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Who we are, What we do, & How we can best service YOU!

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Presentation on theme: "Who we are, What we do, & How we can best service YOU!"— Presentation transcript:

1 Who we are, What we do, & How we can best service YOU!

2 Human Resources: Organizational Structure

3 Human Resources/Payroll  New Hire Paperwork  Benefits Information  Employment Verifications  Recruiting Advertisements  Unemployment Claims/Appeal Hearings  TRS Form Completion Requests  UFR Requests  Worker’s Compensation Reports/Updates  FMLA/ADA Requests  General Employee Changes: Position/Pay Address, Name, DOB, SSN corrections Qualifying Event Information (Benefits Changes) Termination Paperwork Human Resources Receives:

4 Human Resources/Payroll  Contracts (Adjunct, Community Coaches, etc.)  Timesheets  Pay Advance Requests  Leave Without Pay (hours or days for pay to be adjusted)  Changes in deductions that effect net pay Tax Changes (W4 and G4) Retirement Contribution Changes (403b and 457 plans, forms to be acquired by our VALIC rep, Thomas Smith) Bankruptcy/Garnishment Orders Changes in Direct Deposit Payroll Receives:

5 Payroll Status Change Forms (PSC) Important Information  Name of employee  Effective Date  Budget Numbers  Pay Rates (supporting documentation if available, management signature and date) Reasons for Submission  Address changes  Change in pay (hourly or salary)  Change in position---promotion, transfer, additional position  termination  leave without pay status

6 Termination Paperwork When someone is terminated what do I do? Let Human Resources ASAP & send the following info! 1. Termination PSC 2. Resignation Letter/Termination Document 3. Final and up to date Time and Leave 4. Collected GMC materials (uniform, keys, parking pass, school ID, etc..) (*Reminder, all “for cause” terminations must be reviewed by VPHR. Final decision is made by area manager or senior manager/direct report to the President.)

7 Performance Management  Performance Appraisals Annual Should reflect accomplishments/goals Should address shortcomings and items for improvement Avoid giving positive appraisals if there are concerns  Progressive Discipline Verbal Warning (needs to be documented) Written Warning/PIP Final Written Warning (possibly suspension without pay) Termination

8 Common Pitfalls of Performance Management  “I thought after we talked that one time, things would get better…”  “You know how “he/she” is, that’s just his/her personality…”  “At first I didn’t think it was going to be that big of a deal...”  “I didn’t want to say anything, because I thought it would get worse...”  “Things were fine for a while, so I just let these last few issues go...”  “They’ve been here so long, and this is how they’ve always been...” None of these things make poor performance OK!

9 Performance Management  Praise and acknowledge the things that are going well  Set realistic goals and manage against those expectations  Work through the performance management process in sequence  Progressive discipline will be guided by handbook policies  Provide adequate support, training, and encourage excellent communication  Be consistent

10 Worker’s Compensation Claims *See Incident Report*  Create an incident report immediately  Notify HR (Tammy Pennington or Natasha Tremble in Tammy’s absence.)  Relay updates  Secure a Return to Work from Physician

11 What is FMLA? The Family and Medical Leave Act The Family and Medical Leave Act (FMLA) provides an entitlement of up to 12 weeks of job-protected, unpaid leave during any 12-month period to eligible, covered employees for the following reasons: 1) birth and care of the eligible employee's child, or placement for adoption or foster care of a child with the employee 2) care of an immediate family member (spouse, child, parent) who has a serious health condition; or 3) care of the employee's own serious health condition. It also requires that employee's group health benefits be maintained during the leave. The FMLA is administered by the U.S. Department of Labor. ---United States Department of Labor;

12 What is GMC’s FMLA Policy? 9.3.2 UNPAID SICK LEAVE Under the Family and Medical Leave Act (FMLA), regular employees who have been continuously employed at GMC for one year and worked a minimum of 1250 hours are eligible for up to 12 weeks of unpaid leave of absence in the following circumstances: A) Upon the birth or placement for adoption or foster care of a child. B) To care for a spouse, child, or parent who has a serious health condition. C) When the employee is unable to work because of a serious health condition. The leave may be taken intermittently or on a reduced leave schedule. The Family and Medical Leave Act (FMLA) requires that every employee who returns from an authorized leave must be reinstated to the former position or an equivalent position with pay and benefits. Certain highly compensated employees, those in the top 10% of the work force, may be denied reinstatement to the same or equivalent position after a leave if the denial is necessary to prevent economic injury to the employer's operations. An employee who has been on extended sick leave must present a physician's statement of physical ability to perform the required functions of the job before the employee returns to work. When on unpaid sick leave, an employee does not accrue sick leave or vacation leave.

