2. From Last Week’s Program
Question at the end of the webinar about how long to keep FMLA
paperwork…
According to Beth Golding who is in the Bureau of Archives and
Records Management at the FL Division of Library and Information
Services, "FMLA retention - 3 FY if kept for attendance/leave record, 5
FY if kept for payroll reasons."
11. Florida Unemployment Benefits Eligibility
In order to be eligible for Florida unemployment benefits, you must meet several criteria:
• You must have lost your job through no fault of your own, so you must not have quit for
personal reasons or been terminated for malicious misconduct (poor job performance does
not disqualify you);
• You must be totally or partially unemployed;
• You must have a minimum amount of wages earned in what is called the "base period,"
which is the first four complete quarters beginning 18 months prior to your claim;
• You must be able to work, available to work, and actively seeking work. This includes being
able to get to a job and have child care if necessary.
14. Getting Ready to Interview - You Need to Know
How the task is performed (Methods, Techniques and Tools)
How often the task is performed
How much time is allotted to perform the task
Why the task is performed
Where the task is performed
15. Getting Ready to Interview - You Need to Know
How success is measured
What happens if it is done incorrectly
What knowledge is necessary
What skills are required
What physical and mental abilities are needed
19. The Do’s and Don’ts of Delivering Performance
Evaluations
Too often the face-to-face conversation takes the form
of a “feedback sandwich:” compliments, criticism, more
niceties.
20. The Do’s and Don’ts of delivering Performance
Evaluations
Most people are good solid workers, so for the vast
majority, you should concentrate on things the person
has done well.
21. The Do’s and Don’ts of delivering Performance
Evaluations
For your marginal workers, however, do not sugarcoat
bad news. Performance reviews are your chance to
constructively approach poor performance and chart
out improvement and consequences.
22. The Do’s and Don’ts of Delivering Performance
Evaluations
As time goes on, that person is not going to get a
promotion and not going to get a raise. You’re not
doing this person any favors by avoiding their
deficiencies.
23. The Do’s and Don’ts of Delivering Performance
Evaluations
What if they adamantly disagree with your appraisal, take it personally
or even threaten to go to your boss because “you’re wrong!”.
24. The Do’s and Don’ts of Delivering Performance
Evaluations
•Make it clear at the beginning of the year how you’ll
evaluate your employees with individual performance
planning sessions
•Give your employees a copy of their appraisal before the
meeting so they may have their initial emotional response
in private
•Deliver a positive message to your good performers by
mainly concentrating on their strengths and achievements
during the conversation
25. The Do’s and Don’ts of Delivering Performance
Evaluations
•Offer general feedback; be specific on behaviors you want
your employee to stop, start, and continue
•Talk about compensation during the review, if applicable
•Sugarcoat the review for your poor performers; use the
face-to-face as an opportunity to demand improvement
27. How to Avoid the Legal Pitfalls of
Progressive Discipline
28. Things to Keep in Mind
• Document verbal warnings and counseling. Then place these notes in employee
personnel files. Avoid the practice of removing disciplinary actions from
employee files after a year; without these records, you may get stuck at step one
of the progressive discipline process even if an employee commits multiple
infractions.
• Remember that discipline cannot be carried out in a vacuum. It must be tied to
employees' prior warnings and performance reviews. Document your efforts by
using your organizational forms.
• Allow employees to share their sides of the story. Document what they say.
• Let employees know what is expected of them. Explicitly state: "I expect that you
will..." Then provide the employees with the tools necessary to reach the goal.
The responsibility of shaping up then lies in the hands of the employees.
29. Things to Keep in Mind
• Set deadlines. Employees must be provided a reasonable time period
within which to correct the problem.
• Spell out the consequences of inaction. Employees need to know that
they will be subject to a specific adverse action if the problem
addressed is not remedied.
• Skip steps only when warranted. It's legal to terminate an employee
without running through the progressive discipline steps. But be sure
that such extreme action is clearly deserved.
30. What verbiage should be included when a
progressive discipline policy is provided?
• Besides stating that the organization retains the right to skip steps
and that discipline is up to the discretion of management, you should
also include a clear disclaimer that reinforces the doctrine of
employment at-will.
