreed with the company to perform full-time services at construction sites. He uses his own tools and performs services in the order designated by the company and according to its requirements and time frames. All supplies and materials are provided by the company. The company also makes frequent inspections of his work, pays him on a piecework basis, and carries workers' compensation insurance on him. Bruce does not have a place of business nor does he perform similar services for others. Either party can end the services at any time.

If you do decide to hire an independent contractor, then develop a specific contractor agreement and make certain your expectations are outlined. Hiring an independent contractor can be the right choice for small companies not yet ready to make the leap to having a full staff.

Reporting Independent Contractors in California
As of January 2001 any business that is required to file a federal Form 1099-MISC for services received from an independent contractor is required to report specific independent contractor information to California Employment Development Department (EDD). This information will be used to locate parents who are delinquent in their child support obligations.

If all the following statements apply, you must report the independent contractor to EDD within 20 days of paying/contracting for $600 or more in services by filing a DE 542. You are not required to report independent contractors that are corporations, general partnerships, limited liability partnerships, and limited liability companies.

You are required to file a Form 1099-MISC for the services performed by the independent contractor.
You pay the independent contractor $600 or more OR enter into a contract for $600 or more.
The independent contractor is an individual or sole proprietorship.

Learn more about contactors at HR Logic.