Here are some key points to remember when asking about citizenship/national origin:
- You can ask if they are authorized to work in the US.
- Do not ask about specific national origin, citizenship status of parents/spouse or ask them where they/their parents were born.
- Focus on their ability/authorization to perform the job successfully with or without sponsorship now and in the future.
This document discusses various aspects of human resource management for entrepreneurship development, including business strategy, manpower planning, recruitment, training and development, performance management, reward management, and leadership development. It addresses skill set analysis, recruitment sources, the selection process, training objectives and methods, remuneration, performance appraisal, and safety regulations. Leadership characteristics like being credible, accountable, and focusing on empowering others are emphasized.
The document discusses how human resources (HR) departments can transform into strategic business partners. It provides recommendations for HR to develop business acumen, improve service delivery, leverage technology, build personal credibility, and make strategic contributions. HR must understand business issues, restructure client services, implement applicant tracking systems, and establish themselves as leaders to effectively partner with other departments and add value to the organization. Support from top managers is also needed for HR to fully transition into a strategic role.
This document discusses human resource management considerations for small and medium enterprises. It outlines typical HR challenges SMEs face, such as centralized decision making and high dependency on existing resources. It emphasizes that the CEO plays a key role in HR. The document also provides tips for SMEs in areas like organizational design, hiring, performance measurement, and training. It introduces Husys, an HR consulting firm that provides outsourced HR services to help SMEs address their people management needs.
Tugas kelompok human resource management and the tourism and hospitality gro...Hospitality Industry
The good aspects of working in the tourism and hospitality industry according to the document include developing strong customer service skills like appreciating others' opinions and finding solutions to problems. The industry also allows one to absorb knowledge that can contribute to building a good tourism industry. Additionally, providing good customer service and hospitality is important in the industry, and employees who have a good attitude will be successful long-term due to customers experiencing service rather than tangible goods.
The bad aspects mentioned are that employees cannot get together with their families intensively as they often work weekends and double shifts during high seasons. Additionally, some public perception is that hospitality accommodation jobs have negative value for employees.
The document provides guidance on developing consultative skills for HR professionals. It discusses the importance of becoming a trusted advisor by focusing on listening strategically, asking the right questions, and facilitating problem solving for clients. The document recommends using a facilitative consulting model that focuses on understanding a client's goals, key issues, and needs in order to help them achieve their objectives. It also emphasizes defining and structuring problems, generating multiple options, and selecting the best solution through techniques like brainstorming and challenging assumptions. The overall message is that HR professionals must move beyond simply providing answers, and instead act as a strategic partner to clients by applying consultative skills.
The document discusses challenges facing TRG Tech related to human resource management (HRM) and branding. It aims to increase the workforce while controlling attrition through HRM strategies like limiting online job postings and allowing freelancing. Branding strategies include repositioning from the parent brand and emphasizing the internal brand. Specific HRM recommendations are provided, such as assessing recruitment ROI and examining appraisal processes. The recommendations can be implemented within the existing budget through process reengineering rather than increased costs.
HR in SMEs provides checklists and online tools to help small and medium enterprises professionalize their human resource management practices. This includes checklists for recruitment, onboarding new employees, training, performance management, and developing flexible work arrangements. The tools are meant to help entrepreneurs with HR responsibilities implement basic HR practices without extensive background or training in human resources. Competence management and developing a mission statement are presented as strategic approaches to aligning HR with business goals.
This document discusses various aspects of human resource management for entrepreneurship development, including business strategy, manpower planning, recruitment, training and development, performance management, reward management, and leadership development. It addresses skill set analysis, recruitment sources, the selection process, training objectives and methods, remuneration, performance appraisal, and safety regulations. Leadership characteristics like being credible, accountable, and focusing on empowering others are emphasized.
The document discusses how human resources (HR) departments can transform into strategic business partners. It provides recommendations for HR to develop business acumen, improve service delivery, leverage technology, build personal credibility, and make strategic contributions. HR must understand business issues, restructure client services, implement applicant tracking systems, and establish themselves as leaders to effectively partner with other departments and add value to the organization. Support from top managers is also needed for HR to fully transition into a strategic role.
This document discusses human resource management considerations for small and medium enterprises. It outlines typical HR challenges SMEs face, such as centralized decision making and high dependency on existing resources. It emphasizes that the CEO plays a key role in HR. The document also provides tips for SMEs in areas like organizational design, hiring, performance measurement, and training. It introduces Husys, an HR consulting firm that provides outsourced HR services to help SMEs address their people management needs.
Tugas kelompok human resource management and the tourism and hospitality gro...Hospitality Industry
The good aspects of working in the tourism and hospitality industry according to the document include developing strong customer service skills like appreciating others' opinions and finding solutions to problems. The industry also allows one to absorb knowledge that can contribute to building a good tourism industry. Additionally, providing good customer service and hospitality is important in the industry, and employees who have a good attitude will be successful long-term due to customers experiencing service rather than tangible goods.
The bad aspects mentioned are that employees cannot get together with their families intensively as they often work weekends and double shifts during high seasons. Additionally, some public perception is that hospitality accommodation jobs have negative value for employees.
The document provides guidance on developing consultative skills for HR professionals. It discusses the importance of becoming a trusted advisor by focusing on listening strategically, asking the right questions, and facilitating problem solving for clients. The document recommends using a facilitative consulting model that focuses on understanding a client's goals, key issues, and needs in order to help them achieve their objectives. It also emphasizes defining and structuring problems, generating multiple options, and selecting the best solution through techniques like brainstorming and challenging assumptions. The overall message is that HR professionals must move beyond simply providing answers, and instead act as a strategic partner to clients by applying consultative skills.
