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HR 101,[object Object],What all employers,[object Object],Need to Know…,[object Object],© 2011 The Weston Group, LLC.,[object Object],All Rights Reserved.,[object Object]
Agenda,[object Object],[object Object]
An Overview of Core HR Leadership Competencies
Effective Recruitment & Selection Techniques
Compensation and Benefit Issues & Answers
The Legal Arena and HR Law
Labor & Employee Relations
Recordkeeping – An outline of What to Keep and Commonly Accepted Record Retention Strategy
Risk Management – ADA / FMLA / Workers’ Compensation
HR Metrics: How to Measure Your Success
Training & Development for Effective HR Management,[object Object]
Sabrina is also a partner in the law firm of Meierhenry Sargent, LLP.
Membership involvement includes:
South Dakota Bar Association Professional Liaison Committee
State Bar Alternate Dispute Resolution Committee
South Dakota Bar Association
Second Circuit Bar Association
U.S. Federal District Court
U.S. 8th Circuit Court of Appeals.,[object Object]
Experience includes Vice President of Human Resources for 10,000+ employees in multi-state locations as well as Director of Nursing and Recruiter experience.
Former Commissioned Officer in the United States Army Nurse Corps.
Certified as SPHR and currently licensed RN
Professional Affiliations
Wharton School of Business – University of Pennsylvania		   -Research Advisory Group Participant,[object Object],[object Object]
American Association of Healthcare HR Administrators (ASHHRA)
Twin Cities Human Resource Association TCHRA),[object Object]
Mr. Kreyer has an extensive background in leadership, strategic planning, budget & project management, labor relations and negotiations, organizational development as well as creative problem resolution.
Experience includes Vice President of Human Resources and Labor Relations with the St.     Paul School District where he provided overall leadership for the Labor Relations, ,[object Object],    Compensation, HR Information, Benefits and Staffing functions.,[object Object],[object Object],     Development with the Minnesota Hospital Association.,[object Object],[object Object]
University of Minnesota, Masters Degree in Industrial Relations
University of Minnesota, Bachelors Degree in Psychology (I/O psychology emphasis)
Ongoing professional conferences, seminars, memberships, reading, college instructor and conference presenter.,[object Object]
The Weston Group Provides:,[object Object],[object Object],-Executive Searches,[object Object],	-Applicant Tracking,[object Object],	-ROI Benchmarks/Cost Per Hire,[object Object],	-Decrease Time to Hire,[object Object],	-Monitor Turnover & Trend with Recruitment & Selection Practices,[object Object],[object Object],-Benchmarks  and Metrics,[object Object],	-Identifying Opportunities for Productivity Improvement,[object Object], ,[object Object],[object Object],	-Creating  & Maintaining Positive Relationship between Management & Staff,[object Object],	-Assistance with Negotiations,[object Object],[object Object],-Compliant with Latest Employment Law Changes,[object Object],	-User Friendly & Customized for your Culture,[object Object],	-Comprehensive, Professional and Practical,[object Object], ,[object Object], ,[object Object]
The Weston Group Provides:,[object Object],[object Object],-ADA Compliant,[object Object],	-Exempt vs. Non-Exempt Classifications,[object Object],	-Job & Interpersonal Skill Competencies,[object Object],[object Object],-Wage & Hour Assessments,[object Object],	-Salary Surveys,[object Object],	-Compensation Management,[object Object],	-Benefit Negotiations,[object Object], ,[object Object],[object Object],	-Orientation Effectiveness,[object Object],	-Corrective Action & Discipline,[object Object],	-Delivering Difficult Feedback,[object Object], ,[object Object],[object Object],	-Managing Attendance,[object Object],	-Employment Law,[object Object],	-Dealing with Conflict,[object Object],	-Managing Difficult Personalities,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object]
The Weston Group Provides:,[object Object],[object Object],-Employee File Review,[object Object],	-EEOC & DOL Response to Claims,[object Object],	-Workplace Investigations,[object Object],	-ADA/FMLA/WC,[object Object],	-Dispute Resolution Prior to Claims,[object Object],	-Record Retention Requirements,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object], ,[object Object]
Evolution of the HR Profession,[object Object],What is HR?,[object Object],[object Object]
Human Resource Management (HRM) as a function should assist the organization to maximize return on investment (ROI) of human capital & minimize financial risk,[object Object]
