Hr essential 4 newly joined
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For Those Who Have Recently Assumed HR Responsibilities
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Hr essential 4 newly joined
- 1. Essential HR For Those Who Have Recently Assumed HR Responsibilities
- 2. Session Objectives Understand HR priorities Learn more about the organization Identify the requirements of employment laws and workplace policy Make ethical decisions Perform job responsibilities successfully
- 3. Keeping accurate records Administering compensation and benefits Promoting and enforcing policies Communicating information Managing new employee orientation Recruiting and hiring Understanding the business strategy HR PRIORITIES
- 4. Terminating employees employee complaints Coordinating and facilitating training and development Dealing with service providers Ensuring compliance with employment and safety laws Handling leaves of absence HR SHARED RESPONSIBILITIES
- 5. What You Need to Know About the Organization • Mission, and strategic goals and objectives • People and processes • Job descriptions and classifications • Labor markets and recruiting sources • Practices and procedures • Products, services, and customers • Metrics
- 6. What You Need to Know About the Organization (cont.) • HR communications • Benefits and compensation • Performance management • Safety, health, and wellness programs • Policy and regulatory issues • Personnel files
- 7. Compliance with Laws and Regulations • Who is protected? • What is required or prohibited? • Where can you find more information? • Are there local, state, and federal laws? • Who can you contact if you have compliance questions?
- 8. • Are there posting requirements? • What else do you need to tell employees? • What records must you keep and how long do you have to retain them? • How do you deal with employee complaints? • What do you need to know about enforcement agencies, investigations, and penalties for noncompliance? • Are there posting requirements? • What else do you need to tell employees? • What records must you keep and how long do you have to retain them? • How do you deal with employee complaints? • What do you need to know about enforcement agencies, investigations, and penalties for noncompliance? Compliance with Laws and Regulations (cont.)
- 9. • Have you read all the organization’s policies? • What is the purpose of each policy? • How are policies communicated to employees? • How do policies assist in legal compliance? • What happens when policies change? • What are the consequences of violating policies? Workplace Policies • Have you read all the organization’s policies? • What is the purpose of each policy? • How are policies communicated to employees? • How do policies assist in legal compliance? • What happens when policies change? • What are the consequences of violating policies?
- 10. Professional Ethics • Confidentiality and trust • Hiring and compensation • Discipline and discharge • Training and development • Performance evaluations and promotions
- 11. Professional Ethics (cont.) • Employee privacy • Discrimination • Relationships within the organization • Relationships with service providers
- 12. HR Basics: True or False? You have little to do with workplace policies. You only need to know about employees, not products, services, or customers. Ethics is not generally an HR issue. You should be familiar with state and federal employment laws.
- 13. HR Basics Do you understand: • HR priorities? • What you need to know about the organization? • Compliance with employment laws? • Workplace policies? • Professional ethics?
- 14. HR Communications • Employee handbook • Management policy manual • Orientation and training programs • Brochures, booklets, and payroll stuffers
- 15. HR Communications (cont.) • Posters • Bulletin boards • Newsletters • E-mail, intranet, and Internet
- 16. • Memos • Meetings • Surveys, questionnaires, and suggestion systems • Communication with supervisors and managers HR Communications (cont.)
- 17. Completed I-9 FormsW-4, W-2 formsReferences, background check information Job interview notes and evaluations Employment applications, résumés, authorizations for release of information Signatures acknowledging policy review and receipt of employee handbook Job titles, descriptions, and classifications • Employment applications, résumés, authorizations for release of information • Completed I-9 Forms • Job interview notes and evaluations • References, background check information • Job titles, descriptions, and classifications • W-4, W-2 forms • Signatures acknowledging policy review and receipt of employee handbook Recordkeeping
- 18. Leaves of absenceTraining DocumentationExit interview reportsPerformance appraisals, performance goals Discipline, grievance, and investigation reports Promotions, transfers, and salary histories Inventories of skills and competencies • Inventories of skills and competencies • Performance appraisals, performance goals • Promotions, transfers, and salary histories • Discipline, grievance, and investigation reports • Leaves of absence • Training documentation • Exit interview reports Recordkeeping (cont.)