The document discusses challenges facing TRG Tech related to human resource management (HRM) and branding. It aims to increase the workforce while controlling attrition through HRM strategies like limiting online job postings and allowing freelancing. Branding strategies include repositioning from the parent brand and emphasizing the internal brand. Specific HRM recommendations are provided, such as assessing recruitment ROI and examining appraisal processes. The recommendations can be implemented within the existing budget through process reengineering rather than increased costs.
HR in SMEs provides checklists and online tools to help small and medium enterprises professionalize their human resource management practices. This includes checklists for recruitment, onboarding new employees, training, performance management, and developing flexible work arrangements. The tools are meant to help entrepreneurs with HR responsibilities implement basic HR practices without extensive background or training in human resources. Competence management and developing a mission statement are presented as strategic approaches to aligning HR with business goals.
Brief knowledge about Human resource management, function, Human resource department, regularity changes, structural changes to organizations, Future and guidelines.
All Managers Are Hr Managers An Open Discussionsimply_coool
This document discusses the roles and responsibilities of line managers and HR managers/professionals. It explains that while line managers are responsible for direct personnel management tasks, HR professionals provide specialized support and advice. Both play a role in key HR activities like recruiting, training, compensation, and performance management. The ideal relationship is one of partnership, with HR advising and line managers implementing strategies while sharing responsibility for human resource management.
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
The document discusses the competencies required of HR professionals in the 21st century. It uses Rand Water, a South African water utility, as a case study. Rand Water transformed its HR function to focus on strategic priorities like managing change, culture, performance and diversity. It implemented participative structures and a performance management system. This helped Rand Water achieve labour peace and social transformation while expanding services. However, the HR function must now focus more on measurements and separating strategic and administrative roles to address new challenges in areas like talent management and customer focus.
Set up an HR Department in an Organizationkkshalini
This document outlines the key components needed to set up an effective HR department in an organization. It discusses 15 building blocks of HR including HR planning, job design, recruitment, personnel management, compensation, benefits, employee assistance, training, performance management, and organization development. The overall goal of the HR department is to facilitate aligning human capital with organizational goals.
The role of the HR manager is changing to parallel the evolving needs of organizations. HR professionals are now considered strategic partners who help develop business plans and objectives. They also act as employee advocates, creating an environment where people are motivated and happy, and as change mentors who champion organizational changes and link them to strategic needs to minimize resistance.
The document outlines the contents of a human resource management course organized into six parts: 1) HR management in perspective, 2) meeting HR requirements, 3) developing HR effectiveness, 4) implementing compensation and security, 5) enhancing employee relations, and 6) international HR management and audits. It also provides an overview of the goals and responsibilities of human resource management departments in organizations and how they help achieve organizational objectives through policies, procedures, budgets, and information systems that support HR functions like staffing, training, compensation, and labor relations.
As a new generation HRs, we should know the new critical roles of a Human Resource practitioner. You should view this one to change the perception of many about HRs.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
HR Strategies for Small & Medium Sized BusinessesThain Lin Tay
HR Strategies for small and medium sized businesses (SMB/SME) in today's talent scarce and high mobility environment. A keynote address delivered at this year's Association of SMEs Business Symposium Event, Concorde Hotel, Singapore.
The document discusses various career paths in human resources, including human resources manager, training and development manager, international human resources, information technology specialist, human resources consultant, HR executive, and HR business owner. It provides brief descriptions of each role and highlights that there are many specializations within a human resources career. It also emphasizes that understanding your interests and strengths can help ensure job satisfaction and professional growth.
What Qualities An HR Professional should possessEkta Singh
To be a successfull HR one should know what are the basic qualities they should must have.This PPT taken help from Citehr will let you know what all you should have.
Linda Glenn-Burroughs has over 10 years of experience in human resources at United Airlines, the world's largest airline. She has held various HR roles including Associate HR Partner, HR Project Leader for the Family Medical Leave Service Center, and Senior HR Generalist. In her current role as Associate HR Partner, she provides strategic HR guidance and counsel to multiple divisions and supports organizational transformation.
Human resource management involves recruiting, selecting, training, developing and managing employees to achieve organizational goals. It includes human resource planning to ensure the organization has the right people with the right skills. The key components of an HRM system are recruitment, training, compensation, performance management and career development.
The document provides a job specification for a human resources manager position. It outlines the required knowledge, skills, abilities, education, and experience for the role. A bachelor's degree is required, along with 3-7 years of relevant experience in areas like classification, compensation, labor relations, and staff development/training depending on the level. The manager will be responsible for overseeing personnel functions like hiring, training, benefits administration, and employee relations. Interpersonal skills, knowledge of employment laws, and the ability to instruct and evaluate employees are also important qualifications.
The document discusses key concepts in human resource management including definitions, objectives, scope, importance, evolution, and differences between HRM and personnel management. It covers topics such as job analysis, demand and supply forecasting techniques, HR planning, and managing the employment of human resources.
Virginia Messer is seeking an opportunity in human resources that allows her to support business objectives. She has 20 years of experience in strategic HR roles including recruitment, employee relations, performance management, compensation, and training. Messer holds an MPA in HR Management and certifications as an SPHR and SHRM-SCP. She is proficient in HR technology and has worked in a variety of industries.
The document discusses the 5 stages of the human resources life cycle that employees go through: 1) Recruitment, 2) Education, 3) Motivation, 4) Evaluation, and 5) Celebration. It describes the key activities that should happen at each stage to help employees and the business succeed. For example, at the Recruitment stage HR needs strategic staffing plans and competitive pay, while the Education stage involves training and assigning mentors. The life cycle aims to reduce turnover by keeping employees engaged and recognizing their contributions.