Old HR vs. New HR,[object Object],Old HR (or Personnel),[object Object],[object Object]
Paper pushers
Rule makers and rule monitors
Local, internal organization focused
Focused on the present only
“Overhead”,[object Object]
Traditional Human Resource Department Structure,[object Object],…silos of experts?,[object Object],Benefits,[object Object],Firing,[object Object],Hiring,[object Object],Salary,[object Object]
Human Resource Functional Areas,[object Object],Job Analysis and Job Evaluation,[object Object],Job Descriptions,[object Object],Recruiting,[object Object],Employee Interviews,[object Object],Background and Reference Checks,[object Object],Employee Orientation,[object Object],Wage and Salary Administration,[object Object],Benefits	,[object Object]
HR Functional Areas (cont.),[object Object],Employee Records Management,[object Object],Vacation/Leave Policy and Administration,[object Object],Performance Appraisal Processing,[object Object],Promotion/Transfer/Separation processing,[object Object],Disciplinary Procedures,[object Object],Labor Relations/Negotiations,[object Object]
HR processes  ,[object Object]
Old vs. New HR,[object Object],New HR:,[object Object],Generalists (know business, not just HR),[object Object],Integrated into business units & decisions,[object Object],Coach management/employees for higher individual/organizational performance,[object Object],Good communication; customer skills,[object Object],Broader focus: organization, community,[object Object],Current & future focus,[object Object],Adds value (and ROI) to the organization,[object Object],NOT STRATEGIC ENOUGH,[object Object]
Strategic Partner,[object Object],“Strategy development is important for HR, but strategy execution is far more important”,[object Object],Richard Beatty,[object Object],Rutgers University,[object Object]
Strategic Partner – Why HR Hasn’t Been One,[object Object],Activity Based - # applications,  # hired, etc.,[object Object],Cost Emphasis - budget/EE, Cost/hire,[object Object],The Legal System - risk adverse vs. problem solving,[object Object],Employee Advocate - work for the employee,[object Object],NOT ENOUGH STRATEGY,[object Object]
A seat at the table . . ,[object Object],“If HR wants a seat at the table, ,[object Object],it better bring something to eat!”,[object Object],Ray Weinberg,[object Object],2000 SHRM ,[object Object],Thought Leaders Conference,[object Object],Providence R,[object Object]
Hr 101   what all employers need to know...
What HR Can Be,[object Object],A more strategic view,[object Object]
HR Effectiveness Framework — aligning human resource strategy to drive better business performance,[object Object],Business Plan,[object Object],Workforce Strategy,[object Object],Business Performance,[object Object],Employee Behavior,[object Object],[object Object]
Strategic priorities          Efficiency,[object Object],          Quality,[object Object],          Innovation,[object Object],          Customer Service,[object Object],          Brand/image,[object Object],[object Object],           Acquisitions/alliances,[object Object],          Business model change,[object Object],[object Object]
Critical positions and value relationships
Objectives and guiding principles
Alignment: Source, deploy, engage, reward, develop
Prioritization and change plan
Human capital metrics
Measurable Outcomes            Efficiency,[object Object],            Quality,[object Object],            Innovation,[object Object],            Customer service,[object Object],            Brand/image,[object Object],[object Object],            Revenue,[object Object],            ROI,[object Object],            Operating margin,[object Object],            TSR ,[object Object],[object Object]
Retention
EngagementCustomer Behavior,[object Object],[object Object]
Retention
Engagement24,[object Object]
Summary,[object Object],People are often the most expensive part of running an organization,[object Object],HRM linked to the Company’s goals is crucial to attaining organizational performance and improving results,[object Object],Your HR Department should be creating a strategy that is aligned with organizational goals and supported by the Administration and Board,[object Object],So how do you get there?,[object Object]
An Overview of Core HR  Leadership Competencies,[object Object]
Essential HR Management Competencies,[object Object],When Interviewing, we use checklists and structure questions to look for competencies.  ,[object Object],What competencies should we look for in HR people?,[object Object],For starters, here are nine top contenders,[object Object],And one final thought…,[object Object]
HR Key Skill #1: Organization,[object Object],Organized files,[object Object],Strong time management skills ,[object Object],Personal efficiency,[object Object],Avoid “the black hole” syndrome,[object Object]