- 19. Recruiting And Hiring Recruiting sources include: • Employment advertisements • Employment agencies • Job postings • Promotions from within • Applications on file • Employee referrals • Job fairs
- 20. Recruiting and Hiring (cont.) • Screening applications and résumés • Conducting job interviews • References and background checks • Hiring the best candidate
- 21. Interviewing Job Candidates • Gain relevant information • Avoid discriminatory questions • Conduct with an open mind • Talk about the organization and the job • Ask all candidates the same questions
- 22. Interviewing Job Candidates (cont.) • Assess skills, knowledge, and competencies • Find out about past job experience • Ask for examples of problems faced in prior jobs and solutions • Ask about achievements • Allow applicant to ask questions about the job and organization
- 23. Compensation & Benefits Monetary issues Payroll practices Healthcare plans Disability insurance Leaves of absence
- 24. Compensation & Benefits (cont.) Retirement plans Workers’ compensation Reimbursement accounts College tuition programs Employee assistance programs
- 25. Orientation and Training Orientation programs: • Supervisory training • Role of supervisors in employee training • Regulatory considerations • Organizational training needs • Documentation
- 26. Orientation and Training (cont.) Employee training topics: • Sexual harassment • Diversity and discrimination • Safety and emergency procedures • Quality and customer service • Wellness • Specific work skills and competencies
- 27. HR Responsibilities: Matching Quiz Communication Recruiting & Hiring Benefits Recordkeeping Orientation Health plan W-4 form Employee handbook Job Interview Training & Development
- 28. HR Responsibilities Do you understand: • HR communications? • Recordkeeping? • Recruiting and hiring? • Compensation and benefits? • Orientation and training?
- 29. Key Points to Remember We depend on you to ensure that we hire, train, and retain well qualified employees We rely on you to communicate information, administer programs, and promote and help enforce workplace policies You play a central role in compliance efforts You must become an expert in all your HR responsibilities
Editor's Notes
- Slide Show Notes The Human Resources function covers a wide variety of responsibilities. You have to deal with key issues such as recruiting and hiring, compliance with employment laws, communication and enforcement of policies, employee compensation and benefits, training and development, recordkeeping, and numerous other essential duties. At the same time, you need to develop your role as a strategic partner with the various business units in the organization. As someone who is new to your job, there’s a lot you need to learn. This training session is designed to help you become familiar with the essentials. Knowing this information will provide a sound foundation on which you can continue to build a long and successful career in HR.
- Slide Show Notes The main objective of this session is to introduce you to your new responsibilities as an HR specialist and to help you learn more about your job and the organization. By the time this session is over, you should be able to: Understand HR priorities; Learn more about the organization; Identify the requirements of employment laws and workplace policy; Make ethical decisions; and Perform job responsibilities successfully.
- Slide Show Notes HR has more, and more varied, responsibilities than just about any other department. That’s because HR is concerned with all employees and influences all functions within the organization. Among key HR priorities are: Understanding the organization’s business strategy and how Human Resources supports that strategy; Recruiting and hiring the best employees for available jobs; Managing new employee orientation; Communicating a broad range of critical information about the organization; Promoting and assisting in the enforcement of workplace policies; Administering compensation and benefits; and Keeping complete and accurate records on all employees. But there’s a lot more, as you’ll see in the next slide.
- Slide Show Notes HR also shares responsibility for—and often takes the lead in: Handling leaves of absence, such as family and medical leave, pregnancy leave, and military Recruiting and hiring the best employees for available jobs; Managing new employee orientation; Communicating a broad range of critical information about the organization; Promoting and assisting in the enforcement of workplace policies; Administering compensation and benefits; and Keeping complete and accurate records on all employees. But there’s a lot more, as you’ll see in the next slide.
- Slide Show Notes Because you will be dealing with so many aspects of our operations, there’s a lot you need to know about the organization. For example, you need to know about our: Organization’s mission, and the goals and objectives for achieving that mission; Products, services, and customers; Practices and procedures for every part of the operation; People and processes—in other words, who does what and which supervisors and managers are responsible for which functions; Job descriptions and classifications for every department in the organization; Labor markets and recruiting sources; and Metrics, such as turnover rate, absenteeism rate, cost per hire, cost efficiency of benefits, and return on investment for training. Of course, that’s just the beginning. Let’s continue to the next slide now and see what else you need to know about the organization.