The document discusses strategies for HR professionals to have a "seat at the table" and be seen as strategic business partners. It defines having a seat at the table as being a trusted advisor who can add value from a business perspective. It emphasizes developing soft skills, understanding different business functions, and taking on projects where your expertise can make a difference. The document also covers assessing your strengths and weaknesses, defining your purpose and vision, and managing your own career development to position yourself for more strategic roles.
The document discusses how HR leaders can secure a strategic seat at the table with the C-suite. It recommends developing and selling "people plans" that address the human impact of organizational strategic initiatives. An effective people plan considers how initiatives affect skills, leadership, compensation, culture and other human factors. The document provides tips for raising awareness of people issues with senior leaders, broadening HR's business knowledge, and establishing people plan accountability at the board level. Developing people plans and gaining a strategic role helps HR leadership influence decisions and better support organizational goals.
How hr can get a seat at the CEo's tableRashmi Rawat
This document discusses how HR can gain a strategic role and seat at the CEO's table. It argues that HR should help build the company's strategy, not just have a seat. It emphasizes that HR must be seen as the key source for attracting and developing top talent, as this adds immense value. To be strategic, HR must deeply understand the business and have an outside-in perspective. CEOs say strategic HR links human resources to strategic goals to improve performance and foster innovation. The new breed of HR managers must understand how to measure HR's monetary impact and value-added contributions. HR becomes strategic by participating in defining business strategy and designing practices that align with key strategies to deliver competitive advantage.
Brief knowledge about Human resource management, function, Human resource department, regularity changes, structural changes to organizations, Future and guidelines.
All Managers Are Hr Managers An Open Discussionsimply_coool
This document discusses the roles and responsibilities of line managers and HR managers/professionals. It explains that while line managers are responsible for direct personnel management tasks, HR professionals provide specialized support and advice. Both play a role in key HR activities like recruiting, training, compensation, and performance management. The ideal relationship is one of partnership, with HR advising and line managers implementing strategies while sharing responsibility for human resource management.
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
The document discusses the competencies required of HR professionals in the 21st century. It uses Rand Water, a South African water utility, as a case study. Rand Water transformed its HR function to focus on strategic priorities like managing change, culture, performance and diversity. It implemented participative structures and a performance management system. This helped Rand Water achieve labour peace and social transformation while expanding services. However, the HR function must now focus more on measurements and separating strategic and administrative roles to address new challenges in areas like talent management and customer focus.
Set up an HR Department in an Organizationkkshalini
This document outlines the key components needed to set up an effective HR department in an organization. It discusses 15 building blocks of HR including HR planning, job design, recruitment, personnel management, compensation, benefits, employee assistance, training, performance management, and organization development. The overall goal of the HR department is to facilitate aligning human capital with organizational goals.
The role of the HR manager is changing to parallel the evolving needs of organizations. HR professionals are now considered strategic partners who help develop business plans and objectives. They also act as employee advocates, creating an environment where people are motivated and happy, and as change mentors who champion organizational changes and link them to strategic needs to minimize resistance.
The document outlines the contents of a human resource management course organized into six parts: 1) HR management in perspective, 2) meeting HR requirements, 3) developing HR effectiveness, 4) implementing compensation and security, 5) enhancing employee relations, and 6) international HR management and audits. It also provides an overview of the goals and responsibilities of human resource management departments in organizations and how they help achieve organizational objectives through policies, procedures, budgets, and information systems that support HR functions like staffing, training, compensation, and labor relations.
As a new generation HRs, we should know the new critical roles of a Human Resource practitioner. You should view this one to change the perception of many about HRs.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
HR Strategies for Small & Medium Sized BusinessesThain Lin Tay
HR Strategies for small and medium sized businesses (SMB/SME) in today's talent scarce and high mobility environment. A keynote address delivered at this year's Association of SMEs Business Symposium Event, Concorde Hotel, Singapore.
The document discusses various career paths in human resources, including human resources manager, training and development manager, international human resources, information technology specialist, human resources consultant, HR executive, and HR business owner. It provides brief descriptions of each role and highlights that there are many specializations within a human resources career. It also emphasizes that understanding your interests and strengths can help ensure job satisfaction and professional growth.
What Qualities An HR Professional should possessEkta Singh
To be a successfull HR one should know what are the basic qualities they should must have.This PPT taken help from Citehr will let you know what all you should have.
Linda Glenn-Burroughs has over 10 years of experience in human resources at United Airlines, the world's largest airline. She has held various HR roles including Associate HR Partner, HR Project Leader for the Family Medical Leave Service Center, and Senior HR Generalist. In her current role as Associate HR Partner, she provides strategic HR guidance and counsel to multiple divisions and supports organizational transformation.
Human resource management involves recruiting, selecting, training, developing and managing employees to achieve organizational goals. It includes human resource planning to ensure the organization has the right people with the right skills. The key components of an HRM system are recruitment, training, compensation, performance management and career development.
The document provides a job specification for a human resources manager position. It outlines the required knowledge, skills, abilities, education, and experience for the role. A bachelor's degree is required, along with 3-7 years of relevant experience in areas like classification, compensation, labor relations, and staff development/training depending on the level. The manager will be responsible for overseeing personnel functions like hiring, training, benefits administration, and employee relations. Interpersonal skills, knowledge of employment laws, and the ability to instruct and evaluate employees are also important qualifications.
The document discusses key concepts in human resource management including definitions, objectives, scope, importance, evolution, and differences between HRM and personnel management. It covers topics such as job analysis, demand and supply forecasting techniques, HR planning, and managing the employment of human resources.
Virginia Messer is seeking an opportunity in human resources that allows her to support business objectives. She has 20 years of experience in strategic HR roles including recruitment, employee relations, performance management, compensation, and training. Messer holds an MPA in HR Management and certifications as an SPHR and SHRM-SCP. She is proficient in HR technology and has worked in a variety of industries.
