The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know PDF
Preview The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know
The M anager s ’ HR G uide to This page intentionally left blank The M anager s ’ HR G uide to Hiring,Firing,Performance Evaluations,Documentation, Benefits,and Everything Else You Need to Know Max Muller American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco • Shanghai • Tokyo • Toronto • Washington,D.C. SpecialdiscountsonbulkquantitiesofAMACOMbooksareavailabletocorporations,professional associations,andotherorganizations.Fordetails,contactSpecialSalesDepartment,AMACOM, adivisionofAmericanManagementAssociation,1601Broadway,NewYork,NY10019.Tel: 212-903-8316.Fax:212-903-8083. E-mail:[email protected]:www.amacombooks.org/go/specialsales ToviewallAMACOMtitlesgoto:www.amacombooks.org Thispublicationisdesignedtoprovideaccurateandauthoritativeinformationinregardtothesubjectmatter covered.Itissoldwiththeunderstandingthatthepublisherisnotengagedinrenderinglegal,accounting, orotherprofessionalservice.Iflegaladviceorotherexpertassistanceisrequired,theservicesofacompetent professionalpersonshouldbesought. Variousnamesusedbycompaniestodistinguishtheirsoftwareandotherproductscanbeclaimedas trademarks.Thefollowingtrademarksareusedinthisbook:O*NET,O*NETOnLine,FlexiLedger, IntuitQuickBooks,IntuitQuicken,QuickenElite,CRSTLCompliancePositioningSystem,FLS eDP.Payrolltax,IntraxProcedureNet,PaisleyCardmap,Accutrac,OmniRM,AcornSystemsCorporate PerformanceManagement,AMSServicesAMSSagitta,CartesisESMagnitude,AuditWare, MethodWareProAuditAdvisor,RSMMcGladreyAuditorAssistant,andE-Verify.AMACOMuses suchnamesthroughoutthisbookforeditorialpurposesonly,withnointentionoftrademarkviolation.All suchsoftwareorproductnamesareininitialcapitallettersorALLCAPITALletters.Individual companiesshouldbecontactedforcompleteinformationregardingtrademarksandregistration. LibraryofCongressCataloging-in-PublicationData Muller,Max,1947- Themanager’sguidetoHR:hiring,firing,performanceevaluations,documentation,benefits,and everythingelseyouneedtoknow/MaxMuller. p.cm. Includesindex. ISBN-13:978-0-8144-1076-9(hbk.) ISBN-10:0-8144-1076-6(hbk.) 1.Personnelmanagement.2.Supervisionofemployees.3.Laborlawsandlegislation—UnitedStates. I.Title. HF5549.M786 2009 658.3—dc22 2008042204 (cid:1)2009MaxMuller Allrightsreserved. PrintedintheUnitedStatesofAmerica. TheSocietyforHumanResourceManagement(SHRM)istheworld’slargestprofessionalassociation devotedtohumanresourcemanagement.OurmissionistoservetheneedsofHRprofessionalsbyproviding themostcurrentandcomprehensiveresources,andtoadvancetheprofessionbypromotingHR’sessential, strategicrole.Foundedin1948,SHRMrepresentsmorethan225,000individualmembersinover125 countries,andhasanetworkofmorethan575affiliatedchaptersintheUnitedStates,aswellasoffices inChinaandIndia.VisitSHRMatwww.shrm.org. Thispublicationmaynotbereproduced,storedinaretrievalsystem,ortransmittedinwholeorinpart,in anyformorbyanymeans,electronic,mechanical,photocopying,recording,orotherwise,withouttheprior writtenpermissionofAMACOM,adivisionofAmericanManagementAssociation,1601Broadway, NewYork,NY10019. Printingnumber 10 9 8 7 6 5 4 3 2 1 Contents CHAPTER 1 Hiring 1 Introduction•DefiningtheJob•WritingtheJobDescription• Recruiting•Interviewing•VerifyingEmploymentEligibility CHAPTER 2 Performance Evaluations 35 Introduction•TheJobDescription•EmployeeSelf-Review• StructuredPerformanceReviewsandDiscrimination CHAPTER 3 Training 41 Introduction•Strategy•Safety•SexualHarassment•Training Records CHAPTER 4 Benefits 51 Introduction:TheFamilyandMedicalLeaveAct•Covered Entities•TheTwelve-MonthPeriod•Notice•Schedulingthe Leave•TheWorkweek•EmployeeEligibility•Eligible ReasonsforLeave•UnpaidNatureofLeave•Maintaining HealthBenefits•SeriousHealthConditions•Health-Care Provider•KeyEmployees•ConsolidatedOmnibusBudget ReconciliationActof1985•HealthInsurancePortabilityand AccountabilityActof1996—PreexistingConditions CHAPTER 5 Compensation: The Fair Labor Standards Act 87 Introduction•MinimumWageandOvertime•Compensable Hours•EqualPayforMenandWomen(EqualPayAct)•Child Labor•Coverage•BenefitsandPayrollPracticesNotCovered bytheFLSA•Exemptvs.NonexemptStatusUndertheFLSA •WageandHourViolations vi CONTENTS CHAPTER 6 Employment Laws 117 Introduction•KeyFederalEmploymentLaws•ProhibitedActs •EnforcementMechanisms•ProofofDiscrimination•TitleVII Remedies•FederallyProtectedClasses•StateandLocal ProtectedClasses CHAPTER 7 Hot-Button Issues: Sexual Harassment and Workplace Violence 165 SexualHarassment:Introduction•SexualHarassmentDefined• TheEllerth/FaragherDefense•TheInvestigation•Workplace Violence CHAPTER 8 Privacy Issues 201 