13 How is FMLA Managed at GMC?  With Strict Confidence No specific questions about condition to the employee No discussions with other employees No emails referencing condition (it is ok to inquire about the leave and the status of the employee on leave in general)  When a Manager suspects an FMLA Contact Tammy Pennington Tammy will send FMLA Letter and Forms request Tammy will set dates/deadlines and communicate with management and employee  All correspondence with FMLA paperwork and updates are handled by the Benefits Administrator, Tammy Pennington  FMLA Leave calculated on a rolling calendar for a 12 month period (Updates on return to work status will be communicated from HR to Management, unless the employee first informs Management, then HR must be communicated with afterwards)  FMLA leave and paid time is completely separate FMLA leave is the time in which the employee is under protected leave Paid Leave is the pay status of the employee while on leave  Management and Human Resources must work together to avoid FMLA abuse

14 When Should I notify HR of possible FMLA Issues?  If an employee is absent more than 3 consecutive days  If an employee mentions an impending condition  If there becomes a pattern of absences or behavior that starts to jeopardize work performance and you suspect it COULD be medically related.  Bottom line, IF YOU ARE NOT SURE, CONTACT TAMMY PENNINGTON!

15 FMLA Return to Work Status  Employees could be released with restrictions (light duty), can we accommodate them?  Employees stating they have been released to full duty must present a Dr’s note stating they are released with no restrictions.  The employee must be able to perform their essential job functions.  Remember, often employees are provided intermittent leave by their attending physician(s).

16 Section 504 Vocational Rehabilitation Act What does section 504 Voc Rehab say? The Americans with Disabilities Act of 1990 gives civil rights protections to individuals with disabilities similar to those provided to individuals on the basis of race, color, sex, national origin, age, and religion. It guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, State and local government services, and telecommunications. Title II of the ADA prohibits discrimination against qualified individuals with disabilities in all programs, activities, and services of public entities. It applies to all State and local governments, their departments and agencies, and any other instrumentalities or special purpose districts of State or local governments. ---

17 What is GMC’s Policy on Section 504? Georgia Military College complies with all Federal and state laws concerning the employment of persons with disabilities, including the Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act of 1973 and will reasonably accommodate qualified individuals with disabilities. It is the policy of the College not to discriminate against qualified individuals with disabilities in regard to application procedures, hiring, advancement, discharge, compensation, training, or other terms, conditions, and privileges of employment. Georgia Military College will reasonably accommodate qualified individuals with a temporary or long- term disability so that they can perform the essential functions of a job. An individual who can be reasonably accommodated for a job, without undue hardship to the College, will be given the same consideration for that position as any other applicant. All employees are required to comply with safety standards. Applicants who pose a direct threat to the health or safety of other individuals in the workplace, which threat cannot be eliminated by reasonable accommodation, will not be hired. Employees who pose a direct threat to the health of safety of the other individuals in the workplace will be placed on appropriate leave until an organizational decision has been made in regard to the employee’s immediate employment situation. The Human Resources Department is responsible for implementing this policy, including resolution of reasonable accommodation, safety, and undue hardship issues.

18 How is Section 504 Managed at GMC?  Employee directly or indirectly makes a “request.”  Refer the employee to Tammy Pennington  The request for accommodation is reviewed Is the request reasonable? Does is create a hardship to the college?  Request approved or denied by HR  Follow-Up with Management and Employee

19 The Hiring Process: UFRs  The position becomes vacant because it is either A) A newly created position or B) Filling a vacancy.  The position requisition will be sent to Human Resources and the budgeted salary will be verified. Please send supporting budget/salary information [email(s), notes, documents, UFR approvals, etc.] when applicable.  If the position is a UFR, send a description of why the position is needed via e-mail to Mark Strom.  Mark Strom will review and comment. After comment and discussion, the hiring manager has a chance to re-write the request. If approved, Mark will forward the request to the President for approval. Please be aware that sometimes HR does not support the UFR request; however, it is always your right to take the request to the President.  The President will approve or deny the request.

20 The Hiring Process: Posting Openings  The hiring manager will create an ad for Amber Raley to post on GMC’s website and other selected Media. Any advertisements on other selected media (, The Chronicle for Higher Education, etc.) will come directly from the hiring manager’s department budget, not HR’s.  The hiring manager will also notify Amber Raley of who should be on the hiring committee to receive incoming applications.  Amber Raley will read through the advertisement and make sure the requirements are clearly stated in the ad; she will then create screening questions within the application based on the requirements, and forward incoming applications from qualified applicants to the designated hiring committee. The absolute minimum qualification for ALL openings at GMC, regardless of department, is a high school diploma/GED equivalent.

21 The Hiring Process: Making a Decision  As applications begin filtering in, hiring managers may contact qualified applicants at any time to conduct phone screens and interviews. Hiring managers may choose how they wish to define “qualified applicants.” HR suggests creating a matrix to keep the process as fair as possible. (See Matrix doc.) Given the transactional volume and increased responsibilities of HR, we are unable to conduct phone screens. The hiring manager (and committee, when applicable) know exactly what they are looking for and what questions to ask to find the right person. Should the hiring manager and/or committee have any questions about what can/cannot be asked during a phone screen and/or interview, contact Amber Raley. Hiring managers may alert Amber Raley whenever they believe they have a sufficient number of qualified applicants. At that time, she will make the ad private.  Once a decision has been made by the hiring manager/committee, the hiring manager will provide Human Resources with the following: A list of all applicants contacted as potential candidates The method used to contact them (phone, e-mail, etc.) The time and date the applicants were contacted Notes on every phone screen/interview conducted Reason(s) each candidate screened/interviewed either were or were not selected See Interview Notes doc.