The document discusses the 5 stages of the human resources life cycle that employees go through: 1) Recruitment, 2) Education, 3) Motivation, 4) Evaluation, and 5) Celebration. It describes the key activities that should happen at each stage to help employees and the business succeed. For example, at the Recruitment stage HR needs strategic staffing plans and competitive pay, while the Education stage involves training and assigning mentors. The life cycle aims to reduce turnover by keeping employees engaged and recognizing their contributions.
The document discusses strategies for HR professionals to have a "seat at the table" and be seen as strategic business partners. It defines having a seat at the table as being a trusted advisor who can add value from a business perspective. It emphasizes developing soft skills, understanding different business functions, and taking on projects where your expertise can make a difference. The document also covers assessing your strengths and weaknesses, defining your purpose and vision, and managing your own career development to position yourself for more strategic roles.
The document discusses how HR leaders can secure a strategic seat at the table with the C-suite. It recommends developing and selling "people plans" that address the human impact of organizational strategic initiatives. An effective people plan considers how initiatives affect skills, leadership, compensation, culture and other human factors. The document provides tips for raising awareness of people issues with senior leaders, broadening HR's business knowledge, and establishing people plan accountability at the board level. Developing people plans and gaining a strategic role helps HR leadership influence decisions and better support organizational goals.
How hr can get a seat at the CEo's tableRashmi Rawat
This document discusses how HR can gain a strategic role and seat at the CEO's table. It argues that HR should help build the company's strategy, not just have a seat. It emphasizes that HR must be seen as the key source for attracting and developing top talent, as this adds immense value. To be strategic, HR must deeply understand the business and have an outside-in perspective. CEOs say strategic HR links human resources to strategic goals to improve performance and foster innovation. The new breed of HR managers must understand how to measure HR's monetary impact and value-added contributions. HR becomes strategic by participating in defining business strategy and designing practices that align with key strategies to deliver competitive advantage.
The document discusses how HR professionals can take a more strategic role within their organizations. It provides tips for HR to gain a broader business perspective through relationships, business acumen, education, and challenging work experiences. The document also discusses using tools like SWOT analysis, competency assessments, and gap analysis to help HR professionals understand their strengths and areas for development, and to align their skills with the company's strategic initiatives.
Goal Summit 2016: Getting HR a Seat at the TableBetterWorks
For many HR leaders, it's hard to imagine moving beyond reactive decision making to being able to focus on driving effective change. In this session from the BetterWorks Goal Summit 2016, you'll hear how Randy Knaflic, VP of People and Operations at Jawbone, has used data and innovative solutions to influence leadership at Google, SpaceX and Jawbone, plus learn how you can do the same.
Natalie Shau es una artista multidisciplinaria y fotógrafa de origen ruso y kazajo basada en Lituania. Se interesa por la fotografía de moda y retratos, así como la ilustración digital y el arte fotográfico. Además de su trabajo personal, Natalie crea obras de arte y fotografía para músicos, teatro, revistas de moda, escritores y publicidad. También ha trabajado como directora de arte para una película musical en 3D.
This document appears to be a manual or guide that references a song titled "Video Killed the Radio Star" by the band Buggles. In one sentence, it mentions the song and artist.
The story is about a boy named Jorgito who becomes very angry at his friend Pedrito for humiliating him in front of his friends. Jorgito tells his father that he wants bad things to happen to Pedrito and even wants him to get sick. His father takes Jorgito to the garden and has him throw pieces of coal at a white shirt hanging on the clothesline, representing throwing bad thoughts at Pedrito. After Jorgito tires himself out throwing coal, his father shows him that he has gotten completely covered in coal from the bad thoughts. The father explains that the bad thoughts Jorgito wished on Pedrito instead came back to dirty him. He teaches Jorgito to be careful of his thoughts
La migración de las mariposas monarca es generacional, ya que ninguna monarca individual completa el viaje de ida y vuelta de 2,000 millas entre Canadá/EE.UU. y México/California. En agosto, las monarcas se alimentan en el norte antes de emprender su viaje hacia el sur para hibernar en clima más cálido, donde permanecen agrupadas de septiembre a marzo antes de emprender el viaje de regreso al norte.
Presentasi fis en akbar - sejarah panas bumi indonesiaMuh Akbar Triana
Dokumen tersebut membahas sejarah pengembangan energi panas bumi di Indonesia sejak tahun 1918 hingga saat ini, termasuk potensi dan lokasi sumber daya panas buminya serta prospek untuk menjadikannya energi masa depan Indonesia.
Las luciérnagas relampaguean para atraer compañeras. Los machos vuelan y relampaguean mientras que las hembras se posan en la vegetación. Al relampaguear, producen luz mediante una reacción química en un órgano especial, para encontrar parejas con quienes aparearse.
Trinity Kings World Leadership: Family Franchise Systems:The President, The S...Terrell Patillo
The document describes a family franchising system created by Trinity Kings World Ministries to train and equip families in areas like spirituality, morality, and intellect. The system aims to track family metrics over multiple generations in areas like education, business success, and community involvement. It also provides an assessment framework and endowment fund to support family development goals. The overall vision is to train families to represent God's kingdom by entering various sectors of society through 9 generations of leadership.
Grasslands and savvanahs BY Muhammad Fahad Ansari 12IEEM14fahadansari131
Grasslands and savannahs are types of ecosystems dominated by grass and other herbaceous plants. Grasslands are found in regions with moderate rainfall while savannahs occur in drier climates with scattered trees that do not form a closed canopy. Both grasslands and savannahs provide habitat for many grazing animals and are important for agriculture.