HR Key Skill #2: Multitasking,[object Object],On any day, an HR professional will deal with an employee’s personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after,[object Object],Priorities and business needs move fast and change fast, and colleague A who needs something doesn’t much care if you’re already helping colleague B,[object Object],You need to be able to handle it all, all at once. ,[object Object]
HR Key Skill #3: Discretion and Business Ethics,[object Object],Human Resources professionals are the conscience of the company, as well as the keepers of confidential information,[object Object],You need to be able to push back when they aren’t, to keep the firm on the straight and narrow,[object Object],You must be objective, therefore HR has to juggle “friendships” vs. “profession” (especially difficult in small companies),[object Object]
HR Skill #4: Dual Focus,[object Object],HR professionals need to consider the needs of both employees and management,[object Object],There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values,[object Object],Biggest mistake of HR departments – Lack of objectivity,[object Object],HR does not make decisions, we should provide guidance for both employees & management,[object Object]
HR Key Skill #5: Employee Trust,[object Object],Employees expect Human Resources professionals to advocate for their concerns,[object Object],The HR professional who can pull off this delicate balancing act wins trust from all concerned,[object Object],Remember, management staff are employees too,[object Object],You can make everyone successful or achieve win-win if possible?,[object Object],Give employees “choices”.  Give management “guidance”,[object Object]
HR Key Skill #6: Fairness,[object Object],Successful HR professionals demonstrate fairness,[object Object],Voices are heard,[object Object],Laws and policies are followed,[object Object],Privacy and respect is maintained ,[object Object],Look at entire organization & track precedence to ensure fair & consistent decisions,[object Object]
HR Key Skill #7: Dedication to Continuous Improvement,[object Object],HR professionals need to help managers coach and develop their employees,[object Object],The goal is continued improvement and innovation as well as remediation,[object Object]
HR Key Skill #8: Strategic Orientation,[object Object],Forward-thinking HR professionals take a leadership role and influence management’s strategic path,[object Object],Proactive vs. reactive – TRACK & TREND,[object Object],Have the answer before you have the problem,[object Object]
HR Key Skill #9: Team Orientation,[object Object],Once, companies were organized into hierarchies of workers headed by supervisors,[object Object],Today, the team is king,[object Object],HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work,[object Object]
Nine Skills, But Also One Caveat,[object Object],The nine skills are not prioritized here, because no general list of skills can take into account the business strategy at your particular organization,[object Object],Which leads to the caveat: “HR should serve the business strategy. It’s important for HR people to know what that strategy is and what makes the business tick so the approach to HR can be tailored accordingly for your country,[object Object],You should never think of HR in isolation, because if Human Resources professionals think of themselves as “just HR,” that’s what the rest of the organization will think too. ,[object Object]
HR Leadership Competencies,[object Object],Visionary,[object Object],Strategic ,[object Object],Communicator,[object Object],Organizer,[object Object],Team Builder,[object Object],Mentor,[object Object],Mediator,[object Object],Evaluator,[object Object],Problem Solver,[object Object]
HR Leadership - Vision,[object Object],HR staff needs to have the ability to see where the organization and their people need to go to meet future needs,[object Object]
HR Leadership - Strategy,[object Object],HR staff needs to create the strategy needed to move people and resources to accomplish that vision,[object Object]
HR Leadership –Communication,[object Object],HR staff must have the ability to listenand respond to employees with respect and appropriate communication,[object Object]
HR Leadership – Skillful Organizers,[object Object],Establish a goal, communicate it accordingly,[object Object],Schedule workloads accordingly,[object Object],PLAN! (allocate time & resources),[object Object],Proactive vs. reactive,[object Object],Track the progress of a project,[object Object],Follow-through is critical to build credibility,[object Object]
