1 A DMINISTRATION of E MPLOYEE N EEDS

2 Lecture Outline  Differentiate between the different types of leave generally available in Australian companies.  Interpret and calculate annual and long service leave entitlements.  Receive, check and process leave applications.  Advise employees about leave entitlements.  Maintain leave records. (cont.)

3 Lecture Outline (cont.)  Provide advice to management and employees when there are changes to human resources administration and legislative requirements.  Respond appropriately to enquiries by employees.  Identify servicing requirements for the human resources function. (cont.)

4 Lecture Outline  Confirm needs through communication with stakeholders.  Identify human resources processes that meet employee needs.  Identify key human resource service evaluation points.

5 L EAVE Legislation in each state covers both attendance at work and absence from work. This requires organisations to undertake careful planning and to maintain effective control and record-keeping systems.

6 Types of Leave  Authorised leave is absence by an employee that is authorised by an appropriate manager.  Unauthorised leave is leave taken by an employee that is not authorised by an appropriate manager.

7 Annual Holidays/Annual Leave Annual leave is annual recreation time provided to refresh employees; also called annual holidays or recreation leave. All employees who are continuously employed by a single employer, normally for a minimum of twelve months, are entitled to paid holidays.

8 Long Service Leave Long service leave is additional leave provided to continuously employed persons, normally after 10 or 15 years service. Long service leave has been established to allow extended breaks away from work for employees who have provided significant and continuous service.

9 Parental Leave All states and territories have legislation that allows for unpaid parental leave. Parental leave includes maternity leave, paternity leave and adoption leave. It may be taken in one of its’ forms by one member of a couple at any one time.

10 Sick Leave Sick leave is paid leave taken by employees either due to a personal illness or for the illness of a person they care for. Paid sick leave is a benefit available to both full-time and part-time employees after a qualifying period.

11 Flexible Hours Flexible working hours refers to an arrangement in which employees work for the number of hours agreed under the award or enterprise agreement, usually spread over a two- or four-week period, but take some standard working hours off.

12 Rostered Days Off Rostered days off allow non- attendance, approved in advance, on a normal working day. RDOs are authorised absences that occur as a result of having already worked the full number of hours required under the award or agreement.

13 JuryDuty Jury Duty An employee may from time to time be placed on a list of persons who may be called for jury duty. An employee must notify their employer immediately and provide a copy of the notification. The employer is obliged to release the employee for jury duty. Jury duty is normally unpaid by the employer. Instead the employee is compensated by the legal system.

14 Leave Administration An application for leave is a formal request by an employee to take leave. This form is submitted to an employee’s supervisor for approval.

15 Leave Administration Process (cont.) An application form is completed by the employee. The supervisor assesses the staffing situation and usually recommends leave according to the organization's policies and procedures. The application is submitted to the section (or person) that oversees the process (normally the HR department in large to medium organizations).

16 Leave Administration Process (cont.)  The officer checks that the correct type of leave is being applied for, and that the employee has sufficient entitlements accrued.  If the employee does not have sufficient entitlements, then paid leave is refused.  If the timing of the requested leave is inappropriate, the supervisor negotiates a more appropriate time with an employee. (cont.)

17 Leave Administration Process (cont.)  The employee leave database is updated by the officer responsible.  If an employee produces a medical certificate for an illness that occurred during long service leave or annual leave, the leave is credited and sick leave debited for that period.  Privacy laws indicate that an employee’s personnel records can only be accessed by authorised personnel.

18 Communicating HR Issues All employees need to be provided with relevant information regarding their employment. A human resources section or nominated employee will be responsible for communicating HR issues and administering HR policies and processes.

19 Communicating HR Matters HR matters may be communicated by the nominated officer in a number of forms. These may include: consultative committees. s, newsletters, noticeboards training and development sessions seminars, intranet agenda items at staff meetings manuals, information sheets, telephone hotlines

20 Servicing the Organisation Servicing the organisation refers to the provision of HR services needed by an organisation to fulfil corporate goals while maintaining legislative requirements.

21 Establishing HR Requirements Human resource service requirements may include the following: Establishing and monitoring an appropriate recruitment, selection and induction program.Establishing and monitoring an appropriate recruitment, selection and induction program. Developing an effective performance feedback system.Developing an effective performance feedback system. Ensuring an appropriate Employee Assistance Program (EAP) is in place.Ensuring an appropriate Employee Assistance Program (EAP) is in place. Ensuring that discipline and termination of employment processes meet organisational and industrial requirements.Ensuring that discipline and termination of employment processes meet organisational and industrial requirements. (cont.)

22 Establishing HR Requirements (cont.) Ensuring that privacy, EEO and discrimination or harassment processes and advice reflects legislative requirements.Ensuring that privacy, EEO and discrimination or harassment processes and advice reflects legislative requirements. Ensuring that the remuneration and benefits system and payroll and salary packaging provisions meet organisational and award requirements.Ensuring that the remuneration and benefits system and payroll and salary packaging provisions meet organisational and award requirements. Ensuring that OHS and workers’ compensation provisions meet (and exceed) legislative requirements.Ensuring that OHS and workers’ compensation provisions meet (and exceed) legislative requirements.

23 Monitoring Service Delivery Monitoring service delivery requires an assessment of whether various HR services operate efficiently and effectively in an organisation. (cont.)

24 Monitoring Service Delivery (cont.) Monitoring and establishing service deliveryMonitoring and establishing service delivery requires:requires: developing service objectives for each HR function, program or activitydeveloping service objectives for each HR function, program or activity establishing HR service performance standards and key performance indicatorsestablishing HR service performance standards and key performance indicators implementing a process for the ongoing monitoring of the quality of HR servicesimplementing a process for the ongoing monitoring of the quality of HR services

25 Securing Feedback Regarding HR Activities One of the ways that feedback can be obtained regarding HR activities is by use of a questionnaire. To thoroughly prepare a questionnaire, you firstly need to establish who the respondents are by conducting a stakeholder analysis.