1. Human Resources Top Five Mission Critical Priorities
Brought to you By: Banyan Consulting
Guest Speakers:
David Hammer SHRM-SCP SPHR
Mark Moser SHRM-SCP SPHR
The Davidson Group

2. Priority #1 - Compliance
PDA
FLSA
ADEA
USERRA
PPACA
Title VII
COBRA
OSHA
NLRA
FMLA
WARN
Wage and Hour compliance carries some of the biggest risks of all HR compliance issues. Financial penalties, even jail time. If not sure, conduct a wage and hour audit
Hiring Processes – when you collect what data and how you store it. No SS# on App, ban-the-box trend, I-9 and worker eligibility – use e-verify even if you’re not required to. Keep HIPAA info separate from other info
EPA
ADA

3. Priority #1 - Compliance
Wage and Hour risk
Exempt vs Non-exempt – better get this right
Properly Paying Overtime – can be tricky
Use of 1099 contractors
Wage and Hour compliance carries some of the biggest risks of all HR compliance issues. Financial penalties, even jail time. If not sure, conduct a wage and hour audit
Hiring Processes – when you collect what data and how you store it. No SS# on App, ban-the-box trend, I-9 and worker eligibility – use e-verify even if you’re not required to. Keep HIPAA info separate from other info

4. Priority #1 - Compliance
Hiring Processes
Application and employment forms
Background Screens
I-9 and worker eligibility
Employee files
Wage and Hour compliance carries some of the biggest risks of all HR compliance issues. Financial penalties, even jail time. If not sure, conduct a wage and hour audit
Hiring Processes – when you collect what data and how you store it. No SS# on App, ban-the-box trend, I-9 and worker eligibility – use e-verify even if you’re not required to. Keep HIPAA info separate from other info

5. Priority #1 - Compliance
EEOC Statistics 2015 – 89,385 Total Charges Race 34.7% Sex 29.5% National Origin 10.6% Religion 3.9% Color 3.2% Retaliation 44%
Wage and Hour compliance carries some of the biggest risks of all HR compliance issues. Financial penalties, even jail time. If not sure, conduct a wage and hour audit
Hiring Processes – when you collect what data and how you store it. No SS# on App, ban-the-box trend, I-9 and worker eligibility – use e-verify even if you’re not required to. Keep HIPAA info separate from other info

6. Which Laws Apply to Me 1-14 ✔ 15-19 20-24 25-50 50+ EEs FLSA Title VII
ADA
ADEA
COBRA
E-verify
PPACA
FMLA
WARN
1-14 ✔
15-19
20-24
25-50
50+

7. Priority #2 – Selection Practices
Best predictor is past success – it doesn’t have to be in your industry – so don’t overvalue technical skills in your industry.
Most small companies depend too much on the interview in selection. This is OK if the interview process is structured to be valid (well thought out questions that predict performance), several interviewers, etc., but the owner simply going with his gut means you’re hiring a good interviewer, not necessarily a good _____.
The right assessments, benchmarked for your job(s) can improve your good hire percentage
Scour their LinkedIn profile, look at their references and endorsements, see if the dates jibe with their application. Contact the references they provide along with any common connections you might have on LinkedIn.

8. Priority #2 – Selection Practices
Best predictor of future success is past success
Interviews can have low validity
Best predictor is past success – it doesn’t have to be in your industry – so don’t overvalue technical skills in your industry.
Most small companies depend too much on the interview in selection. This is OK if the interview process is structured to be valid (well thought out questions that predict performance), several interviewers, etc., but the owner simply going with his gut means you’re hiring a good interviewer, not necessarily a good _____.
The right assessments, benchmarked for your job(s) can improve your good hire percentage
Scour their LinkedIn profile, look at their references and endorsements, see if the dates jibe with their application. Contact the references they provide along with any common connections you might have on LinkedIn.

9. Reliability
Validity

10. Priority #2 – Selection Practices
Supplement interviews with appropriate assessment(s)
Best predictor is past success – it doesn’t have to be in your industry – so don’t overvalue technical skills in your industry.
Most small companies depend too much on the interview in selection. This is OK if the interview process is structured to be valid (well thought out questions that predict performance), several interviewers, etc., but the owner simply going with his gut means you’re hiring a good interviewer, not necessarily a good _____.
The right assessments, benchmarked for your job(s) can improve your good hire percentage
Scour their LinkedIn profile, look at their references and endorsements, see if the dates jibe with their application. Contact the references they provide along with any common connections you might have on LinkedIn.