- Slide Show Notes You also need to know about: All the different forms of communication you’ll use to provide employees with essential HR information; Personnel files—how they’re organized, what they contain, and how to use them to get the information you need about employees on a daily basis; Policy and regulatory issues that affect employees and operations; Benefits programs and compensation practices; Performance management—in other words, how we help employees grow and develop in their jobs once they are hired, with such strategies as performance reviews, performance goals, and so on; and also Safety, health, and wellness programs, which are vital for keeping our employees on the job and productive as required. Think about some other things you need to know about the organization to do your job effectively. Review other information about the organization that trainees need to know to perform their jobs effectively.
- Slide Show Notes There are so many laws and regulations that affect our operations that we can’t list them all on the screen. But what we can do is ask some very important questions that apply to all employment laws. You should know the answers to questions such as these: Which employees are protected by the law or regulation? What is required or prohibited? Where can you find more information about requirements and compliance? Are there local, state, and federal laws and regulations that govern a particular issue? Whom can you contact if you have questions about compliance? We’ll look at some more important questions about employment laws and regulations in the next slide.
- Slide Show Notes You also need to know: Whether there are posting requirements to inform employees of their rights under the law; What else you need to tell your employees about a law or regulation—for example, how they can help with compliance; What records you must keep and how long you have to retain them; How to deal with employee complaints related to the law or regulation—for example, complaints about sexual harassment, safety hazards, or some form of employment discrimination; and What you need to know about the government agencies that enforce the laws and regulations, about possible investigations into the organization’s operations conducted by these agencies, and the penalties for failing to comply with employment laws and regulations. Think about the laws and regulations that apply to our operations. Could you make a complete list? Briefly review the laws and regulations that apply to your operations.
- Slide Show Notes Some of our workplace policies are required by law, such as safety and health policies, discrimination policies, and some of our benefits and leave policies. We’ve developed others to allow us to run a productive and successful organization. Again, we have so many policies that we can’t list them all on the screen. Instead we will list some key questions about our workplace policies that you should be able to answer. Have you read all the organization’s policies? What is the purpose of each policy? How are our policies communicated to employees? How do our policies assist in legal compliance? What happens when policies change? What are the consequences of violating policies? Think about all the workplace policies with which you’ll be dealing in your new job. Could you list them all and briefly define their purpose? Briefly review your organization’s policies and discuss the purpose of each policy.
- Slide Show Notes Ethics is about the degree of personal integrity you bring to the job and your relationships with management, colleagues, and employees. Any questionable conduct on the part of HR personnel not only damages the department and the organization, but could cause loss of respect and even loss of a job. Ethical decision making and behavior is critical in everything you do, every day. But it is especially important in the following HR concerns. As an HR professional you are privy to confidential information and often serve as a sounding board and counselor for employees and managers. It is critical to maintain confidentiality, and to be up front with individuals when confidentiality is not possible, in order to establish and maintain trust. You must avoid any appearance of favoritism or discrimination in hiring and compensation decisions. Always choose the best qualified person for the job and base salaries and raises on merit and qualifications. Apply discipline progressively and consistently. Never apply discipline to one employee but not another in similar circumstances. And always document every step you take before discharging an employee. Make sure opportunities for training and advancement are available to all who desire and deserve them, not just a favored few. Be certain the performance evaluation process is handled objectively and fairly. Never let anyone’s personal feelings color the way employees are rated.
- Slide Show Notes Protect employee privacy as required by law and the organization’s policies. Keep employee information confidential and share it with others in the organization only on a “need to know” basis. Obtain a release from an employee before providing any confidential information to anyone outside the organization. Treat every employee with respect and dignity. Race, color, religion, national origin, gender, sexual orientation, physical condition, or appearance cannot be allowed to affect your employment decisions. Avoid any appearance of favoritism. Don’t allow personal relationships with management or employees to influence your professional decisions. For example, hiring a family member or friend, promoting an employee perceived to be a close friend, or dating a co-worker are all situations that could put you at risk of charges of special treatment. Also maintain ethical relationships with service providers. Never take gifts or incentives from service providers. Make all decisions based on objective criteria such as performance, cost, and so on. Are you familiar with the organization’s ethics policy? All HR personnel should be. Review your organization’s ethics policy.
