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Reviewing the Personnel Management Resource Guide
Presenter: Terri Higgins, PHRAssociate Director, Henricopolis SWCD
Tuesday09-Dec-
201410:00 – 11:30
VASWCDAnnual Meeting
2014
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Recruiting…
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Recruiting – What’s Covered and Tips
BrandingEvaluating vacancies – needs/optionsDetermining OBJECTIVE hiring criteria (essential
TDR/minimum required KSA)Hiring range – options/cautionsRecruitment options – pros/cons for eachApplication packageApplication screening – objective criteriaApplicant screening optionsSamples: Job Descriptions, ads, applicant
package, screening tools, applicant scoring toolVASWCDAnnual Meeting
2014
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Recruiting – RemindersImpact of recommended practices Maximizes the District’s ability to meet its
operational needs and goals with the best qualified employees
Objective recruitment and selection practices minimize the District’s exposure to claims of bad hiring practices
Broad use of all available adverting resources increases the vacancy’s exposure to all possible qualified applicants and creates larger more diverse applicant poolsVASWCD
Annual Meeting
2014
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Hiring…
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Hiring – What’s Covered and Tips
Before the face-to-face interviewsConducting face-to-face interviewsAfter the interviewInterview do’s and don’tsSelection and making a conditional offerChecking ReferencesVerifying education and credentialsLettersSamples: Questions, Tips, Do’s/Don’ts,
Preparation, Checklists, Scoring Tools, DR NO SCAR VP
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Hiring – RemindersProtect the District and your candidates: Ask only job related questions – TDR/KSA Prepare job related questions in advance – use open ended
questions – rotate who asks the questions Ask every candidate interviewed the same questions – ask
additional questions only to clarify a candidate’s answer Don’t venture into any protected areas
Other topics to avoid – marital status, political affiliations, where they live or vacation, hobbies, children (or child care), disability/injury history, genetic history, spouse’s occupation, healthcare or benefits needs
Avoid anything that can identify a protected characteristic or the candidate’s socio-economic history/status
You only need to know if the candidate is qualified to and can perform the essential TDR of the position – with or without reasonable accommodation
VASWCDAnnual Meeting
2014
D - Disability N - National S - Sex V – Veteran Status
R - Race O - Origin C – Color/Creed P - Pregnancy
A - Age (status or plans)
R – Religion
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New Employees…
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New Employee – What’s Covered and Tips
On-boarding – first 2 weeks are criticalBefore the first dayLegal and other documentationEmergency contact informationThe first weekFollow-upFLSASamples: Checklists, Links to current new
hire forms, VA new hire reporting, contact forms
VASWCDAnnual Meeting
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New Employee – On-boarding
VASWCDAnnual Meeting
2014
Simple outline of best practice
tips for successfully on-boarding your
new employees …
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New Employee On-boarding Key Takeaways
Give your new employees the support they need to succeed – if they succeed you succeed!On the job training (OJT) and feedback is crucial
◦ Half of the hourly (non-exempts) new hires leave their jobs in the first year citing lack of OJT and feedback and not feeling valued or connected with the job/people
◦ Without a structured on-boarding process more than half of salaried workers fail or opt to leave within the first 18 – 24 months
VASWCDAnnual Meeting
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Benefits of Effective On-Boarding Practices
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New Employee – Pre-Arrival
VASWCDAnnual Meeting
2014
Document a process –
checklists are handy for
consistency and help other staff
and stakeholders engage in the process – key best practices include these
items…
Take care of any required background checks as
soon as the conditional
offer is accepted
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New Employee – First Day
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Prepare for the first
day’s activities
in advance
Collect the necessary new hire
paperwork
Prepare a survival
guide with policies,
procedures, forms,
etc, in one handy binder
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New Employee – Paperwork
VASWCDAnnual Meeting
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I9 within 3 days of
first day of employment (specific list of
acceptable documents)
Benefit Forms
within 31days of first day of
employment(Section 125 IRS
pre-tax code)
VA New Hire
Reporting within 20 days of
first day of employment (new/rehire)
Direct Deposit
Emergency Contact
Form
Timesheet
IT and Other Policy Forms
W-4VA-4
(tax withholding forms)
Other District Specific Forms
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New Employee – On-boarding Follow-up
