fundamentals of human resources

Fundamentals of Human Resources

Copy right 2008 Wors Consulting, LLC, all rights reserved

St. Louis Community CollegeMeramec Campus

Tuesdays 6:30 PM to 9:00 PMOctober 7, 2008 through October 28, 2008

Instructor: Victoria Wors

What We Will Cover


Human Resources Role in Compliance


Establishes HR management policies and practices that comply with federal laws

Understanding when to seek legal advice

Identifying compliance “red flags” as they occur

Policies & Procedures


1. Provides specific “rules” managers are obligated to follow for consistency

2. Communicates “expectations” to all employees

3. Provides “processes” to follow to keep within the company “rules”

4. Examples?

Examples of Policies & Procedures


Absentee PolicyApplication and hiring proceduresFamily Medical Leave Act (FMLA)

policy and procedure to followPerformance Management Policy i.e.

performance reviews, training & development process

Termination policy i.e. disciplinary procedures, retirement program, etc.

Seeking Legal Advice


Review of final drafts of Policies and Procedures to insure compliance

Upon receipt of notice of action, i.e. EEOC charge, OFCCP audit, DOL inquiry, etc.

Review of terminations i.e. Race, Gender, Age, Handicap, possible allegations of harassment, prior worker compensation claimant, etc

Identification of “red flags”


Human Resources professionals are trained to monitor any activity within the daily operations for possible “threats” to the organization

Examples of “red flags”?

Examples of “red flags”


Improper handling of confidential information (FACTA)

Posted statements, pictures, drawings, etc. of offensive nature (EEO, Harassment)

Failure to pay overtime per federal regulations (DOL Wage & Hour)

Lack of diversity in the workforce (EEO, OFCCP)

Inside the Employment Life Cycle

The Employment Life Cycle consists of four stages:1.Workforce Planning 2.Hire Workforce 3.Workforce Maintenance 4.Workforce Separation These stages include the HR, benefits, time and labor, and payroll activities that you do today.


Work Force Planning


Creating strategic alignment between HR and organizational business objectives

Identification of skills, knowledge and abilities (SKA’s) necessary to achieve business objectives

Development of advancement / succession plans to insure continuity and future growth of the organization

Formulating retention strategies

Talent Acquisition


Development and execution of recruiting strategies for time efficiencies

HR as the “gate keeper” for compliance Coordination of candidates and

identification of interviewing and selection practices that produce effective hiring decisions

Construction of orientation and “on-boarding” programs to accelerate time to performance

Performance Management


Identifies systems to useWorks with management to identify

measures to be usedImplements process and procedures

for performance managementMonitors process to insure

credibility with employeesInsures actions are free of bias or

favoritism

Training & Development


Identification of employee development needs necessary to achieve business objectives

Research, development and implementation of appropriate training to meet the identified needs

Management of vendors of programs such as educational assistance, seminars, etc.

Compensation & Benefits


Cost analysis of total compensation i.e. benefits and compensation added together

Coordination of providers for benefits packages

Direction and coordination of annual “open enrollment”

Market analysis of competition in the labor market

Termination


Counsel and guidance to management team on disciplinary issues that may result in termination for legal ramifications

Develop, plan and execute reduction in force when necessary

Coordinate and guide retirementsFollow-up with exit interviews to glean

important employment data

fundamentals of human resources

Documents