- Slide Show Notes Are you ready for a quick true/false quiz to test your knowledge of the information presented in the previous slides? Well, ready or not, here goes. You have little to do with workplace policies. True or false? The correct answer is false. You play a central role in communicating policies to employees and helping to enforce policies. You only need to know about employees, not products, services, or customers. True or false? The correct answer is false. You should be familiar with all aspects of the organization and its operations. Ethics is not generally an HR issue. True or false? The correct answer is false. Ethical decision making is essential to your job. You must avoid any appearance of impropriety. You should be familiar with state and federal employment laws. True or false? The correct answer is true. You should know what they require and what they prohibit. How did you do? Did you get all the answers right?
- Slide Show Notes Now it’s time to ask yourself if you understand the information presented so far. Do you understand what we’ve discussed about: HR priorities? What you need to know about the organization? Compliance with employment laws? Workplace policies? Professional ethics? You need to understand all this information in order to perform your new job effectively. Answer any questions trainees have about the information presented in the previous slides.Conduct an exercise, if appropriate. Let’s continue to the next slide now and talk about one of the key responsibilities of HR—communicating information to employees.
- Slide Show Notes Effective communication with employees is one of your most important responsibilities. HR communications take many forms. For example, the employee handbook is the master document of organizational policy and procedure. It’s the most commonly used tool to communicate important HR information. The handbook also helps influence the organization’s culture, and it sets the tone for the relationship between management and employees. The management policy manual is for managers and supervisors only. Some issues may be covered in both this manual and the employee handbook. Other issues involving hiring and evaluating employee performance, for example, will only be found in this manual. Orientation and training programs are another form of communication with employees often administered by HR. These programs teach workers how to be productive and successful, and provide them with essential information about the organization and its procedures. You might also use brochures, booklets, and payroll stuffers to communicate information to employees. For example, an organization might distribute brochures or booklets explaining its employee assistance and wellness programs. You might use payroll stuffers to update employees about changes in procedures or policies.
- Slide Show Notes There are specific types of HR information that legally must be posted for all employees, such as notice of the Family and Medical Leave Act, wage and hour laws, safety laws, and other federal and state laws. These posters must be placed in prominent locations where employees are likely to see them. Other posters might be used to relay awareness messages about safety, quality, teamwork, and other HR initiatives. Bulletin boards are also frequently used to post information about the organization, such as organizational events, employee of the month awards, news about products or services, and so on. To be effective, bulletin boards should be located in areas where they’ll attract employee attention. They should also be attractively arranged to catch the eye and encourage browsing. Bulletin boards must also be kept up to date. So HR has to make sure the information is always current. Newsletters are another very popular and effective way HR can communicate with employees. You can announce new policies, benefits changes, job openings, business issues, service anniversaries, employee rewards, community activities, and workplace events. Of course, e-mail, intranets, and organizational websites on the Internet can also be used very effectively to communicate with employees on all shifts, at all locations, and even at home.
- Slide Show Notes With the advent of e-mail, memos have become less popular, but continue to be an effective way to get the same message to a lot of employees at one time, cheaply and easily. Meetings can also be used to convey important information. Meetings are preferable to memos or e-mail when you need face-to-face interaction—for example, when dealing with sensitive issues that you don’t want tainted by rumor or secondhand interpretation. Surveys, questionnaires, and suggestion systems can also be used to open channels of communication between management and employees. These forms of communication, often anonymous, can help you take the pulse of the organization, find out what’s on employees’ minds, and discover their most important concerns. Finally, fluid communication between HR and supervisors and managers is essential to make sure that policies are being enforced at the department level and that procedures are being properly followed. Think about all the channels of communications available to you and how you can use them effectively to communicate with employees. Lead a discussion about HR communication methods and the uses and effectiveness of different types of communication.
