Reviewing the Personnel Management Resource Guide

Presenter: Terri Higgins, PHRAssociate Director, Henricopolis SWCD

Tuesday09-Dec-

201410:00 – 11:30

VASWCDAnnual Meeting

2014

Recruiting…

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

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

Hiring…

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

VASWCDAnnual Meeting

2014

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

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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

New Employees…

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

2014

New Employee – On-boarding

VASWCDAnnual Meeting

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Simple outline of best practice

tips for successfully on-boarding your

new employees …

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

2014

Benefits of Effective On-Boarding Practices

New Employee – Pre-Arrival

VASWCDAnnual Meeting

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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

New Employee – First Day

VASWCDAnnual Meeting

2014

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

New Employee – Paperwork

VASWCDAnnual Meeting

2014

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

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

Employees and the FLSA…

Fair Labor Standards Act

VASWCDAnnual Meeting

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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)

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)

Performance Evaluations…

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

VASWCDAnnual Meeting

2014

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.

VASWCDAnnual Meeting

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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?

VASWCDAnnual Meeting

2014

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

2014

Terminations…

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…

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

VASWCDAnnual Meeting

2014

Personnel Files…

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

VASWCDAnnual Meeting

2014

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

employee/employer (e.g. non-compete agreement, employment contract)VASWCDAnnual Meeting

2014

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

VASWCDAnnual Meeting

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Internships…

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

VASWCDAnnual Meeting

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Resources…

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)

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:

terri.henricopolis@outlook.com◦Cards with me today if you want one