22 The Hiring Process: Making a Decision (cont.)  Amber Raley will log the candidate activity in Hirebridge (per our Affirmative Action Plan requirements).  The hiring committee will present the selected candidate to Human Resources to review.  Human Resources will go through the applications of the individuals that were interviewed and ask the committee questions about their selection process if necessary.  The hiring manager or Human Resources will offer the selected candidate the position. Sometimes in the job offer process, the candidate will ask to negotiate salary above the minimum base pay for the grade. If this happens, there may be a UFR request made to the VP-HR and then to the President to hire in above the minimum of the grade and go beyond the budgeted amount. As with all UFR requests, not all are granted, but hiring managers always have the option to present the request.

23 The Hiring Process: Closing the Job  Once there is a verbal acceptance, Human Resources will draft an offer letter for the candidate.  The offer letter will be signed by the hiring manager, scanned, & emailed to the address given on their application and the original copy will be mailed to the applicant’s residence. The applicant will be informed that their hire is contingent upon clearing a criminal background check.  Human Resources will ask for a written acceptance from each candidate and each manager should work closely with the new hire to establish a start date; this start date should be communicated with HR as soon as it is agreed upon.  Once HR receives a written acceptance, Amber Raley will close the job advertisement on Hirebridge.  If the candidate rescinds their acceptance, the job order can either be reopened or reclassified. The hiring manager can go back to the pool of recent applicants for their second choice, create a new ad, or start the process over again.

24 The Hiring Process: Red Carpet  Once the new hire has accepted the offer, he/she must submit a criminal consent form and a valid form of identification to their hiring manager who will submit it to HR. HR will then submit those forms to Campus Police who will run a criminal background check. Any new hire who does not clear a criminal background check will not be hired.  Upon being cleared by Campus Police, HR will put the new hire into Datatel and will make the initial employee load into SilkRoad©’s Red Carpet Onboarding System. Using their application, HR will enter the employee’s name and e-mail address, then “launch” them into an onboarding event.  This launch will send them an e-mail requesting that they log in to Red Carpet using an auto-generated name and password that they will be forced to change immediately. They will be taken to an employee portal where they will receive further instruction.

25 The Hiring Process: Red Carpet New Hire’s Initial E-Mail:

26 The Hiring Process: Red Carpet New Hire’s Initial Login

27 The Hiring Process: Red Carpet New Hire’s Employee Portal

28 The Hiring Process: Red Carpet New Hire’s E-mail Notifications  As you can see on the left hand side of the Employee Portal, the new hire will have access to a “Task List.” All new hire paperwork can be found under this list! Not all tasks can be completed during the first visit to the portal, but upon completing the first task, several others will appear. Every time a new task is made available, the new hire will receive an e-mail with a link to access the portal via username and password, and will be able to complete the tasks electronically.  Some paperwork has to be submitted in a timely fashion. Red Carpet is set up to remind new hires of certain tasks as they progress through each task. They will receive e-mails reminding them that tasks are due in 1, 3, or 5 days, and they will also receive another e-mail should any task be overdue.

29 The Hiring Process: Red Carpet New Hire’s Notification of Tasks

30 The Hiring Process: Red Carpet Management’s Role  As a manager responsible for submitting portions of the new hire paperwork, HR will also load you into Red Carpet and will assign you certain abilities within the program. You will receive the same initial e-mail as the new hire and will receive the same e-mails when your portion of the paperwork is ready for completion.  The paperwork you will be responsible for completing includes: Payroll Initialization Form ○ HR will submit to Payroll IT Access Form ○ Instructions for this task include how to create a tech help and submit it to IT. Employer Portion of I-9 ○ This includes collecting, verifying, and making copies of the appropriate forms of identification for the new hire.

31 The Hiring Process: Red Carpet Management’s “Back End” of Portal: No New Hires Entered

32 The Hiring Process: Red Carpet  Once all paperwork is submitted electronically by both the new hire and hiring manager, HR will notify the hiring manager and inform him or her that everything has been received.  At this point, the hiring process is considered closed.  Any hiring manager needing to access an employee’s Datatel or ADP number will be able to log into Red Carpet, search for that employee under “Find Employee,” search for them by name, select “Edit Profile,” and will then have access to that information.

33 The Hiring Process: Red Carpet Management’s “Back End” of Portal: Finding Employee Info 1. Find Employee

34 The Hiring Process: Red Carpet Management’s “Back End” of Portal: Finding Employee Info 2. Search for Employee

35 The Hiring Process: Red Carpet Management’s “Back End” of Portal: Finding Employee Info 3. Accessing Employee Info A B

36 The Hiring Process: Red Carpet Management’s “Back End” of Portal: Finding Employee Info 3. Finding ADP Number

37 The Hiring Process: Red Carpet Management’s “Back End” of Portal: Finding Employee Info 5. Finding Datatel Number

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