- Slide Show Notes Good records help you administer HR policies with efficiency, eliminating guesswork. They also help in compliance with regulatory requirements. And they provide documentation for defending your employment decisions in court should that ever be necessary. HR records should track the “who, what, where, when, and why” of employees. You should also be familiar with any local or state laws related specifically to personnel files. Information about employees you should have on file includes: Employment applications, résumés, and authorizations for release of information; Completed I-9 forms; Job interview notes and evaluations; References and background check information; Job titles, job descriptions, and job classifications; W-4 and W-2 forms; and Signatures acknowledging policy review and receipt of the employee handbook. Let’s go to the next screen and view some more important records you should keep.
- Slide Show Notes You should also have the following records on file: Inventories of skills and competencies for each employee; Performance appraisals and performance goals; Documentation of promotions and transfers as well as salary histories; Discipline, grievance, and investigation reports; Leaves of absence, including records required under the Family & Medical Leave Act and USERRA; Training documentation; and Exit interview reports. Can you think of other types of records that must be kept by HR? Review additional recordkeeping requirements for your organization.
- Slide Show Notes Recruiting and hiring are very important HR functions that must be handled effectively to obtain the best possible employees for the organization. Before you recruit, make sure to meet with managers, supervisors, and experienced employees to learn all about the jobs you’re trying to fill. These people will know the kind of employees you’ll be looking for. Once you know what you’re looking for, there are numerous ways to find the right job candidates for your organization. Consider what’s worked in the past, as well as the current job market when developing a recruiting plan. The recruiting plan might include: Employment advertisements online or in newspapers; Employment agencies, including state employment offices; In-house job postings; Promotions from within; Applications on file; Employee referrals; and Job fairs.
- Slide Show Notes Once you’ve successfully attracted potential candidates, it’s time to screen applications and résumés to find those individuals who have the right skills, knowledge, experience, and other credentials. Be consistent with your screening criteria, and make sure no consideration is given to personal characteristics such as race, sex, or national origin. Because interviews are so important for selecting the right people for the jobs in your organization, we’ll discuss guidelines for effective interviews in the next two slides. For now let’s just say you will have to become a skilled interviewer, if you aren’t already. For those job candidates who survive the interview, you’ll check references and arrange for more extensive background checks if necessary—for example, for financially sensitive jobs. Finally, with the assistance of managers and supervisors, you’ll choose the candidate whose abilities are most closely aligned with the needs of the organization, who has all the required skills, and who seems to have formed good working relationships in the past. Think about the organization’s recruiting and hiring procedures and the central role you play in this vital process. Discuss the organization’s specific recruiting and hiring procedures.
- Slide Show Notes Here are some helpful guidelines for conducting effective interviews. To begin with, always plan interviews to gain all the relevant information you need from job candidates. An interview gives you the chance to build a shared understanding of job requirements and the candidate’s qualifications and interests. The interview allows you to go beyond the information in an application or résumé and learn whether this person would be a good fit with the job and the organization. But remember that for the interview to be legal, you must avoid potentially discriminatory questions. For example, you shouldn’t ask about such information as a candidate’s age, citizenship, marital status, disabilities, plans for children or pregnancy, or citizenship status. Always conduct interviews with an open mind. Judge each candidate objectively in terms of qualifications that match job descriptions and job challenges. Avoid stereotypes or assumptions. During the interview talk about the organization and what we do. Also be sure to explain the job in detail. Finally, ask all candidates the same set of basic questions to ensure consistency and uniformity. Of course, those questions will likely generate different information and you might ask different follow-up questions based on the candidate’s replies.
- Slide Show Notes A successful interview will give you the opportunity to assess skills, knowledge, and competencies—all of which will tell you whether this is the right person for the job. You’ll also find out about past job experience, which could have an important impact on the way the candidate would perform in the job you have available. You might also want to ask for examples of problems candidates faced in prior jobs and how they solved these problems. This can tell you a lot about how an individual views challenges and how effectively he or she would handle challenges in the job you’re trying to fill. It might also be interesting and appropriate to ask about which achievements in prior jobs the candidate is most proud of. This can tell you about how a candidate could contribute to our organization. Finally, make sure to allow enough time for the candidate to ask additional questions about the job and the organization. Are you familiar with our guidelines for conducting interviews with job candidates? All HR specialists need to follow established procedures. Discuss your organization’s guidelines for conducting effective and legal interviews with job candidates.
