Hr for midamerica nov 14 11

  • 291 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
291
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
3
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Application: G. Neil Hire letter: Welcome; title; reports to; pay; start-by date; benies; “at will” statement, show up to see whom/time?, orientation, bring withs for I-9.
  • Passport; SS card and driver’s license. Photocopy IDs for UUA benefits eligibility proof.
  • Can you require the employee to be a UU? Re: disabilities: “Applicants with disabilities should let us know if you’d need a reasonable accommodation to perform the essential functions of this job.”
  • Policy shouldn’t be written to govern every human behavior! Introduction to the organization/congregation: history; structure; etc. Employment policies and practices: harassment; code of ethics; conflict of interest; Internet/e-mail; employment of relatives; performance evaluations; safety/reporting of accidents; safe congregations/background checks; professional behavior; etc. Wage and hour administration: hours of work; breaks; timekeeping; overtime; pay schedule; etc. Benefits: eligibility (!); insurances; retirement; PTO (vacation, sick, personal); holidays; sabbatical; leaves of absense; vehicle usage/reimbursement; etc.
  • UUA’s OCSF comp survey Set ranges based on title, grade, location What are raises based on? Cannot be arbitrary. Goals? Tenure? COLA?
  • Versus “Total Cost of Ministry” model.
  • California: One and one-half times the employee's regular rate of pay for all hours worked in excess of eight hours up to and including 12 hours in any workday, and for the first eight hours worked on the seventh consecutive day of work in a workweek; and Double the employee's regular rate of pay for all hours worked in excess of 12 hours in any workday and for all hours worked in excess of eight on the seventh consecutive day of work in a workweek.
  • Executive: Administrative: Professional: Outside Sales: Computer Professionals: To qualify for the computer employee exemption, the following tests must be met: The employee must be compensated either on a salary or fee basis at a rate not less than $455 per week or, if compensated on an hourly basis, at a rate not less than $27.63 an hour; The employee must be employed as a computer systems analyst, computer programmer, software engineer or other similarly skilled worker in the computer field performing the duties described below; The employee’s primary duty must consist of: The application of systems analysis techniques and procedures, including consulting with users, to determine hardware, software or system functional specifications; The design, development, documentation, analysis, creation, testing or modification of computer systems or programs, including prototypes, based on and related to user or system design specifications; The design, documentation, testing, creation or modification of computer programs related to machine operating systems; or A combination of the aforementioned duties, the performance of which requires the same level of skills. The computer employee exemption does not include employees engaged in the manufacture or repair of computer hardware and related equipment.  Employees whose work is highly dependent upon, or facilitated by, the use of computers and computer software programs (e.g., engineers, drafters and others skilled in computer-aided design software), but who are not primarily engaged in computer systems analysis and programming or other similarly skilled computer-related occupations identified in the primary duties test described above, are also not exempt under the computer employee exemption.
  • It’s particularly problematic, especially if you one cohort who supports the terminated employee within the congregation. Members of the congregation need to learn to trust in their elected congregational leaders—that’s the important part of the democratic process—to make the right decisions and to protect the interests of the congregation by not opening up the congregation to lawsuits and financial losses through defamation lawsuits.

