HR 101: ARE YOUR LEADERS EQUIPPED WITH THE KNOWLEDGE …
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HEALTH WEALTH CAREER HR 101: ARE YOUR LEADERS EQUIPPED WITH THE KNOWLEDGE THEY NEED? Presented by: Ruth Baylis, Mercer PeoplePro Kathleen Huggins, Mercer PeoplePro
Transcript of HR 101: ARE YOUR LEADERS EQUIPPED WITH THE KNOWLEDGE …
H E A L T H W E A L T H C A R E E R
H R 1 0 1 : A R E Y O U R L E A D E R S E Q U I P P E D W I T H T H E K N O W L E D G E T H E Y N E E D ?
Presented by:
Ruth Baylis, Mercer PeopleProKathleen Huggins, Mercer PeoplePro
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H O U S E K E E P I N GHOUSEKEEPING
CREDIT QUESTIONS TOPIC
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The use of this seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, SPHRi™ recertification through HR Certification Institute's® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, SPHRi™ recertification through HR Certification Institute's® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
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T O D A Y ’ S F E A T U R E D S P E A K E R S
Prior to this role, Amit was a Health and Benefits consultant , helping clients on various topics such as the Affordable Care Act (ACA) Regulations, annual market trends and benefit strategies.
Amit Loungani
Mercer PeopleProPRO Consultant
Ruth Baylis has 20+ years in HR, on the client side of the business. She has experience in Financial Services, Healthcare, Tech startups and Environmental non-profits. Her specialties lie in the Talent Acquisition/Management and Business Partner space.
Ruth holds a BA in Sociology from the University of Massachusetts and a MS in Industrial & Labor Relations from the University of New Haven.
A 20-year veteran, Tonushree Mondal has worked across the Consumer, Technology, Financial Services, Education, Oil and Gas industries, for global clients, in country and in field operations throughout the world.
Kathleen has 20+ years in HR management and consulting, proceeded by several years in Finance. Her experience includes a consulting role for one of the ”Big 4”, as well as HR leadership roles in corporate settings that included financial services, energy, durable and non-durable goods manufacturing. She holds a BA in Business from Washington State University, along with an MBA with a double major in HR and Finance, as well as SPHR, CEBS and CCP designations..
Kathleen has 20+ years in HR management and consulting, proceeded by several years in Finance. Her experience includes a consulting role for one of the ”Big 4”, as well as HR leadership roles in corporate settings that included financial services, energy, durable and non-durable goods manufacturing.
She holds a BA in Business from Washington State University, along with an MBA with a double major in HR and Finance, as well as SPHR, CEBS and CCP designations.
Mercer PeopleProPRO Consultant
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W H A T Y O U W I L L E N J O Y T O D A Y
• What is needed and where to begin
• Tools you can walk away with to address manager needs
• Messaging to relay why this information is important
• Methods of communication
• Measures of success
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K E Y I T E M S M A N A G E R S N E E D T O K N O W
• Best practices for recruiting/talent acquisition, onboarding
• Performance management and how to give meaningful feedback
• Importance of engagement
• Regulations (Federal and State) that impact employment, including:– Data privacy– Fair pay practices and FLSA
• Why doing things in a certain way does matter
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• Managers need tools to be successful in:
– Providing protection from risk for both the company and themselves
– Reducing disruption and concern for legal exposure
– Creating a vehicle to form stronger partnerships with HR and their employees
─ Don’t forget about the needs of current managers or managers “NEW to you”
W H Y T H I S I N F O R M A T I O N I S I M P O R T A N T
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• Best practice and consistency starts with managers
• Good managers attract candidates, engage employees, drive performance, and play a key role in maximizing employees’ contribution to the firm
• Managers have a big impact on turnover and retention
• Job seekers prefer to work for someone who will respect them and help them grow in their careers
• Managers are role models and the voice of the organization to their employees
T H E M A N A G E R C O N T R I B U T I O N
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RECRUITING, HIRING AND ONBOARDINGA SHARED RESPONSIBIL ITY
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R E C R U I T I N G / T A L E N T A C Q U I S I T I O N – A T R U E P A R T N E R S H I P
HR responsibilities
• Establishing best practice processes for recruiting
• Communicating the processes
• Assisting in the sourcing of candidates
Manager responsibilities
• Networking
• Spotting and attracting talent
• Interviewing
• Selecting
Shared responsibilities
• Crafting the offer to the selected candidate
• Onboarding
• Quick and efficient decision making
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R E C R U I T I N G / T A L E N T A C Q U I S I T I O N - N O R M S O F T H E P R O C E S S
• Pre-interview paperwork
• Interviewing
• Behavioral Interviewing questions
• Interview feedback
• OFCCP compliance
• Pre-employment testing
• Pre-employment screening
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H I R I N G
• Offers – pay equity and who makes the offer
• Background checks
• Timing for background checks
• References – who does them
• Paperwork – I-9, applications, tax forms, NDA (if appropriate)
• eVerify work authorization
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O N B O A R D I N G
• A well-run onboarding process: ─ Accelerates the time to full productivity by the new
hire─ Provides specific information appropriate for each
employee─ Fosters a culture of employee engagement
─ Improves retention
• The length of time spent on onboarding depends on your organization, but it is always a collaboration between HR and managers
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O N B O A R D I N G , C O N T .