Using assessment as a talent management strategy tim ngothoCiarafrica
Lawrence S. Ndombi is a regional leader at BPC with over 20 years of experience in human resources. He discusses the changing demands on HR from businesses seeking growth and shareholder value. HR must transform from administrative tasks to strategic business partners that enable business strategies and deliver commercial benefits. Line managers now have increased responsibility for people management tasks. The key HR roles are business partners who help achieve business goals and HR specialists who provide guidance to managers. HR must strengthen its contribution by understanding key business measures and aligning objectives.
The document discusses the evolution of the human resources (HR) function from a tactical role to a more strategic business partner. It outlines the key roles and competencies required of the "New HR", including business knowledge, metrics focus, and acting as a trusted advisor to senior management. The New HR must shift its focus from activities to adding business value, demonstrate ROI, and help create the right organizational culture. Metrics and having the right solutions partners are also discussed as important factors for the New HR to manage resources strategically like a business.
MAC Calcano believes that lasting organizational change happens through people and that HR leadership requires personal accountability, development, and a focus on people. As the new HR Director, MAC will focus on talent acquisition and retention to ensure Brookhaven National Laboratory has the best talent. MAC will also lead projects, facilitate performance management, and analyze the organization to help it evolve and meet business needs. MAC aims to demonstrate HR's value and return on investment by measuring its impact on the culture and driving a high performance culture of accountability.
The document provides an overview of various topics related to human resource management including the HRM cycle and model, HR challenges, strategic HRM, human resource information systems (HRIS), employee handbooks, and organizational development. It discusses the outputs of quality of work life, productivity, and readiness for change. It also summarizes HR challenges such as acquisition, managing change, attrition, work-life balance, and globalization.
Rajendra Prasad Pendam has over 5 years of experience in human resources and recruitment. He is currently working as the Personnel Officer at Vinuthna Fertilizers in Hyderabad, where he handles all HR activities including recruitment, employee welfare, benefits administration, and performance management. Prior to this, he worked as a Sales Executive at HDFC Bank. He has an LLB, MBA, and bachelor's degree. He is seeking a middle-level career-enriching assignment with a leading organization.
Rajendra Prasad Pendam has over 5 years of experience in human resources and recruitment. He is currently working as the Personnel Officer at Vinuthna Fertilizers in Hyderabad, where he handles all HR activities including recruitment, employee welfare, benefits administration, and performance management. Prior to this, he worked as a Sales Executive at HDFC Bank. He has an LLB, MBA, and bachelor's degree. He is seeking a middle-level career-enriching assignment with a leading organization.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
The document discusses several aspects of human resource practices that are important for business success. It emphasizes that talent is a critical resource for innovation, world-class processes, and building strong brands. It also discusses the need for world-class HR practices to win the "war for talent" and compete in today's global market where customers demand continuous improvement. Finally, it outlines several domains of HR capability that are required, including strategies aligned with business goals, developing skills and engaging employees, compensation practices, and delivering excellent service.
This document defines human resource management and outlines some of its key objectives and functions. It discusses how human resource management involves developing and retaining a high-performing workforce through policies and practices related to staffing, planning, controlling, organizing, and leading employees. Some objectives of human resource management include achieving organizational goals, fostering a positive work culture, integrating teams, providing training and development opportunities, motivating and empowering employees, retaining top talent, and ensuring compliance with data and legal requirements. The document also examines factors that influence the establishment of a human resource department in an organization, such as company size, level of unionization, ownership structure, and management philosophy.
The document discusses the evolving role of human resources (HR) professionals in organizations. Traditionally, HR served an administrative role aligned with executive management, but was viewed negatively by other employees. However, the role of HR is transforming to meet the changing needs of modern organizations. Successful HR professionals now serve as strategic partners, employee advocates, and change mentors by contributing to strategic planning, fostering employee motivation and development, and championing organizational change.
Introduction to human resource management (3)Diksha Gupta
Human resource management (HRM) refers to the policies, practices, and systems that influence employee behavior, attitudes, and performance. The goal of HRM is to make workers more satisfied and productive by effectively managing people at work. Companies with effective HRM tend to be more innovative, have greater productivity, and develop a more favorable reputation. HRM aims to engage employees in activities that produce behaviors needed for the company to achieve its strategic goals.
Human resource management systems operate throughout an employee's tenure, from recruitment and selection, through employment including rewards, appraisals, and relations, and ending with termination. The role of HR has evolved from record keeping to strategic partner, employee advocate, change champion, and coach. As a strategic partner, HR contributes to business objectives and thinks like a business person. As an employee advocate, HR fosters motivation and ownership. As a change champion, HR links change to strategy and assesses HR effectiveness. As a coach, HR provides feedback to help managers develop and improve.
David Haworth Strategic HR Partner 2011 VisionDavid_Haworth
David Haworth has extensive experience in human resources and business management. He has an MBA and is a certified Senior Professional in Human Resources. His mission is to have a positive impact on employees and the organization. He aims to develop trust and credibility through respectful relationships and subject matter expertise. Haworth has experience leading strategic initiatives in HR, developing training programs, and improving operational efficiency through technology and process changes.
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metric data in real-time to enable timely performance adjustments.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
Transformation Of HR at AgustaWestland-PhiladelphiaSal LoDico
The document discusses the transformation of the human resources (HR) function from an administrative role to a strategic business partner. It describes how HR must shift its focus from functional activities to creating business value by achieving desired organizational outcomes through people. The document outlines the evolving roles and competencies needed for HR, such as understanding business strategies, serving as change agents, and demonstrating how HR contributes to business success through metrics.
