Transport Personnel Pro (53M) PDF
Preview Transport Personnel Pro (53M)
53-M (16110) 53-M (16110) This publication updates in March/September Transport Personnel Pro Copyright 2014 J. J. Keller & Associates, Inc. 3003 Breezewood Lane P.O. Box 368 Neenah, Wisconsin 54957-0368 Phone: (800) 327-6868 Fax: (800) 727-7516 JJKeller.com Library of Congress Catalog Card Number: 2010920572 ISBN 978-1-60287-728-3 Canadian Goods and Services Tax (GST) Number: R123-317687 All rights reserved. Neither the publication nor any part thereof may be reproduced in any manner without written permission of the Publisher. United States laws and Federal regulations pub- lished as promulgated are in public domain. However, their compilation and arrangement along with other materials in this publication are subject to the copyright notice. Printed in the U.S.A. Report Content Piracy 800-388-7478 www.siia.net/piracy ii 9/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Transport Personnel Pro Introduction Onecommoncharacteristicfoundintheadministrativesegmentofmanymotorcarriers,especiallysmall and medium sized carriers, is an employee who is charged with more than one defining area of respon- sibility. Often you can find that the Safety Manager of a motor carrier will also be the “go to” person in EPA matters regarding stormwater runoff, acceptable levels of air pollutants or chemical emissions, OSHArules and regulations, and other issues that are seemingly far removed from overseeing the safe operation of a commercial motor vehicle. Other administrative positions may share the responsibilities of training, licensing, recordkeeping, and filinglegalandoperationaldocumentswithgovernmentagencies.Anotherexampleofcross-overrespon- sibilitiescriticaltoallmotorcarriersisHumanResourcemanagementandhowtheHRworldparallels, and sometimes challenges, the DOT world. For example, Title VII of the Civil RightsAct protects the rights of employees and prohibits employers fromdiscriminatingagainstindividualsbecauseoftheirreligion.TitleVIIrequiresemployerstoaccom- modatethereligiouspracticesorbeliefsofemployeesunlesstheemployercanproveunduehardship.The law also protects the right not to follow a particular religion. In short, you cannot treat employees or applicants differently because their religious beliefs or practices might be different from your own. So, how should the Safety/HR manager of Ma & Pa Carriers respond to their newly hired driver who suddenlyinformsthemthathecannotworkoncertaindaysoftheweekduetohisreligiousbeliefs?How canMa&PaCarriersaccommodatetheirnewemployeewithoutcausingadiscriminationlawsuitbeing filed with the EEOC? Even if company policy allows for termination of employees who provide false informationduringthehiringprocess,Ma&PaCarriersshouldstillmakeanefforttoaccommodatethe employee.Iftheindividualfilesacomplaintofreligiousdiscrimination,Ma&PaCarriers’defensemight bethatiftheemployeehadbeenhonestabouthisreligiousbeliefs,hewouldnothavebeenhiredinthe first place. That may imply that Ma & Pa Carriers had no intention of attempting to find an accommo- dation. There is more that this example fails to discuss on this matter. However, the point in all this is, hiring procedures, accommodations, background checks, and more recently — social media policies — are all mattersthatmotorcarriersmustbepreparedtohandle,oftentimeswithouttheexpertiseoffully-trained professionals. If the small to medium size motor carrier cannot afford a full-time manager of HR, they wouldcertainlybenefitbymakingsuretheemployeeassignedtoHRdutieshasamplesupplyofknowl- edge and references to handle their wearing of more than one hat. Welcome to the Transport Personnel Pro! Revision bars, like the one at the left of this paragraph, are used in this publication to show where significantchangesweremadeonupdatepages.Therevisionbarnexttotextonapageindicatesthatthe text was revised. The date at the bottom of the page tells you when the revised page was issued. Due to the constantly changing nature of government regulations, it is impossible to guarantee the absolute accuracy of the material contained herein. The Publisher and the Editors, therefore, cannot assume any responsibility for omissions, errors, misprinting, or ambiguity contained within this publi- cation and shall not be held liable for any loss or injury caused by such omission, error, misprint, or ambiguity presented in this publication. This publication is designed to provide reasonably accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the Publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. The Editors & Publisher J. J. Keller &Associates, Inc. iii 9/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Transport Personnel Pro Published & Printed by J. J. Keller & Associates, Inc. 3003 Breezewood Lane, P.O. Box 368 Neenah, Wisconsin 54957-0368 Phone: (800) 327-6868 Fax: (800) 727-7516 JJKeller.com publishers ROBERT L. KELLER JAMES J. KELLER EDITORIAL vice president – editorial resources WEBBA. SHAW director – editorial resources PAUL V.ARNOLD project editor ROBERT J. ROSE sr. editorial manager – transportation BETTY J. B. WEILAND sr. editor – transportation management THOMAS E. BRAY sr. editor – transportation safety DAREN B. HANSEN sr. editor – hazardous materials transportation THOMAS J. ZIEBELL editor – transportation safety KATHY L. CLOSE editor – transportation management RICHARD J. MALCHOW editor – transportation operations HEATHER L. NESS editor – transportation safety JILL M. SCHULTZ associate editor RANDALL J. SKOOG sr. metator/xml analyst MARY K. FLANAGAN sr. layout editor MICHAEL P. HENCKEL PUBLISHING GROUP chairman ROBERT L. KELLER vice chairman & treasurer JAMES J. KELLER president & ceo MARNE L. KELLER-KRIKAVA evp & chief operating officer RUSTIN R. KELLER chief financial officer DANAS. GILMAN sr. director of product development CAROLA. O’HERN sr. product development manager JENNIFER M. JUNG product development specialist ASHLEY C. PUCKER director of manufacturing TODD J. LUEKE sr. electronic publishing & prepress manager GERALD L. SABATKE The Editorial Staff is available to provide information generally associated with this publication to a normal and reasonable extent, and at the option of, and as a courtesy of, the Publisher. iv 9/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Transport Personnel Pro Table of Contents Management & leadership Overview Your job as a personnel manager Goals for a personnel manager Who are the employees? Recruiting How to attract quality people Qualifying applicants Hiring DOT rules & regulations Non-DOT hiring regulations Training New employee training Current employee training Ongoing employment Wages Hours Job evaluations Benefits Managing employee discipline Workers’ compensation Discrimination and employee protection Alcohol and drug testing Retention Employee development Labor relations Post employment Separation Exit interviews v 9/11 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Transport Personnel Pro Previous employer requirements Unemployment compensation Recordkeeping and documentation DOT requirements Employment laws Government contractor rules Leave rights under the law Wage and hour standards Entitlements Reference Posters Sample forms Policies Subject Index vi 9/11 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Transport Personnel Pro Management & Leadership Overview.......................................................(Minor Tab) Seek only the best...........................................................1 How to use this manual.....................................................4 Your job as a personnel manager..................(Minor Tab) The leader and the manager...............................................1 FMCSA regulations vs. HR rules..........................................2 Definition of an employee...................................................3 Independent contractor......................................................4 Goals for a personnel manager .....................(Minor Tab) Set your goals ................................................................1 Managing compliance issues...............................................1 Leading a stable workforce.................................................2 A great place to work........................................................6 A workforce strategy: Create talent .......................................8 The CSA program...........................................................11 Who are the employees?................................(Minor Tab) Who is a driver?..............................................................1 Owner/Operators — Are they your employees? ........................8 Other driving employees and their roles................................20 Who are the other employees and what are their roles?............22 Management & Leadership–1 9/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc. Transport Personnel Pro Reserved Management & Leadership–2 9/14 Original content is the copyrighted property of J. J. Keller & Associates, Inc.
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