• Start with the basics and work with managers on a template to orient new team members
• A formal orientation program is important
• Onboarding can be as short as a few hours or as long as a few years, depending on the nature of the role
• Include check-ins by managers as well as HR every few months during the first year
• Helping employees understand the culture and idiosyncrasies of the organization is part of the manager’s role
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PERFORMANCE MANAGEMENTEXPECTATIONS, FEEDBACK AND DOCUMENTATION
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P E R F O R M A N C E M A N A G E M E N T
The work managers do to inspire, develop and support their
team is a constant. Therefore, performance management is
a process, not an event…
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S E T T I N G E X P E C T A T I O N S , G I V I N G F E E D B A C K
• A good performance management process is all about expectations
• Give specific information – measureable
• Living document and process, a vehicle for discussion
• Focus on performance
• Keep notes on positive, as well as, challenging performance as well as results of performance discussions
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F U N D A M E N T A L S O F A G O O D P E R F O R M A N C E D I S C U S S I O N
• Clear understanding of the purpose of the meeting
• Time reserved, and if necessary, reserve a conference room or place to speak privately
• Do not answer the phone, talk to others who may interrupt –basically eliminate distractions
• Discuss what has gone well, what areas there are for improvement and growth
• Relate performance back to needs of the organization and the impact the team member has on the company’s success
• Agree to goals and update at each performance discussion
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EMPLOYEE ENGAGEMENTMOTIVATING AND RETAINING EMPLOYEES
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E M P L O Y E E E N G A G E M E N T
Anecdotally, employee engagement is a property of the relationship between an organization and its employees. An engaged employee is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests. It is equal parts Commitment, Passion and Discretionary Effort.
Commitment
Discretionary EffortPassion
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• Engaged employees contribute to the bottom line─Happy employees lead to…─Happy customers who lead to…─Happy shareholders/owners
• What drives employee engagement?─ 89% of managers think employees leave for more money;
but─ 12% of employees say they leave for more money; and─ 80% of employees say they leave because of a poor
manager
W H Y I S E M P L O Y E E E N G A G E M E N T I M P O R T A N T F O R M A N A G E R S ?
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• A 2012 Gallup study showed companies in the top quartile for employee engagement show significantly greater business results─ Customer ratings 10%─ Productivity 21%─ Profitability 22%
• There is also a correlation between employeeengagement and undesired behaviors─ Absenteeism -37% ─ Safety incidents -48%─ Quality defects -41%
I M P A C T O F E N G A G E M E N T
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THE REGULATORY ENVIRONMENTTHE 10 REGULATIONS EVERY MANAGER SHOULD UNDERSTAND
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A N T I - D I S C R I M I N A T I O N R E G U L A T I O N S
Title VII of the Civil Rights Act of 1964: Prohibits discriminatory
practices in hiring, firing or pay based on a person's race,
religion, sex or national origin, as well as prohibiting sexual
harassment. (www.eeoc.gov)
Age Discrimination in Employment Act: You can't discriminate
in any way against applicants or employees older than 40
because of their age. (www.eeoc.gov/laws/types/age.cfm)
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A N T I - D I S C R I M I N A T I O N R E G U L A T I O N S , C O N T .