VASWCDAnnual Meeting
2014
Effective On-boarding…• Only one chance at a first impression• Reduces turnover costs – improves retention• Improves employee job satisfaction, engagement, commitment• Keeps employees informed and aligned with the
organization’s needs/goals• Fosters positive and productive interpersonal relationships
Have a plan to follow-up regularly,
provide feedback, and get the new
hire’s feedback
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Employees and the FLSA…
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Fair Labor Standards Act
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Exempt – only if meets all the test criteria for WHD/DOL exemption test
Non-exempt – overtime at one-and-one-half times the employee's regular hourly rate
Comp time for ExemptsComp time for Non-exempts
◦ Equivalent of earnings (1½ hours comp time per hour worked)
◦ Prior notification and approvals
Test forms – use the WHD/DOL forms to make a determination of exempt status
Combination - Employees who perform a combination of exempt duties can still be exempt (29 CFR §541.708)
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FLSA Exemption Tests
VASWCDAnnual Meeting
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Salary basis – ◦ At least $455/week; $23,660/annually
◦ Not subject to reductions based on quality/quantity of work performed
◦ Allowable deductions for exempt employees
Do NOT go by job titlesRelevant Exemption Tests:
◦ Executive◦ Administrative◦ Professional – Learned/Creative◦ Computer Related (special salary and duties test)
◦ Highly Compensated (over $100k/year and performs office non-manual work consistent with one or more exemption classes)
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Performance Evaluations…
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Performance Evaluations – What’s Covered & Tips
Setting performance expectationsSetting goals – cascading goals
SMART Line of sight
Documenting performance – ongoing processProviding feedback – ongoing processRecognition and rewards by generation Types/purposes of appraisals
◦ Annual, mid-year, performance improvement, setting/changing goals and expectations
Samples: Evaluation steps and forms, tips, tools for tracking performance, rater errors, providing feedback, documenting performance
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Performance Evaluations – Common Rater Errors Halo Effect – The tendency to make inappropriate
generalizations from one aspect of a person’s job performance. This is due to being influenced by one or more outstanding characteristics, either positive or negative.
Leniency – The tendency to evaluate all people as outstanding and to give inflated ratings rather than true assessments of performance.
Central Tendency – The tendency to evaluate every person as average regardless of differences in performance.
Strictness – The tendency to rate all people at the low end of the scale and are overly critical of performance.
Contrast Effect – The tendency to evaluate a person relative to other individuals rather than on-the-job requirements.
First Impression Error – The tendency to make an initial favorable or unfavorable judgment about someone, and then ignore subsequent information/performance that does not support this impression.
Similar-to-Me Effect – The tendency to more favorably judge those people perceived as similar to the rater/leader.
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Performance Evaluations – Avoid Rater Errors
Questions to Ask Yourself to Avoid Rater Errors
Am I basing my rating on documentation of my observations of the Employee’s behavior, or am I making judgments based on my perceptions?
Am I looking at each of this Employee’s competencies separately, or have I generalized about his or her performance?
Have I looked at this Employee’s competencies over time, or have I generalized according to initial perceptions or a specific situation?
Have I recognized any biases I may have so I do not let them influence my judgments?
Have I rated this Employee on his or her actual behavior or have I rated her or him compared to other individuals?
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Performance Evaluation – RemindersProtect the District and your employees:Prepare and maintain documentation on the
good, the bad and the ugly – facts only ◦ Document Specific Objective Job Related Behaviors ◦ Record like a video camera – don’t make assumptions
Provide feedback FAST ◦ (Frequent Accurate Specific Timely)
Write the narrative◦ Include actual specific examples – avoid generalities◦ Compare performance to goals set/added/revised
and the job description (including other duties as assigned)
◦ Give more information for higher or lower ratingsVASWCDAnnual Meeting
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Terminations…
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Termination/Separation – What’s Covered & Tips
At-will doctrine – Virginia is an at-will stateExercise your progressive discipline options (verbal,
written, IDP and/or PIP, suspension, demotion/transfer, termination)
◦Documentation◦Notification
Phone, email, face-to-face, verbal, written to employee – recommend always confirming understanding of all verbal exchanges in writing
Letter of resignation from employee –accept or pay out?