Transcript

  • 1. 10 Essentials for Managing Congregational Human Resources Rob Molla Director of Human Resources, UUA
  • 2. Brought to you by:
    • MidAmerica Region of the UUA
    • Technology Questions?
    • This webinar is being recorded for archiving purposes
  • 3. 10 Essentials for Managing Congregational Human Resources Rob Molla Director of Human Resources, UUA
  • 4. Agenda
    • Personnel Files
    • Job Descriptions
    • The I-9
    • Title VII
    • Policy Manual
    • Employee or Consultant?
    • Fair Compensation and Benefits
    • Exempt or non-exempt?
    • Communicating around a Termination
    • Resources
  • 5. 1. The Personnel File
    • Application and hire letter
    • Pay rate changes
    • Job description and updates
    • Benefits election forms
    • Performance reviews
    • Keep separate:
      • Background checks
      • I-9
      • Medical
    Locked and secured! Who has access?
  • 6. 2. Job Descriptions
    • Title, hours per week, schedule, salary range, exemption
    • Purpose
    • Essential functions and time spent (%)
    • Reporting relationships and supervisory responsibilities
    • Minimum requirements including education, experience, skills, certifications, etc.
    • Working conditions and physical/mental requirements
    • “ Performs additional duties as assigned.”
  • 7. 3. Form I-9
    • Required by US Homeland Security
    • Proves identity and work eligibility
    • www.uscis.gov/I-9Central
    • Photocopy IDs
    • Secured and separate
    • Board discussion?
  • 8. 4. Title VII and Employee Selection
    • Ask
    • Skills
    • Work style preferences
    • Availability
    • Open-ended ?s
    • Behavioral ?s
    • Avoid
    • Age and DOB
    • Marital or family status
    • Disabilities
    • National origin or citizenship
    • Race or ethnicity
    • Affiliations
    Can we specify that we want to hire a UU?
  • 9. 5. Policy Manual
    • Can we hire from within the congregation?
    • Do we allow outside employment?
    • What happens if I need a leave of absence?
    • What happens to my vacation/sick time if I quit?
    • How do we handle allegations of harassment?
    • Can that be sent through e-mail?
    • When do we conduct performance evaluations?
    UUA.org/hr > §Policy > “Personnel Policy Manual for Religious Organizations”
  • 10. 6. Employee or Consultant?
    • Misclassification suits on the rise
    • The game of 20 questions (IRS)
      • Who determines hours, workplace?
      • Advertised business?
      • Can the work be outsourced?
      • Can the person quit or is there legal obligation to complete project?
      • Steady pay or “upon delivery”?
      • Duration
  • 11. Employee or Contractor?
    • Employee
    • Benefits
    • Fills out W-4
    • Receives W-2
    • State reporting required
    • Contractor
    • No benefits
    • Fills out W-9
    • Receives 1099
    • State reporting required
  • 12. 7. Fair Compensation Model
    • Salary (plus housing)
    • FICA
    • Uniform benefits for all eligibles
      • Health (80% EE and 50% dependents)
      • Life
      • Disability (with imputed income)
    • Retirement (10% contribution)
    • Vacation
    • Professional expenses (10%)
    • Written personnel policies
  • 13. Sample Annual Budget
    • Congregational administrator
    • Mid-sized II (249-350)
    • Geo Index 5
    • Mid point of range
    • 50 years old
    • Family
  • 14. Benefits
    • UUA’s Office of Church Staff Finances
    • UUA Health Plan = 750 hours/year
    • UUA Retirement Plan = 1000 hours
    • Life, AD&D, Disability = 750 hours
    • Avoid rankism
    • Require election/rejection forms
    • 60 day signup from date of hire
  • 15. UUA Compensation Survey
    • What congregations are paying
    • Geo indexed
    • Based on congregation size
  • 16. 8. Salaried or Hourly?
    • Hourly = pay rate per hour worked
    • Salary = pay rate per week worked
      • Just because you pay an employee a salary does not mean that they are exempt from overtime pay!
  • 17. Exempt or Non-exempt?
    • Under the FLSA, all employees are “non-exempt” unless they meet certain requirements and you “exempt” them from overtime pay.
      • Non-exempt = must be paid 1.5 times hourly rate for time worked beyond 40 hours per week*
      • Exempt = no overtime required
  • 18. FLSA “White Collar” Exemptions
    • Salary test of $455 per week and
      • Executive
      • Administrative
      • Professional
      • Outside Sales
      • Computer Professional
  • 19. 9. Communication of a Termination
    • Particularly problematic in congregational settings
      • “ We have a right to know.”
      • “ It’s part of our democratic process.”
      • “ For the sake of transparency.”
      • “ It’s OK because the former employee is talking about it.”
    • Keep it on a need-to-know basis
    • Protect the employee’s confidentiality to avoid defamation lawsuits
      • “ Employee is no longer with us.”
      • Refer questions to….
  • 20. 10. Resources
    • A good employment attorney!
    • Your District staff
    • Office of Church Staff Finances (ocsf@uua.org) for compensation and benefits
    • Books
      • Berry, The Alban Personnel Handbook for Congregations
      • Bloss, Church Guide to Employment Law
      • Hammer, Church & Clergy Tax Guide
      • Rendle and Beaumont, When Moses Meets Aaron
      • Westing, Church Staff Handbook
  • 21.
    • Rob Molla
    • [email_address]
    • (617) 948-4606
    • UUA.org/hr
    Contact Information