11. Types of Assessments Competencies Excel Word PowerPoint
Keyboarding speed
Keyboarding accuracy

12. Types of Assessments
Behaviors

13. Priority #2 – Selection Practices
Use LinkedIn and contact references
Best predictor is past success – it doesn’t have to be in your industry – so don’t overvalue technical skills in your industry.
Most small companies depend too much on the interview in selection. This is OK if the interview process is structured to be valid (well thought out questions that predict performance), several interviewers, etc., but the owner simply going with his gut means you’re hiring a good interviewer, not necessarily a good _____.
The right assessments, benchmarked for your job(s) can improve your good hire percentage
Scour their LinkedIn profile, look at their references and endorsements, see if the dates jibe with their application. Contact the references they provide along with any common connections you might have on LinkedIn.

14. Priority #3 – Performance Feedback
Employees want more feedback, so find ways to give them feedback that they value.
Dash boards, report cards, something other than an annual meeting with their boss to tell them their raise is less than they hoped.
The more frequently you can provide individual, team or company performance feedback the better.
Focus on what they are doing right and they’ll repeat it. Focus on what they’re doing wrong and they’ll get frustrated. (Dan Ariely)

15. Priority #3 – Performance Feedback
Employees crave feedback but hate performance reviews
Options, depending on your culture:
Traditional
Do Nothing
Simplify
Dashboards / Scorecards based on objective metrics
Employees want more feedback, so find ways to give them feedback that they value.
Dash boards, report cards, something other than an annual meeting with their boss to tell them their raise is less than they hoped.
The more frequently you can provide individual, team or company performance feedback the better.
Focus on what they are doing right and they’ll repeat it. Focus on what they’re doing wrong and they’ll get frustrated. (Dan Ariely)

17. Priority #3 – Performance Feedback
Key Issues
Links to Compensation
Links to Development
Employees want more feedback, so find ways to give them feedback that they value.
Dash boards, report cards, something other than an annual meeting with their boss to tell them their raise is less than they hoped.
The more frequently you can provide individual, team or company performance feedback the better.
Focus on what they are doing right and they’ll repeat it. Focus on what they’re doing wrong and they’ll get frustrated. (Dan Ariely)

18. Priority #4 – Engagement and Retention
People join companies but quit bosses. Invest in your bosses. If people are promoted based on their technical expertise, get them soft skills training
Track turnover by voluntary/involuntary and by department/division. Try to identify the “real” reasons. Don’t just blame the ex-employee.
Consider your employment brand just like you consider your marketing brand. How can we improve our reputation as an employer?

20. Priority #4 – Engagement and Retention
People join companies but quit bosses
Track turnover trends and react
Develop your employment brand
People join companies but quit bosses. Invest in your bosses. If people are promoted based on their technical expertise, get them soft skills training
Track turnover by voluntary/involuntary and by department/division. Try to identify the “real” reasons. Don’t just blame the ex-employee.
Consider your employment brand just like you consider your marketing brand. How can we improve our reputation as an employer?

21. Priority #5 – Development and Succession
Good succession planning identifies the best candidate for that next level. It may not always be the best performer at the level below.
Define the KSAs needed for success in each key role and begin developing people for promotion in advance of the need.
Develop career paths or career ladders for people who will not be able to move into supervisory or management roles. Those paths must mean something. Can’t be just based on tenure.

22. Priority #5 – Development and Succession
Often overlooked
Critical for retention
Development grows the organization
Succession equally important
Short-term and Long-term plans
Proactive recruiting
Good succession planning identifies the best candidate for that next level. It may not always be the best performer at the level below.
Define the KSAs needed for success in each key role and begin developing people for promotion in advance of the need.
Develop career paths or career ladders for people who will not be able to move into supervisory or management roles. Those paths must mean something. Can’t be just based on tenure.

23. Priority #5 – Development and Succession
Succession equally important:
Short-term for unexpected departure
Short-term for unexpected business opportunity
Long-term plan for each key position
Proactive recruiting
Not difficult nor time consuming
Good succession planning identifies the best candidate for that next level. It may not always be the best performer at the level below.
Define the KSAs needed for success in each key role and begin developing people for promotion in advance of the need.
Develop career paths or career ladders for people who will not be able to move into supervisory or management roles. Those paths must mean something. Can’t be just based on tenure.

24. Mark Moser mark@davidsongrouphr.com
David Hammer
Mark Moser
(336)