Americans with Disabilities Act: Prohibits job discrimination
against qualified people with disabilities.
(www.eeoc.gov/laws/types/disability.cfm)
Pregnancy Discrimination Act: Prohibits job discrimination on
the basis of "pregnancy, childbirth and related medical
conditions." (www.eeoc.gov/laws/types/pregnancy.cfm)
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E Q U A L P A Y R E G U L A T I O N S
Fair Labor Standards Act: Sets the federal minimum wage and
requires time-and-a-half overtime pay for hourly employees who
work more than 40 hours in a workweek.
www.dol.gov/dol/topic/wages)
Equal Pay Act: Employers can't pay female employees less
than male employees for equal work on jobs that require equal
skill, effort and responsibility.
(www.eeoc.gov/laws/types/sex.cfm.)
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L E A V E R E Q U I R E M E N T S
Family Medical Leave Act: Covered employers must grant
eligible employees up to 12 weeks per year of unpaid, job-
protected time off for the birth of a child or adoption of a child or
to care for themselves or a sick child, spouse or parent who has
a "serious" health condition. (www.dol.gov/whd/fmla)
The Uniformed Services Employment and Reemployment
Rights Act : Makes it illegal to discriminate against employees
who volunteer or are called to military duty and provides job
protection for five years. (www.esgr.org/site/USERRA/FAQ.aspx)
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I M M I G R A T I O N A N D S A F E T Y
Immigration Reform and Control Act: Makes it illegal to hire
and employ illegal aliens. (www.uscis.gov)
Occupational Safety and Health Act: Requires employers to
run a business free from recognized hazards. (www.osha.gov)
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R E G U L A T I O N A R E A S H A R E D R E S P O N S I B I L I T Y
• HR is not the “Office Police”
• While the HR department may be the keeper of regulatory information, managers play a critical role in ensuring that regulations are followed and preventing risk
• Trained, effective managers will save HR lots of time in the long run and avoid costly clean up issues for your company
• Be sure you know your state’s regulations and training is place when required (i.e. Sexual Harassment training)
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SETTING MANAGERS UP FOR SUCCESSNEXT STEPS
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T H E E M P L O Y E E L I F E C Y C L E – W H A T E L S E S H O U L D A M A N A G E R K N O W ?
• The list of employee questions and actions is endless, but as examples, every manager should know what to do when an employee:
– Raises a serious concern or complaint
– Wants to take a leave, works unauthorized overtime, or resigns
– Has to travel for the company
– Can’t get to the office because of inclement weather
– Violates a company policy
– Questions their pay
– Does something amazing!
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T R A I N I N G A N D O N G O I N G C O M M U N I C A T I O N
• Managers need formal training opportunities:
– Orientation and onboarding– Routinely (e.g. every 3 years) or in a new role– Mandatory training as required or when regulations change– Create a schedule and get it on the calendar early, and make sure
the company supports training time
• Regular communications:
– Planned throughout the year– Reinforced in general meetings and at formal performance review
time
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S U M M A R Y
• Partnership is the key to success
• Give managers the tools they need – don’t assume they know
• Training is critical, and in many cases, legally required
• Be clear and explicit on what your policies and procedures are
• Let managers know they are supported by the organization and you are there to coach and consult
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QUESTIONS• Enter all questions into the
“Questions” section of the GoToWebinar panel on your computer screen
Special OfferEnjoy 2 free hours of Mercer PeopleProconsulting on hot HR issues at https://mercerpeoplepro.com/safetycompliments of Mercer PeoplePro.
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The use of this seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, SPHRi™ recertification through HR Certification Institute's® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, SPHRi™ recertification through HR Certification Institute's® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
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W H O I S M E R C E R P E O P L E P R O ?
Mercer PeoplePro is the most powerful and affordable virtualmarketplace for HR consulting and solutions. Designed to bringMercer’s trusted brand and expertise to the small business segment,Mercer PeoplePro will power the HR engine needed by companies togrow fast, and attract and retain the best talent.
We can help you with all HR 101 elements: handbooks, writing,or conducting training modules – anything you need!
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