HR Leadership-Team  Builder,[object Object],Good team builders respect their staff and give them recognition for work well done,[object Object], They are courteous in their dealings, provide support and direction when needed, and offer constructive criticism in private,[object Object],Good team builders strive to be fair and respectful when resolving conflicts among staff.,[object Object]
HR Leadership-Mentor,[object Object],Encourage and motivate employees to reach their potential,[object Object],Provides empathy not sympathy,[object Object],Confronts negative behaviors and attitudes,[object Object],Encourages self-awareness,[object Object],Maintains high standards of professionalism in interpersonal relationships with employees,[object Object]
HR Leadership-Mediators,[object Object],Creates a respectful setting and safe environment for discussion,[object Object],Remains objective!,[object Object],Identify the real issues (focus on problem, not person),[object Object],Provides consequences for choices ,[object Object],Monitors interpersonal interactions and intervenes when appropriate,[object Object]
Effective Interviewing,[object Object],& ,[object Object],Employee Selection ,[object Object]
The WHY of Effective Interviewing,[object Object],Getting the right person for the right job,[object Object],Increased retention = decreased cost,[object Object],Increased productivity of the team (right fit),[object Object],Increased customer satisfaction,[object Object],Decrease orientation ,[object Object],Decreased management time,[object Object]
Why the RIGHT questions are important,[object Object],Select and design questions ,[object Object],carefully,[object Object], to get the information needed to make ,[object Object],quality hires,[object Object], while avoiding discriminatory intent. ,[object Object]
Behavioral Based Interviewing,[object Object],FACT,[object Object],Previous performance is the best indicator of future performance,[object Object],55% predictive ,[object Object],of future on-the job behavior ,[object Object],vs. ,[object Object],traditional interviewing provides only 10% prediction,[object Object]
Behavioral Based Interviewing,[object Object],Provides in-depth information of the candidates job related:,[object Object],Experiences,[object Object],Behaviors ,[object Object],Knowledge ,[object Object],Skills and abilities,[object Object],Simply change your questions!,[object Object],“Give me an example of……”,[object Object]
First, Know Your Own Traits,[object Object]
Be a Good Listener,[object Object],Constructive listening,[object Object],[object Object],Watch their body language,[object Object],[object Object],Watch your body language,[object Object],[object Object],[object Object]
Examples,[object Object],Give me an example of a difficult client/customer relationship and how you worked through it,[object Object],Describe a decision you made that was unpopular and how you handled implementing it,[object Object],Give me an example of a time when you set a goal and were able to meet or achieve it,[object Object],Give me an example of how you delegate duties to others.  How do you hold individuals accountable?,[object Object]
Topics and Questions to Avoid,[object Object],Age,[object Object],Arrest Record (you can ask about convictions),[object Object],Marital and Family Status,[object Object],Religion,[object Object],Disabilities,[object Object],Race,[object Object],National Origin ,[object Object],Military status,[object Object]
Laws that affect the interview process,[object Object],Title VII of the Civil Rights Act of 1964 ,[object Object],Race,[object Object],Sex,[object Object],Color,[object Object],Nation of Origin,[object Object],Religion,[object Object],Vietnam Veteran ,[object Object],Pending—Sexual Orientation,[object Object],Age Discrimination in Employment Act (ADEA),[object Object],Americans with Disabilities Amendment Act (ADAA),[object Object],Immigration Reform and Control Act (IRCA),[object Object],Citizenship,[object Object],Nation of Origin,[object Object]
Laws that affect the interview process,[object Object],National Labor Relations Act (NLRA),[object Object],Union membership,[object Object],Uniformed Services Employment and Reemployment Rights Act (USERRA) ,[object Object],Membership or service in the uniformed services,[object Object],Bankruptcy Act,[object Object],Child Support Enforcement Amendments,[object Object]
What to ask and not ask,[object Object],Age,[object Object],Instead of:,[object Object],When did you graduate?,[object Object],When do you intend to retire?,[object Object],Ask:,[object Object],Are you old enough to do this type of work?,[object Object],Can you supply transcripts of your education?,[object Object]
