• A change in employment is effected by a personnel action generated by the Human Resources Department upon receipt of a written request from an authorized representative of a department telling of the intended change in an employees status.• Such forms or memoranda should include the old and new information, and the date on which such changes should become effective.
JOB PROGRESSIONHierarchy of jobs a new-employee might experience ranging from a starting job to jobs that successively require more knowledge and or skill.CAREER PATHSLines of advancement in an occupational field within an organization.
Employment Status entry-level Job - is a job that is normally designed or designated for recent graduates ofa given discipline, and does not require prior experience in the field or profession. A trainee - undertakes a combination of structured training and work. The flexibility of traineeships means wage rates and employment conditions vary depending on the type of traineeship. A casual employee - works on an hourly or daily basis, and in most cases for fewer hours per week than the ordinary weekly working hours of a full-time employee A probationary employee - is one who, for a given period of time, is being observed and evaluated to determine whether or not he is qualified for permanent employment Permanent employees or regular employees - work for a single employer and are paid directly by that employer. In addition to their wages, they often receive benefits like subsidized health care, paid vacations, holidays, sick time, or contributions to a retirement plan.
Reason for Employee PromotionOne of the best incentives for employees to give their maximumeffort and loyalty to the firm is to give recognition and reward for agood performance.Ways which good performance will be rewarded: salary increase special commendation promotion to higher position
FACTORS IN PROMOTION Records of attendance and performance Potential Ability Letter of Recommendations Seniority Rule – basing rights base on length of service.• Is a basis for promotion, lay off, rehiring, transfer and other action that have a bearing in change of personnel status.
3. DEMOTIONA demotion occurs when a classified employee (“employee”) is reassigned to a position with asalary range that is lower than the salary range of the former position. A demotion may occurwhen:· an individual is assigned to a position that requires performing accountabilities ofsignificantly decreased complexity or responsibility; or due to age, poor health. the employee was unable to perform satisfactorily in the higher-level position; or the employee’s request for a demotion is approved; or as a result of a reorganization, if the reorganization results in a reduction-in-force. or as a result of disciplinary action, due to misconduct, violating policy, procedure or provedguilty.
Process of Demotion:1. All demotions must be discussed with Human ResourceServices (HRS) prior to communicating any information toemployees.2. If the demotion is at the employee’s request, a written letterfrom the employee requesting the demotion action will be requiredif the position wasn’t posted.3. If the demotion action is a result of disciplinary action.4. When considering a demotion, the department must ensurethat there is a valid budget line and/or position that the employeewill be occupying.5. All demotions must be approved by respective Director/VicePresident and HRS.
Salary Adjustments for Demotions:1. If the demotion occurred because the employee was unable to performsatisfactorily in the higher–level position, the result of disciplinary action, or atthe employee’s request, the employee’s salary should be decreased to no morethan the maximum of the new salary range.2. If the demotion occurred as a result of a reorganization and not because ofthe employee’s performance and the employee’s salary is above the maximum ofthe new salary range, then the employee’s salary should be “red circled” untilthe maximum of the salary range is increased and exceeds the employee’ssalary.
4. SEPARATIONSeparation is the termination of employment as a result of resignation, layoff, or discharge.Resignation or Quit – is the voluntary separation and voluntary initiated by employee.Causes of Voluntary Resignation Dissatisfaction of wage and working condition Mis understanding with supervisors or fellow workers. Inconvenient work hours among chief reasons. Better opportunity outside other reasons such as personal nature, family factors, physical and healthcondition and desire to continue studies.
LayoffRedundancy in the UK, is the temporary suspension orpermanent termination of employment of an employee or downsizing thenumber of employee. Originally the term layoff referred exclusively to a temporary interruption in work, as when factory work cyclically falls off.
TERMINATION 1. Involuntary Termination or Laid off 2. Fired or voluntary termination- due to employee misconductJust causes for termination under the Labor Code is found in Article282 and enumerated here as follows:Serious misconduct. Is an improper conduct willful in character and of such grave naturethat transgressed some established and definite rule of action in relation to the employee’s work.Willful disobedience to lawful orders. The employees are bound to follow reasonableand lawful orders of the employer which are in connection with their work. Failure to do so maybe a ground for dismissal or other disciplinary action.Gross and habitual neglect of duties. Gross negligence has been defined as the want orabsence of or failure to exercise slight care or diligence, or the entire absence of care. It evincesa thoughtless disregard of consequences without exerting any effort to avoid them.
Causes of termination….Fraud or willful breach of trust. Fraud is any act, omission, or concealment which involves abreach of legal duty, trust, or confidence justly reposed and is injurious to another.Commission of a crime or offense. Commission of a crime or offense by the employee againsthis employer or any immediate member of his family or his duly authorized representative, is a justcause for termination of employment.Analogous causes. Other causes analogous to the above grounds may also be a just cause fortermination of employment.Example:• Abandonment• gross inefficiency• Disloyalty/ Conflict of interest• Dishonesty•NoteTerminated employee is not titled to separation benefits.
Why termination must be done properly?Cost Termination – It can be costly to exercise, it involve Direct and Indirect cost.Direct Cost – Payments for accruals for unused leave, long service leave, careersleave.• Payment of service in salary lieu of employee working the usual period of notice.• Payment of severance pay- pay according to formula relating to years of service.• Cost hiring outplacements for consultant.• Payment of superannuation contribution made by employee.Indirect Cost• Administrative cost•Time cost• loss of work output• Lower levels of productivity and quality
Factors need to consider in change of Personnel statusMENTORING - executives who coach, advise, and encourage individuals of lesser rank FUNCTIONS: Concerned with the career advancement and psychological aspects of the person being mentored.CAREER COUNSELING - process of discussing with employees their current job activities and performance, their personal career interest and goals, their personal skills and suitable career development objectives.
TURN OVER - occurs when employees voluntarily leave their jobs and must be replaced. - it is expressed as an annual percentage of work force.AdministrativeOperationalFinancial