2. Disclaimer
This is not intended to be a condensed outline of the course,
but simply what I took as key takeaways. In some courses
there are many areas discussed that aren’t contained in these
slides, as they are items I was already familiar with and didn’t
feel the need to document or felt they wouldn’t be useful to me
in my current career. I think of these as my “cheat sheet” of
material that can help me in my current & future roles and are
DRAFT…like Google’s Beta are subject to change – Matt
Crane
Murphy, Tom. (2011). Course presented on Strategic Human
Resource Management. Miami University, Oxford & Cincinnati,
OH.
5. Employment Law – At Will
• Exceptions:
– Public policy
• Title VII (Discrimination)
– Disparate impact (Not intentional)
– Disparate treatment (Intentional)
• Harassment
– Quid Pro Quo (accept/reject conduct affects employment)
– Hostile environment (ridicule, intimidation, etc – can’t be
isolated)
– Personnel policy of company
• Certain disciplinary actions must take place before dismissal
– Employee employment contract
6. ADA
• Physical or mental impairment
• Substantially limits Major Life Activities
• Has a record of such an impairment (Physician
documented)
• Is regarded as having such an impairment
(visible/obvious)
• Not a threat to himself or others
• Employers: > 25 employees
• Must accommodate unless it causes “undue
hardship” on employer (difficulty or expense)
7. FMLA
• Must have 1 year of service
• Protected time off
• If you or member of immediate family is
seriously ill or new parent
• Total leave not greater than 12 weeks/year
• Not required to pay, but keep benefits
• Employer >= 50 employees
• Military care: 26 weeks
8. FLSA (Fair Labor Standards Act)
• Minimum wage & overtime (over 40)
• Certain exceptions for OT
9. Employment Legal Framework
• Understand facts
• Is employer covered
• What are the laws
• Is employee protected
• Timely filing of complaint
• Does complaint have merit
• Employer’s defenses
• Employee’s remedies
• Recommend informal resolution
10. Job Analysis & Design
• Steps:
– Job analysis
– Job descriptions (includes TDR’s and KSAO’s)
– Job evaluations
– Rank jobs
– Evaluate pay strategy and competition
– Set pay ranges
• TDR: Tasks, Duties, & Responsibilities
• KSAO: Knowledge, Skills, Abilities, & Other
characteristics
11. Succession Planning, Development
& Hiring
• Training + Performance Eval + Development flow into Succession
Planning
• Should have Succession Planning in place (risks are high otherwise)
• Steps:
– Performance Review
– Assess Strengths/Weaknesses
– Training & Development
– Succession and Promotion
– Pay raises/rewards/demotion
• Hiring:
– Evaluate against TDR’s and KSAO’s
– Need evaluation matrix to compare multiple interviewees and
interviewers
– Watch out for disparate treatment in interview
12. Training Framework
• Assess the need (Org. capacity, baseline
current state, etc)
– Who should receive (employee
receptiveness/capability)
• Plan (executive support, training format, line
support, etc)
• Execute
– Goal of the training
• Evaluate
14. Manager Objectives
• Build loyal team
• Care about success of project and members
• Develop team talent
• Provide task variety
• Fair
• Balance effort & rewards
• Appropriate level of autonomy
• Share credit/blame
• Improve meeting quality or eliminate them
• Connect employees with big picture
• Praise
15. Defined Benefit Plans (Pension)
• The retirement dinosaur:
– Actuarial Reduction: charge incurred for not
working the full required time
– Movement to Defined Contribution Plans
(401k) and Cash Balance Plans
– Also move to HSA (Health Savings Account –
functions as another retirement plan)
