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- 1. HR for Beginners: Human Resources for the Accidental HR Manager, Small or Mid-Sized Business Owner, or Start-Up Firm
- 2. • An office assistant, office manager, executive assistant, or someone who managers HR as part of their other duties. • Newly hired into HR • A small or medium sized business owner who is frustrated by, or wants to learn about, employee performance and behavior. • Someone in a start up firm who wants to ensure the human component of the business is on point as you grow. You are in the right place if you are...
- 3. • Explore the role of human resources • Where to begin: An HR audit • Recruit great talent: The process • Increase performance: Create a more impactful performance process
- 4. Catherine Mattice, MA, SPHR, SHRM-SCP www.CivilityPartners.com Catherine@CivilityPartners.com 619-454-4489 International Speaker, Author, Consultant and Trainer
- 5. The Role of Human Resources Payroll Policy Handbook Forms and procedures Job posts New hire paperwork Safety training Job descriptions Performance management Workplace issues Strategic planning Leveraging human performance Measuring ROI Needs analysis Forecasting Benefits
- 7. Strategy
- 9. The Role of Human Resources • Customer service – Employees are your customer • Trust – Be consistent – Be fair – Be available – Involve employees when you can
- 10. Conducting an HR Audit
- 12. Components of an Audit Plan • Scope: What you will cover • Logistics: How and where you’ll get the information • Timeline: When you will audit what, when you will need employees for interviews, deadlines, etc.
- 15. Steps 1. Update job description (i.e., do a job analysis) 2. Develop interview questions 3. Write a job advertisement 4. Recruit 5. Hire the best candidate
- 16. Conduct a Job Analysis • Interview current employees • Interview supervisors • Interview CEO and anyone who interacts with that position • Observe people in their job • Send out questionnaires • Request work logs
- 17. What Belongs in a Job Description • Position summary / scope of work • Essential job functions (ADA) • Nonessential functions / duties and responsibilities • Required knowledge, skills and experience • Minimum qualifications (education and experience) • Financial accountability • Organizational relationships (who reports to who) • Physical demands and work environment • FLSA status (i.e., exempt or nonexempt)
- 18. Essential Job Functions What tasks are truly necessary or required to do that job? Consider: • The frequency of those tasks • The consequences if those tasks aren’t performed, and whether that would be detrimental, and • Whether those tasks can be redesigned or reassigned
- 19. Behavior Based Interview Questions • Instead of: “How would you deal with an irate customer?” • Try: “Tell me about a time you had to deal with an irate customer. Describe the circumstances in detail, the actions you took, and the outcome of your actions. Tell me what the results were. What did you learn?”
- 20. Avoid Questions About… • Race • Religion • Nationality • Marital status • Disability • Weight • Height • Sex/gender/orientation • Age • Arrest record • Veteran status • Organizational memberships (e.g., church)
- 22. Key Things to Remember • Job descriptions are internal – they are the instruction manual • Job advertisements are external – they are the marketing pamphlet • Recruiting is about marketing to candidates – it is not a legal document or binding contract
- 23. Writing a Job Advertisement • Attention grabbing question or statement • How position impacts organization • Provide information about your organization, company culture and work environment • Provide information about the job duties (e.g., coaching new sales team members into greatness) • Minimum requirements
- 26. Recruiting • Post a job advertisement, NOT the job description • Provide a link to a video about your company • Include the minimum requirements; don’t get caught up in all the compliance stuff • Be creative
- 27. Creative Recruiting • Go beyond online job boards • Mine for candidates on LinkedIn, etc • Advertise where the right people might be • Find them – don’t hope they find you
- 29. Measure Recruiting Efforts • Keep track of where you put your efforts • Determine how many quality applicants you get from that effort • Determine if you should continue recruiting there
- 30. Effort Resumes Received Quality Recruit s Hired Success Rate College job fair 50 10 4 8% Monster.com 12 3 1 8% Veteran’s job fair 6 1 1 17% Trade Mag Advertisement 37 15 10 27%
- 31. Hire • Make the call and get their commitment • Send offer letter – include: – title, salary, benefits, vacation, holidays, perks, employment is at-will, deadline for written acceptance – ensure written in a tone that matches your culture
- 32. Hire • Once offer letter returned, send new hire packet – personalized welcome from CEO – consent forms – corporate values – code of conduct – policy handbook – anything related to culture
- 34. Onboarding • On-Boarding: Familiarizing new hires with culture • Orientation: Orientating people
- 35. Onboarding • Think about your first day of work… what was it like? • Now think about what could have been done better.
- 36. Onboarding Ideas • Email welcome video from the team and an agenda outlining first day, first week, first few months, before the first day • Buddy system • Scheduling interviews with key players • Put together a “survival basket” • Spend time discussing company history • Anything that indoctrinates the employee into CULTURE
- 41. Coaching
- 44. Final Tips on Improving Performance Everyone’s job is different… so why are you using the same performance evaluation for everyone? Performance evaluation forms go with job descriptions like “his and her towels.”
- 45. Final Tips on Improving Performance Performance evaluations should measure against: • Items from the job description • Corporate values And should include: • Specific examples of what employee is doing well • Resources and timeframe for improvement
- 46. Final Tips on Improving Performance Each year before the evaluations process, managers should be re-trained on giving evaluations. Remember performance conversations should happen All. Year. Long.