What to ask and not ask,[object Object],Disability,[object Object],Instead of:,[object Object],Do you have a disability?,[object Object],Have you ever filed a workers compensation claim?,[object Object],Do you have a history of drug or alcohol abuse?,[object Object]
What to ask and not ask,[object Object],Disability,[object Object],Ask,[object Object],After reviewing the job description, “Can you do the duties listed in the job description, with or without accommodation?”,[object Object],Must do,[object Object],Employers must provide reasonable accommodation to candidates who have disabilities.,[object Object]
What to ask and not ask,[object Object],Race,[object Object],A candidate’s race will usually be at least somewhat evident, but race related discussions or questions may imply a preoccupation with that factor,[object Object]
What to ask and not ask,[object Object],Religion,[object Object],Instead of:,[object Object],What outside activities do you participate in?,[object Object],Ask:,[object Object],What professional associations are you a member of?,[object Object]
What to ask and not ask,[object Object],Sex/marital status,[object Object],Instead of:,[object Object],Are you married?,[object Object],When do you plan to start a family?,[object Object],Do you have children?,[object Object]
What to ask and not ask,[object Object],Ask:,[object Object],Are you available to travel frequently?,[object Object],Can you work overtime with no notice?,[object Object],Can you work evenings and weekends?,[object Object],When we check references/do a background check, are there other names we should look under?,[object Object]
What to ask and not ask,[object Object],National Origin/Citizenship,[object Object],Instead of:,[object Object],Are you a citizen of the US?,[object Object],What country are you from?,[object Object],Where is your accent from?,[object Object],What nationality is your last name?,[object Object],When does your visa expire?,[object Object]
What to ask and not ask,[object Object],Ask:,[object Object],If you are hired, are you able to provide documentation to prove that you are eligible to work in the US?,[object Object]
What to ask and not ask,[object Object],Financial Status,[object Object],Instead of:,[object Object],Do you own a home/car?,[object Object],Have you ever filed for bankruptcy?,[object Object],Are you subject to any garnishments or child support orders?,[object Object],Ask:,[object Object],Will you sign a form authorizing us to perform a credit check?,[object Object]
What to ask and not ask,[object Object],Military,[object Object],Instead of:,[object Object],Please provide the status of your military discharge,[object Object],Will you miss work to perform military service?,[object Object],Ask:,[object Object],What experience did you gain in the uniformed service that is relevant to the job you would be doing?,[object Object]
What to ask and not ask,[object Object],Arrests and convictions,[object Object],Instead of:,[object Object],Have you ever been arrested?,[object Object],Ask:,[object Object],Have you ever been convicted of a crime? ,[object Object],You must qualify this question by stating that a conviction will not automatically disqualify a candidate,[object Object]
Closing the Interview,[object Object],Ask the candidate if he or she has any questions,[object Object],Summarize the next steps in the process,[object Object],Avoid making any promises or commitments to the candidate,[object Object],Thank the candidate for his or her interest in the position ,[object Object]
Post  Interview,[object Object],Review your notes,[object Object],Summarize your overall impression of the candidate immediately after the interview while your memory is fresh,[object Object],Consider other open positions for which the candidate may be a good fit,[object Object]
Behavioral Based Interviewing,[object Object],Evaluation Rating System,[object Object],5. Excellent,[object Object],4. Good,[object Object],3. Acceptable ,[object Object],2. Poor,[object Object],1. Very Poor/Unacceptable,[object Object],Average scores for objective ratings,[object Object]
Choosing the Right Person,[object Object],Compare/contrast the candidates,[object Object],You may use a formal ranking system providing you are comparing the same criteria/responses,[object Object],You may have other managers or your staff interview the final candidates,[object Object],Gather input from others but remember, it’s ultimately YOUR decision,[object Object]
MAKING THE OFFER,[object Object],Don’t misrepresent opportunities,[object Object],Offer letter,[object Object],Condition job offer on tests, references, etc.,[object Object]
REFERENCE AND BACKGROUND CHECKS,[object Object],What to check for,[object Object],Where to check,[object Object],References,[object Object],Negligent hiring,[object Object],By the way, The Weston Group offers a cost effective background checking service…,[object Object]
