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1. Human Resources Kit FOR DUMMIES 3RD EDITION

Part 川 : Keeping Your Best People / EmpIoyees have a wider range of choices as to whom they can see if they experience a medical problem. / PPOs typically require no gatekeeper ー members can go outside the network as long as they're willing tO assume the costs, up tO the agreed- upon deductible. / The cost to employees for participating in a PPO is usually more than the cost tO participate in a comparable HMO plan. 加ク the recent years, many companies have altered the options they offer. The traditional fee-for-service plans are still available, but most companies today make it most advantageous for employees tO choose HMOS and PPOs, which are also known as managed-care programs. HMOS and PPOs provide the same benefits as the traditional fee-for-service plans but set limits on which prac- titioners and which facilities that employees on the plan can use tO receive maximum benefits. Some managed-care programs provide no benefits at all if employees go outside the approved networks. When deciding which type of plan tO carry for your employees, you need to take intO account the following factors: / Extent Of coverage: The procedures that health-insurance plans cover can vary widely, but most plans 0ffer the same basic coverage. This coverage includes emergency trips tO the hospital, illness-related visits tO doctors, most routine tests, most surgical procedures (but not cos- metic surgery), and hospitalization. What varies widely, however, are any 、、 extras the extent tO which coverage includes, for example, chi- ropractic care or home nursing, or whether it accommodates long-term needs such as hospitalization for mental illness. / Quality of care: The quality 0f medical services that members of managed-care programs receive has become an issue tOday for an ObVi- ous reason. Employees covered by these plans are obliged to use only those physicians or facilities designated by the plan's administrators. Therefore, you must make sure that any managed-care program you choose has high standards and a quality reputation.ln addition, check tO see whether the National Committee for Quality Assurance ()v Ⅳ . ncqa. or の certifies that program. / Cost: ln shopping for your company's health insurance, keep in mind that you always get exactly what you pay for, regardless of the particu- lar option you choose. lnsurers generally base their pricing on three factors:

2. Human Resources Kit FOR DUMMIES 3RD EDITION

Human Resources Kit FO 「 Dummies, 3 「 d Edition Saying Thank-You: Focusing on Employee Recognition.. Employee recognition programs defined … 255 256 Your employees benefit ー how do you? Getting the fundamentals in place 256 257 Administration and communication.. Handing out awards: The importance of publicity.. Evaluating results . Chapter 16 : Assessing EmpIoyee Performance . Reaping the Benefits Of Performance Appraisals . Deciding on a Performance AppraisaI System.. GoaI setting, or management by objectives EnIist the support of senior management Launching an Appraisal Program in Your Company.. Multirater assessments.. Critical incidents.. Behaviorally anchored rating scale.. ルな必曜 4 れイ併イ FoIIowing Up on Performance AppraisaIs.. Choosing areas for further development.. Preparing for a negative reaction .. Giving constructive feedback.. Conducting the session.. Preparing for the meeting.. Getting the MOSt Out Of the Performance Appraisal Meeting . Develop a communication game plan. Develop a fair and practical tracking mechanism.. Choose performance measures with care.. Legal Matters: The Big Picture 0f Hiring and Managing Chapter 17 : Navigating the LegaI MinefieId OWBA: Older Workers Benefit Protection Act ( 199 の ADEA: The Age Discrimination in Employment Act of 1967.. The FamiIy of EEO and Other Employment Laws: A Closer Look.. The Equal Employment Opportunity Commission .. Disparate lmpact . l)iscrimination.. Keeping the Peace.. … 259 … 259 ... 260 .. 261 … 262 … 263 264 267 ... 267 … 267 … 266 ... 265 275 … 274 … 273 … 272 … 271 … 270 … 270 … 269 … 269 … 268 … 268 278 285 … 284 ... 284 … 281 … 280 … 279 … 279 AC-21 : American Competitiveness in the 21st Century Act ( 200 の .. … 285 ADA: Americans with Disabilities Act of 1990 , as amended by the Americans with DisabiIities Act Amendments Act of 2008 286 COBRA: ConsoIidated Omnibus Budget Reconciliation Act ( 198 の .. The Equal Pay Act of 1963 .. … 286 … 287