Human resource management systems operate throughout an employee's tenure with a company, from recruitment and selection through employment management including rewards, appraisals, industrial relations, and termination of employment through retirement, resignation, redundancy, or dismissal. The role of the human resources professional has evolved from administrative personnel functions to strategic partner, employee advocate, change champion, coach, and training and development specialist in order to support organizational strategy, create an environment where employees can succeed and contribute, enable successful change initiatives, provide feedback to managers, and develop employee skills.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
The document provides an introduction to human resource management, covering key topics such as:
- The definition and functions of HRM including planning, staffing, and compensation management.
- The history of HRM approaches from scientific management to human resources.
- Emerging roles of HRM such as creating competitive advantage and human resource accounting.
- Challenges for HR professionals like improving productivity and adapting to workforce changes.
Similar to Hr 101 what all employers need to know... (20)
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
20. Experience includes Vice President of Human Resources for 10,000+ employees in multi-state locations as well as Director of Nursing and Recruiter experience.
27. Mr. Kreyer has an extensive background in leadership, strategic planning, budget & project management, labor relations and negotiations, organizational development as well as creative problem resolution.
47. Old vs. New HR New HR: Generalists (know business, not just HR) Integrated into business units & decisions Coach management/employees for higher individual/organizational performance Good communication; customer skills Broader focus: organization, community Current & future focus Adds value (and ROI) to the organization NOT STRATEGIC ENOUGH
48. Strategic Partner “Strategy development is important for HR, but strategy execution is far more important” Richard Beatty Rutgers University
49. Strategic Partner – Why HR Hasn’t Been One Activity Based - # applications, # hired, etc. Cost Emphasis - budget/EE, Cost/hire The Legal System - risk adverse vs. problem solving Employee Advocate - work for the employee NOT ENOUGH STRATEGY
50. A seat at the table . . “If HR wants a seat at the table, it better bring something to eat!” Ray Weinberg 2000 SHRM Thought Leaders Conference Providence R
65. Summary People are often the most expensive part of running an organization HRM linked to the Company’s goals is crucial to attaining organizational performance and improving results Your HR Department should be creating a strategy that is aligned with organizational goals and supported by the Administration and Board So how do you get there?
67. Essential HR Management Competencies When Interviewing, we use checklists and structure questions to look for competencies. What competencies should we look for in HR people? For starters, here are nine top contenders And one final thought…
68. HR Key Skill #1: Organization Organized files Strong time management skills Personal efficiency Avoid “the black hole” syndrome
69. HR Key Skill #2: Multitasking On any day, an HR professional will deal with an employee’s personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after Priorities and business needs move fast and change fast, and colleague A who needs something doesn’t much care if you’re already helping colleague B You need to be able to handle it all, all at once.
70. HR Key Skill #3: Discretion and Business Ethics Human Resources professionals are the conscience of the company, as well as the keepers of confidential information You need to be able to push back when they aren’t, to keep the firm on the straight and narrow You must be objective, therefore HR has to juggle “friendships” vs. “profession” (especially difficult in small companies)
71. HR Skill #4: Dual Focus HR professionals need to consider the needs of both employees and management There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values Biggest mistake of HR departments – Lack of objectivity HR does not make decisions, we should provide guidance for both employees & management
72. HR Key Skill #5: Employee Trust Employees expect Human Resources professionals to advocate for their concerns The HR professional who can pull off this delicate balancing act wins trust from all concerned Remember, management staff are employees too You can make everyone successful or achieve win-win if possible? Give employees “choices”. Give management “guidance”
73. HR Key Skill #6: Fairness Successful HR professionals demonstrate fairness Voices are heard Laws and policies are followed Privacy and respect is maintained Look at entire organization & track precedence to ensure fair & consistent decisions
74. HR Key Skill #7: Dedication to Continuous Improvement HR professionals need to help managers coach and develop their employees The goal is continued improvement and innovation as well as remediation
75. HR Key Skill #8: Strategic Orientation Forward-thinking HR professionals take a leadership role and influence management’s strategic path Proactive vs. reactive – TRACK & TREND Have the answer before you have the problem
76. HR Key Skill #9: Team Orientation Once, companies were organized into hierarchies of workers headed by supervisors Today, the team is king HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work
77. Nine Skills, But Also One Caveat The nine skills are not prioritized here, because no general list of skills can take into account the business strategy at your particular organization Which leads to the caveat: “HR should serve the business strategy. It’s important for HR people to know what that strategy is and what makes the business tick so the approach to HR can be tailored accordingly for your country You should never think of HR in isolation, because if Human Resources professionals think of themselves as “just HR,” that’s what the rest of the organization will think too.
78. HR Leadership Competencies Visionary Strategic Communicator Organizer Team Builder Mentor Mediator Evaluator Problem Solver
79. HR Leadership - Vision HR staff needs to have the ability to see where the organization and their people need to go to meet future needs
80. HR Leadership - Strategy HR staff needs to create the strategy needed to move people and resources to accomplish that vision
81. HR Leadership –Communication HR staff must have the ability to listenand respond to employees with respect and appropriate communication
82. HR Leadership – Skillful Organizers Establish a goal, communicate it accordingly Schedule workloads accordingly PLAN! (allocate time & resources) Proactive vs. reactive Track the progress of a project Follow-through is critical to build credibility
83. HR Leadership-Team Builder Good team builders respect their staff and give them recognition for work well done They are courteous in their dealings, provide support and direction when needed, and offer constructive criticism in private Good team builders strive to be fair and respectful when resolving conflicts among staff.