Introduction•BackgroundChecks•MedicalInformation DuringtheHiringProcess•MonitoringEmployeesinthe Workplace•InvasionofPrivacy•Defamation,Libel,and Slander•IntentionalInflictionofEmotionalDistressorOutrage •FalseImprisonment CHAPTER 9 Firing and Separation 231 Introduction•PolicyStatementsMayAlterAt-Will Employment•HowtoReestablishtheAt-WillPrivilege• ProgressiveDiscipline•TheTerminationSession•Wrongful Discharge•TheWorkerAdjustmentandRetraining NotificationAct CHAPTER 10 Documentation and Records Retention 247 Introduction•PersonnelRecordsinGeneral•Medical Information•OtherDocumentsThatShouldNotBeKeptina PersonnelFile•EEOCMinimumDocumentRetentionRules UnderTitleVII•DocumentRetentionPolicies•OSHA RecordKeeping INDEX 287 1 C H A P T E R Hiring Introduction Hiring dumb is easy. Hiring smart is hard. Allittakestohiredumbistoselectajobdescriptionwrittenbysome- one once upona time, a long time ago—one that is hopelesslyout of date when compared with the job as it currently exists—and then use that job definitiontorecruitacandidatewhofitsthejobdescription,nottheactual job. Hiring dumb also involves advertising job openings in ways that dis- criminate against potential candidates based on their race, religion, age, sex, national origin, physical disabilities, or other legally protected charac- teristics. Hiring smart involves defining the job properly, and then developing ajob descriptionthatismorethanabullet listofgeneralizeddescriptorsof technical skills. A well-researched and well-developed job description is the founda- tion stone of smart recruiting, interviewing, and hiring, as well as staff retention. 1 2 THE MANAGER’S GUIDE TO HR Defining the Job The first order of businessin hiring smart is to analyze the jobin terms of: • Skills and knowledge required • How the work is performed • Typical work settings Analytic Steps Identify and determine in detail the particular job duties, requirements, and the relative importance of these duties and requirements for a given job by undertaking the following steps: 1. Review existing job description, if any. 2. Review public source information and job classification systems. 3. Conduct incumbent surveys and interviews. 4. Conduct supervisor surveys and interviews. ReviewExistingJobDescription Although your existing job description could well be out of date, it does represent a starting point from which to derive basic technical skills, re- porting relationships, and other information. The existing description also provides you with a baseline against which to measure the current job—in other words, how the job has evolved or materially changed. ReviewPublicSourceInformationandJobClassification Systems Looking at howother companies describe jobs will help you writea good jobdescription.Herearesomeexamplesofpublicsourcesofthatinforma- tion: TheOccupationalInformationNetwork(O*NET(cid:2))System (www.onetcenter.org) • Database of occupational requirements and worker attributes HIRING 3 • Comprehensive source of descriptors, with ratings of importance, level, relevance, or extent, for more than nine hundred occupa- tions • Common language and terminology describing occupational re- quirements TheOccupationalOutlookHandbook(OOH)(http://www.bls.gov/oco/ home.htm) • Publication of the U.S. Department of Labor Bureau of Labor Statistics • Includes information about the nature of the work, working con- ditions,trainingandeducation,earnings,andjoboutlookforhun- dreds of different occupations • Released biennially with its companion publication the Career Guide to Industries These sources will give you a good idea of how to classify a job. ConductIncumbent SurveysandInterviews Find out what the people who have actually been doing the job think. Whattechnicalskillsdotheythinkarerequired,towhomdotheybelieve they report (irrespective of what an organization chart says), whom do they believe reports to them, whom do they interact with on an ongoing basis, how do they believe the job is actually performed, what percentage of their time is being spent on various tasks or undertakings, and so forth? Help them help you. Most staff members do not think of their jobs in anorganizedfashionorspendanytimetryingtomeasurehowmanymin- utes or hours per day they engage in any particular task versus any other. However,thatispreciselytheinformationyouneedtosuccessfullyanalyze the job and develop a meaningful job description. Consequently, provide incumbents with box checklists, surveys, and questionnaires to fill out. BoxChecklists Hereisanexampleofaportionofaboxchecklistrelated to bookkeeping, accounting, or auditing clerks.
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