KEEP THEM THE BEST AND MAKE THEM BETTER,[object Object],Orientation,[object Object],Training,[object Object],Performance improvement,[object Object]
In Conclusion...,[object Object],Treat the candidate fairly,[object Object],Make the interviewing environment as comfortable as possible,[object Object],Ask relevant questions,[object Object],Probe for work-related events that detail the person’s experience, skills and knowledge,[object Object],Keep an open mind…and an appropriate sense of humor!		,[object Object]
Employment Law,[object Object]
Federal Employment Law Update,[object Object],National OriginOSHARace DiscriminationReligious DiscriminationSex DiscriminationSexual HarassmentTitle VIIWARN,[object Object],Affirmative ActionAge DiscriminationClass ActionsCOBRADisability DiscriminationEmployee BenefitsFLSA & Wage & HourFMLAImmigration,[object Object]
Top Five Risks,[object Object],#1 Misclassification of Workers as Independent CONTRACTORS,[object Object],[object Object]
Civil penalties against an employer of up to $1,000 per misclassified employee for a first violation and up to $2,500 per misclassified employee for each subsequent violation
Misclassification of employees as independent contractors can result in substantial liability and penalties for, among other things, back taxes, overtime pay, workers compensation, employee health benefits, and retirement benefits,[object Object]
Advantages for the independent contractor include flexibility, more money up front and tax benefits unavailable to employees, including deducting legitimate business expenses.,[object Object]
Centralize authority to classify workers
Payroll/HR communicate regularly about red flags
Educate front line managers and supervisors
Keep eyes and ears open,[object Object]
The Act also gives the U.S. Department of Labor's (DOL) Wage Hour Division (WHD) the authority to investigate and gather data regarding the wages and hours of employment for entities subject to the requirements of the Act.
 Employers that violate minimum wage or overtime pay provisions may have to pay back wages and penalties.
Recent settlements:
AT&T = $1 Billion
Walmart = $40 Million (in Massachusetts alone!),[object Object]
More than 75% of survey respondents reported not being compensated for overtime worked in the previous week—and they averaged 11 hours of weekly overtime.
Almost a quarter worked off the clock (and weren't paid for it), and nearly two-thirds of those entitled to a meal break didn't receive the full, uninterrupted, work-free break required by law. ,[object Object]
Exempt vs. Non-Exempt – HUGE
The DOL has added 250 new investigators and damages/ attorney’s fees will be doubled for “willingly and knowing” violations,[object Object]
Centralize authority to classify workers / make policy
Payroll/HR communicate regularly about red flags
Educate front line managers and supervisors
Keep eyes and ears open,[object Object]
Female – Male
From 1990 to 2009, the percentage of sexual   harassment claims filed by men has doubled from 8 percent to 16 percent of all claims, according to the Equal Employment Opportunity Commission.
Same sex harassment
Most often settlements
EEOC states these are also on the rise,[object Object]
Any party acting as an agent of the employer such as a real estate agent or consultant can be a perpetrator in a harassment claim.
In addition, a harasser could be a delivery person    from another company. ,[object Object],[object Object]
Likewise a delivery person could sue for sexual harassment from the actions of one of the companies he delivered to.,[object Object]
Hostile work environment harassment is harassment that typically must be intentional, severe, recurring and pervasive, and interfere with an employee's ability to perform his or her job
Work Place Romance…..,[object Object]
When can consensual sex create a hostile workplace environment?
Sexual favoritism
California Supreme Court held that "when such sexual favoritism in a workplace is sufficiently widespread it may create an actionable hostile work environment”,[object Object]
For example, Quality Control Supervisor Langston Satterwhite, of Maple Heights, Ohio, had an excellent performance history, but a white supervisor unfairly disciplined him for trivial matters, such as having facial hair or using a cell phone, even though white co-workers were not reprimanded for doing the same things.
Other black employees were also repeatedly cited for alleged policy violations while white employees were not disciplined for engaging in the same behavior, the EEOC said.,[object Object]
Managers should be held accountable for following policy

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