84. HR Leadership-Mentor Encourage and motivate employees to reach their potential Provides empathy not sympathy Confronts negative behaviors and attitudes Encourages self-awareness Maintains high standards of professionalism in interpersonal relationships with employees
85. HR Leadership-Mediators Creates a respectful setting and safe environment for discussion Remains objective! Identify the real issues (focus on problem, not person) Provides consequences for choices Monitors interpersonal interactions and intervenes when appropriate
87. The WHY of Effective Interviewing Getting the right person for the right job Increased retention = decreased cost Increased productivity of the team (right fit) Increased customer satisfaction Decrease orientation Decreased management time
88. Why the RIGHT questions are important Select and design questions carefully to get the information needed to make quality hires while avoiding discriminatory intent.
89. Behavioral Based Interviewing FACT Previous performance is the best indicator of future performance 55% predictive of future on-the job behavior vs. traditional interviewing provides only 10% prediction
90. Behavioral Based Interviewing Provides in-depth information of the candidates job related: Experiences Behaviors Knowledge Skills and abilities Simply change your questions! “Give me an example of……”
93. Examples Give me an example of a difficult client/customer relationship and how you worked through it Describe a decision you made that was unpopular and how you handled implementing it Give me an example of a time when you set a goal and were able to meet or achieve it Give me an example of how you delegate duties to others. How do you hold individuals accountable?
94. Topics and Questions to Avoid Age Arrest Record (you can ask about convictions) Marital and Family Status Religion Disabilities Race National Origin Military status
95. Laws that affect the interview process Title VII of the Civil Rights Act of 1964 Race Sex Color Nation of Origin Religion Vietnam Veteran Pending—Sexual Orientation Age Discrimination in Employment Act (ADEA) Americans with Disabilities Amendment Act (ADAA) Immigration Reform and Control Act (IRCA) Citizenship Nation of Origin
96. Laws that affect the interview process National Labor Relations Act (NLRA) Union membership Uniformed Services Employment and Reemployment Rights Act (USERRA) Membership or service in the uniformed services Bankruptcy Act Child Support Enforcement Amendments
97. What to ask and not ask Age Instead of: When did you graduate? When do you intend to retire? Ask: Are you old enough to do this type of work? Can you supply transcripts of your education?
98. What to ask and not ask Disability Instead of: Do you have a disability? Have you ever filed a workers compensation claim? Do you have a history of drug or alcohol abuse?
99. What to ask and not ask Disability Ask After reviewing the job description, “Can you do the duties listed in the job description, with or without accommodation?” Must do Employers must provide reasonable accommodation to candidates who have disabilities.
100. What to ask and not ask Race A candidate’s race will usually be at least somewhat evident, but race related discussions or questions may imply a preoccupation with that factor
101. What to ask and not ask Religion Instead of: What outside activities do you participate in? Ask: What professional associations are you a member of?
102. What to ask and not ask Sex/marital status Instead of: Are you married? When do you plan to start a family? Do you have children?
103. What to ask and not ask Ask: Are you available to travel frequently? Can you work overtime with no notice? Can you work evenings and weekends? When we check references/do a background check, are there other names we should look under?
104. What to ask and not ask National Origin/Citizenship Instead of: Are you a citizen of the US? What country are you from? Where is your accent from? What nationality is your last name? When does your visa expire?
105. What to ask and not ask Ask: If you are hired, are you able to provide documentation to prove that you are eligible to work in the US?
106. What to ask and not ask Financial Status Instead of: Do you own a home/car? Have you ever filed for bankruptcy? Are you subject to any garnishments or child support orders? Ask: Will you sign a form authorizing us to perform a credit check?
107. What to ask and not ask Military Instead of: Please provide the status of your military discharge Will you miss work to perform military service? Ask: What experience did you gain in the uniformed service that is relevant to the job you would be doing?
108. What to ask and not ask Arrests and convictions Instead of: Have you ever been arrested? Ask: Have you ever been convicted of a crime? You must qualify this question by stating that a conviction will not automatically disqualify a candidate
109. Closing the Interview Ask the candidate if he or she has any questions Summarize the next steps in the process Avoid making any promises or commitments to the candidate Thank the candidate for his or her interest in the position
110. Post Interview Review your notes Summarize your overall impression of the candidate immediately after the interview while your memory is fresh Consider other open positions for which the candidate may be a good fit
111. Behavioral Based Interviewing Evaluation Rating System 5. Excellent 4. Good 3. Acceptable 2. Poor 1. Very Poor/Unacceptable Average scores for objective ratings
112. Choosing the Right Person Compare/contrast the candidates You may use a formal ranking system providing you are comparing the same criteria/responses You may have other managers or your staff interview the final candidates Gather input from others but remember, it’s ultimately YOUR decision
113. MAKING THE OFFER Don’t misrepresent opportunities Offer letter Condition job offer on tests, references, etc.
114. REFERENCE AND BACKGROUND CHECKS What to check for Where to check References Negligent hiring By the way, The Weston Group offers a cost effective background checking service…
115. KEEP THEM THE BEST AND MAKE THEM BETTER Orientation Training Performance improvement
116. In Conclusion... Treat the candidate fairly Make the interviewing environment as comfortable as possible Ask relevant questions Probe for work-related events that detail the person’s experience, skills and knowledge Keep an open mind…and an appropriate sense of humor!
118. Federal Employment Law Update National OriginOSHARace DiscriminationReligious DiscriminationSex DiscriminationSexual HarassmentTitle VIIWARN Affirmative ActionAge DiscriminationClass ActionsCOBRADisability DiscriminationEmployee BenefitsFLSA & Wage & HourFMLAImmigration
119.
120. Civil penalties against an employer of up to $1,000 per misclassified employee for a first violation and up to $2,500 per misclassified employee for each subsequent violation
127. The Act also gives the U.S. Department of Labor's (DOL) Wage Hour Division (WHD) the authority to investigate and gather data regarding the wages and hours of employment for entities subject to the requirements of the Act.