Exit Checklist Exit InterviewsOther withholdings from final pay – don’t –
employees cannot be required to forfeit wages Samples: Incident report forms, documentation,
progressive discipline forms, offense code form
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Sample Policies…
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Sample Policies
Example of a personnel manual format and sample policies Be aware of language used – personnel handbooks and manuals
can create implied contracts – include a disclaimer on the first/last pages
Include policies and procedures relevant to your operations Include a glossary of terminology The employer may not require employee to forfeit portion of
final wages – don’t include that statement Review policies/handbook with the employee – then allow time
for employee to review – then get an acknowledgement receipt (signature/date)◦ I have read and understand the personnel manual and have had
an opportunity to have my questions answered.
Have it reviewed by legal team or other professional If it’s in there–adhere to it consistently, or revise/redistribute Samples: Incident report forms, documentation, progressive
discipline forms, offense code form
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Personnel Files…
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Personnel Files – CANNOT KEEP IN THE FILE Maintain any type of health information in an individual
employee folder in a secured file drawer with restricted access to files
Maintain all applicant files (applications, resumes, EEO self identification forms) in a separate clearly labeled folder/binder and/or in a secured drawer
I9 forms and copies of the required documentation must be kept in one separate folder/binder clearly labeled I9 USCIS stored in a separate secured drawer
Criminal and other background check results must be in a separate secured drawer with restricted access
Investigation files – always keep in an individual employee folder in a secured file drawer with restricted access to files
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Personnel Files – WHAT TO KEEP IN THE FILE Job application, offer, acceptance materials Employment and other requirements verifications Job description Performance evaluations Payroll and withholding forms – including timekeeping records (timecard records) Signed acknowledgement for handbook Emergency contact form Voluntary benefits election forms Leave utilization records, attendance records Complaints and kudos from internal and external customers Training records Certification and licensure records Awards and citations, letters of commendation Disciplinary records – don’t purge them after one year Termination documents Any contract, written agreement, receipt, or acknowledgment between the
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Supervisor Files – WHAT SUPERVISOR KEEPSJob descriptionEmergency contact formNotes on job performanceAwards and citations, letters of commendationComplaints and kudos from internal and external
customersPerformance evaluationsLeave utilization records, attendance recordsTraining recordsCertification and licensure recordsDisciplinary records – don’t purge them after one
yearNo surprises – send a copy
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Internships…
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InternshipsUnpaid internships in the public sector and
for non-profit charitable organizations, where the intern volunteers without expectation of compensation, are generally permissible.
Key Considerations:◦ Similar to training provided in learning environment◦ Primarily benefits the intern (add’l work for employer)◦ Doesn’t displace staff and works under close supervision◦ Employer derives no immediate advantage/benefit◦ Intern is not entitled to a job at conclusion of internship◦ No expectation of wages for time spent in the internship
http://www.dol.gov/whd/regs/compliance/whdfs71.pdf
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Resources…
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HR Resources/Sites… www.shrm.org - SHRM/Local Chapter
◦ Online resources – wealth of topics, samples, articles, webinars, etc.
◦ May find HR Professionals interested in serving on your local Personnel Committee as Associated Director or Chair the Committee
www.dol.gov – A-Z Site Index◦ Wage and Hour Division
◦ OSHA
◦ Federal Codes related to employment practices
◦ Ergonomics
◦ FAQs
◦ eLaw
http://vwc.state.va.us/ (VA Workers Comp)
www.doli.virginia.gov (VOSH with links to OSHA)
http://www.doli.virginia.gov/laborlaw/laborlaw.html (VA Employment Laws)
www.hrmorning.com (wealth of topics, samples, articles, webinars, etc)
www.workforce.com (wealth of topics, samples, articles, webinars, etc)
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Questions Anyone?Remember to change the actual
names before sharing your question today!
My contact information if you have any additional questions I can help with:◦Terri Higgins◦Day: 804-501-5241◦Email:
[email protected]◦Cards with me today if you want one