HR Check-ups: What We Find Presented by: Judy Giddings, PHR, CP

Welcome & Introductions

HR’s #1 Objective

HR Check-Up

Employee Handbooks Don’t Exist Law Firm “cookie cutter” legal jargon LegalZoom online versions Disclaimers everywhere - terrible for recruiting employees Out of Date with employment laws Not Employee or Associate Friendly

Job Descriptions Don’t Exist Out of Date Designation of “reports to” ADA Compliant Job Safety Analysis Connection - DUPONT Employee signature @point of employment offer

Job Descriptions Performance Management & Appraisal Programs tied directly to JD WC – minimum essential job functions FLSA category designated Exempt or Non Exempt JD’s and 1099 Outside Contractor

Required Posters By State and Federal Government

Record Retention Develop a Records Retention Policy & Procedure – Employee Records Retention Period Current Personnel Files Maintain while employed Terminated Personnel Files 7 years Employment Applications 1-3 years Employment Taxes, Payroll Records

Record Retention – I-9’s Employee Records Retention Period I-9’s Current Employees Permanent Terminated Employees Retain 3 years after hire and/or 1 year after termination, whichever is later.

Records – I-9’s I-9 Files non existent Documents accepted List A or List B and C Inconsistent practice in supporting documents Records separate from Personnel Files, I-9’s and Med Files Employee has not signed and/or dated HR portion of form blank

HR Policies & Procedures Don’t Exist Not User Friendly Focused more on the Policy than the Goal Unknown & Never Communicated NOT Followed Mixed in with office equipment policies

(Usually non existent or exceptions are the rule.) Hiring Process Corporate formal written hiring process. (Usually non existent or exceptions are the rule.) Formal assessment tools used prior to employment - Devine Inadequate or no background checks prior to hire (non-profits/volunteers) InfoMart Formal orientation program

Hiring Process Follow up on new hires 30, 60, 90 days – 6 months, i.e. employee retention Explanation of the cost of benefits in orientation

Training & Development Training tied to essential job functions with time tables for completion. Progress reports on training by individual or team Training tied into performance evaluations or organizational development activities

Organizational Development Strategic plan led by HR defining what, where, when and how specific organizational activities to support the Vision, Mission and Culture Continuous Improvement, TQM.

Organizational Development T&D “Flavor of the Month” – disorganized approach Succession Planning and fast track advancement in the company.

Compensation & Benefits Compensation & Benefits Survey conducted on an annual basis – are we competitive in the job market? Pay rates and ranges based on the market and comparable jobs

Compensation & Benefits Total company cost of compensation and benefits - “Hidden Pay Check Letter to the Home”

Compensation & Benefits Compensation tied to job performance. Across the board increases.

Comp & Benefits Survey Watson Wyatt, Towers & Cooper, Mercer survey data used for senior level management salaries and total compensation packages

Leave(s) of Absences Written attendance policy Leave(s) policy – PTO, FMLA eligible, Military, Bereavement, etc.

Employee Relations Consistent pre-hire screening, assessing and thorough background checking. Orientation, on boarding. Feedback review of 30, 60 and 90 days “how are things going? Explanation of pay ranges and how you can advance with our company. Training in basic safety rules.

Employee Relations Non union philosophy statement shared with associates. We at XYZ company believe that we can solve any and all problems without the interference from any outside third party group.

Employee Relations & Safety Preamble of OSHA’s Federal Register with OSHA rules and regulations will show you that the AFL/CIO helped initiate the start of OSHA.

Safety Job Descriptions do not address physical and mental needs of the job to satisfy ADA, or workers compensation. Safety committees addressing issues, perform inspections and investigate accidents.

Safety MSDS, HazCom, Bloodborne Pathogen program Emergency evacuation procedures or annual practice drills. Disaster recovery or business continuity program.

Good News All of this can be corrected through these steps: Awareness: Identify the problem. Communicate: Describe why we need to correct Organize: Prioritize on how will we do it Execute: Do it!

Questions & Answers Strategic HR Partners Judy Giddings, PHR, CP www.strategichrpartners.com