- Slide Show Notes We should begin our brief discussion of compensation and benefits by reminding you that many issues involved in these programs are regulated by state and federal laws. So you need to be aware of any regulatory requirements that affect the organization’s programs. You will also need to become an expert in a wide range of compensation and benefit issues. For example: The way pay rates, raises, bonuses, and other monetary issues must be handled; The organization’s payroll practices, including tax withholding and other paycheck deductions; The details of the organization’s healthcare plan, including covered treatment, co-pays, deductibles, COBRA and military leave continuation of coverage rules, medical privacy rules, and so on; The ins and outs of short- and long-term disability insurance; and Leaves of absence rules under the Family and Medical Leave Act, the Uniformed Services Employment and Reemployment Act, the Pregnancy Discrimination Act, and other regulated leave programs.
- Slide Show Notes You’ll also have to become an expert in the following benefit programs: Retirement programs such as 401(k) plans; Workers’ compensation rules and procedures; Reimbursement accounts for medical and other employee expenses; College tuition programs and other educational and career development programs; and, of course, The employee assistance program, which is an extremely important benefit that many employees need to access for a variety of reasons, including wellness, help with substance abuse, financial and family problems, and so on. Are you familiar with the organization’s compensation and benefits programs? You will need to become an expert in all these matters. Review the specifics of your organization’s compensation and benefits programs and explain the role of HR in each program.
- Slide Show Notes Effective orientation and training help us develop employees’ knowledge and skills and make them more efficient and productive. They help us keep employees safe, avoid lawsuits, and comply with government regulations. Furthermore, our orientation and training programs help us develop teamwork, superior performance, good communications, and a high level of morale—all of which allow us to be successful and competitive as an organization. Our orientation program is designed to teach new employees everything they need to know to get off to a good, safe start. Supervisory training provides us with skilled and competent leaders in each department who can guide and assist employees to perform at their best. Supervisors also need to be trained so they can, in turn, train their employees effectively and teach workers the skills and knowledge they need to succeed in their jobs, avoid accidents, and help meet challenges. It’s also important to note that some of the training is required by law. We also train even when it isn’t required to improve skills and generate new competencies to meet future challenges. All training should be fully documented so we always know who has been trained, who needs training, and how successful training is.
- Slide Show Notes Employee training might include a variety of topics, including: Sexual harassment; Diversity and discrimination; Safety and emergency procedures; Quality and customer service; Wellness; and Specific work skills and competencies. Think about the orientation program and the variety of training and development programs coordinated by HR every year. It’s important to understand how essential these programs are to the success of the organization and how important you are to the success of the training and development programs. Discuss the highlights of your organization’s orientation program and review the employee and supervisory training programs that you conduct.
- Slide Show Notes Now it’s time for a little quiz about the HR responsibilities we’ve just discussed. In this quiz, you have to match the HR responsibility in the column on the left with the proper item in the column on the right. Think about your choices and then click on the HR responsibility in the left column to make the match. You may begin now. How did you do? Did you get all the matches right?
- Slide Show Notes We’ve covered key HR responsibilities in the previous slides and discussed a lot of essential information every HR specialist needs to know. Do you understand what we’ve said about: HR communications? Recordkeeping? Recruiting and hiring? Compensation and benefits? Orientation and training? You need to understand all your important responsibilities so that you can perform effectively and successfully in your job. Answer any questions trainees have about the information presented in the previous slides. Conduct an exercise, if appropriate. Now let’s conclude the session with some key points to remember.
- Slide Show Notes Here are the main points to remember from this session on essential HR: The organization depends on you to ensure that we hire, train, and retain well-qualified employees. We also rely on you to communicate essential information to employees, administer key programs, and promote and help enforce workplace policies. You also play a central role in our compliance with employment laws. To succeed in your new job, you must become an expert in all your HR responsibilities. This concludes the essential HR training session. Give trainees the quiz, if appropriate.