128. Employers that violate minimum wage or overtime pay provisions may have to pay back wages and penalties.
132. More than 75% of survey respondents reported not being compensated for overtime worked in the previous week—and they averaged 11 hours of weekly overtime.
141. From 1990 to 2009, the percentage of sexual harassment claims filed by men has doubled from 8 percent to 16 percent of all claims, according to the Equal Employment Opportunity Commission.
145. Any party acting as an agent of the employer such as a real estate agent or consultant can be a perpetrator in a harassment claim.
146.
147.
148. Hostile work environment harassment is harassment that typically must be intentional, severe, recurring and pervasive, and interfere with an employee's ability to perform his or her job
153. For example, Quality Control Supervisor Langston Satterwhite, of Maple Heights, Ohio, had an excellent performance history, but a white supervisor unfairly disciplined him for trivial matters, such as having facial hair or using a cell phone, even though white co-workers were not reprimanded for doing the same things.
159. USA Today: The number of ADA charges filed in 2009 hit an all time high with almost 21,500 ADA related charges being filed with the EEOC
160. The good news: 60% were found to have no basis under its rules, and about half of the cases it did take resulted in an outcome favorable to the employee.
167. Recent case: Amelia Ravan claimed that her supervisors at Forest Pharmaceuticals wanted to get rid of her and that she worked in what was essentially a hostile environment.
168. When she couldn’t take the stress anymore, she was diagnosed with anxiety and depression and took FMLA leave.
191. Charlene Wisbey brought suit against her employer of twenty-seven years, claiming that her rights under the Americans with Disabilities Act (ADA and the Family Medical Leave Act (FMLA), were violated when she was terminated based on the results of a “fitness for duty exam.”
192.
193. ADA / FMLA / WC ADA – 15+ Employees Department of Justice FMLA – 50+ employees Department of Labor WC – 1+ Employee Department of Labor
194. Easy Steps to Remember Work related? How many employees do you have? How long has employee been here? Chronic or just serious? Validate the diagnosis If ADA, FMLA and WC, GET HELP!!!
195. Common Mistakes Employers Make Reactive rather than proactive “Training does not produce revenue” Improper termination Be sure to have a consistent corrective action policy Assuming there is no strong basis for immediate termination, giving at least one warning is important to demonstrate fair treatment Jurors LIKE employees
196. Common Mistakes Employers Make Lack of quality documentation Favoritism False comfort Employment-at-will Do the right thing!
197.
198.
199. The proposed legislation would increase employers’ potential liability for compensation decisions.
228. Why Compliance Matters Obama Administration has promised increased enforcement activity and has substantially increased DOL resources The plaintiff’s bar has launched an aggressive nationwide campaign, using websites to encourage hourly employees to join wage and hour lawsuits Settlements in private and DOL enforcement actions routinely run in the $2 million to $5 million range, and have exceeded $85 million
229. FLSA Basics Minimum wage and overtime requirements Hours of work and how to calculate overtime Recordkeeping requirements Exemptions from overtime requirements Child labor laws
230. Why You Need to Know Wage and hour issues are critical to the operation of the organization FLSA determinations may be difficult The law affects employee compensation You play an important role in compliance
232. Nonexempt and Exempt Nonexempt employees -Hourly Exempt employees -$455/week -Cannot be subject to reduction because of variations in the quality or quantity of work -Docking issues WHO DETERMINES CLASSIFICATION?
234. What Hours Count? Employees must be paid for work “suffered or permitted” by the employer even if the employer does not specifically authorize the work. If the employer “knows or has reason to believe” that work is occurring, the employee must be paid for the hours—even if off-site or off-shift. MANAGE THE ISSUE
235. What Hours Count? Waiting time “engaged to wait” or “waiting to be engaged” On-call time Who is designated “on call” Travel time “portal to portal” “Changing” time
236. Rest Periods Meals Required under FLSA? 30 minutes UNINTERRUPTED Automatic deductions Work breaks 5-20 minutes Not a guarantee Sleep time
237. Recording Work Time Means of tracking hours Regular starting and stopping times Discrepancies Automatic deductions (meal)
238. Rounding Errors Issue arises when employer tracks time in 15 minute increments RULE: 1-7 minutes may be rounded down to 0 8-14 minutes rounds up to 15
239. Deductions from Pay Absences due to illness or disability Absences for personal reasons Disciplinary suspensions and penalties First and last weeks of employment Unpaid leave
240. Child Labor Laws Purpose of child labor laws Workers under age 18 Minimum wage Overtime
241. Work Restrictions Work restrictions for all minors under 18 Other restrictions vary depending on minor’s age
242. Hours of Work Restrictions for minors who are 14 or 15 No restrictions for minors who are 16 or 17
243. Key Points to Remember FLSA is a federal law that applies to most organizations This law governs minimum wage, overtime, and child labor issues Most employees are covered Be aware of the impact of this law
244. What is next on the horizon? Wage Theft Prevention Act (H.R. 3303) Family-Friendly Workplace Act (H.R. 933) Living American Wage Act of 2009 (H.R. 3041) Working Families Flexibility Act (H.R. 1274) Not realistic before Healthcare Reform and Employee Free Choice (my opinion)
245. THE RESOURCE SQUEEZE: Managing Employee Benefits $ $ 137
246.
247. Germany is aging even faster: More than a fifth of the country (21.6%) will be over 65 by the year 2020.
275. Remember that your organization may have been moving downward for a year or two, and that it is going to take a substantial period of time to reverse the process.
278. Strategic Human Capital Management Corporate Office: 315 S. Phillips Avenue Sioux Falls, South Dakota 57104 Office (605) 275-4747 Info@TheWestonGroup.com www.TheWestonGroup.com