3. Human Resources Kit FOR DUMMIES 3RD EDITION

Chapter 4 : A Bird's-Eye View: Launching a Workforce Plan Boomerang employees: Rehiring former staff members Don ・ t discount the idea Of rehiring former staff members wholeft on good terms. You already know the person, SO 「 ecruiting and hi 「 ing expenses can be W. And, when you rehire a former staffer, you already have a pretty good sense ofwhatyou're getting.ln addition, the time and expense Of bringing a 「 eturning employee up tO speed are significantly less than with someone whO's brand new tO the company ・ However, be as selective withformer employees as you would be with any 0the 「 hire. Focus on those with outstanding performance 「 ecords, bOth with your company and in thei 「 endeav- 0 「 S since. げ you 「 company cultu 「 e 0 「 have changed since the employee 厄化 make sure that he's still a suitable fit. And be sure that any issues that caused the former employee tO leave the company have been resolved 0 「 are longer present SO he's mo 「 e likelyto remain with the organization this time around. 0 Ⅱ an employee doesn't get an internaljob after applying provide the employee with feedback. This provides an opportunity for development within her cur- rent j0b SO she'll be ready for another future internal opportunity when it opens I-IP ・ 0 t 加ク 4 s c s 佃行れ川ん′加 0 ss Key procedures you need tO put in place tO set up a successful internal hiring process include establishing a way tO communicate jOb opportunities tO your employees and a procedure they can use tO submit applications. GO out Of your way tO ensure that everyone understands the scope and basic duties Of the jOb, as well as the hiring criteria you're using. You also must make sure that, whatever system you use tO alert employees tO jOb opportunities in the company, everyone gets a fair shOt at the opening. This is an important aspect Of creating a culture Of equal employment opportunity. De 阨′加ク 4 れ e 可 0 e skiffs 加阨 04 If you see yourself hiring internally at some P0int down the road' a dynamic employee skills inventory that you plan for in advance can be a great help when the time comes. This inventory is exactly what the name implies: a portfolio 0f the human capitalin your company ー a catalog 0f the individual skills, attributes, credentials, and areas Of knowledge that currently exist. See the CD for a Blank Skills lnventory Form and Sample Skills lnventory Form. Your skills inventory doesn't have tO be set up as a stand-alone database; in fact, it shouldn't be. The database you use t0 store your employee profiles (see Chapter 1 の can be used t0 pull together this information when you need

4. Human Resources Kit FOR DUMMIES 3RD EDITION

Part 慊 Putting the Right PeopIe in the Right PIaces NiNG! Be aware that your assessment iS not tO be used as a performance evaluation. Your records should be treated as internal documents only and shared only with internal staff and with the staffing firm. Under no circumstances should you share what may be perceived as a formal performance evaluation with a contingent worker. Why? DOing SO is one Of the criteria the courts use to determine whether the worker was really working on a contingent basis or directly for you. If you're sued, and the decision goes the wrong way, you could be liable for back payroll taxes and other expenses. This is not to say that you can't offer words of encouragement (' 、 Good job!") tO a contingent worker or point out when she hasn't met your expectations during the course Of the assignment ()I need you to improve your perfor- mance"). Just don't formalize the encounter or offer anything in writing. At the end 0f the assignment, ask for feedback from contingent workers about your company or department and its procedures and approaches. They can usually offer unbiased opinions that are invaluable. And there's a good chance they'll be more forthcoming with an HR practitioner than they may be with the managers they've been working with each day. Ⅱ problems arose with the project, the individual's comments may help you prevent simi- lar situations in the future. 加曜卯′平 0 ル市 Apart from whatever strategic benefits the use Of contingent workers offers, their growing presence in the workplace introduces some thorny legal issues as well. One key question: TO what extent are companies that hire temporary or project workers directly (instead Of relying on staffing firms) obliged to provide these workers with the same benefits and protections that regular employees receive? どイ阨 ra ク e The EquaI EmpIoyment Opportunity Commission (EEOC) believes that dis- crimination iS discrimination ー regardless Of whether the ViCtim Of discrimi- nation is working for you as an employee on a full-time, part-time, or interim basis. The bottom line is that contingent workers have many of the same fun- damental rights with respect to EEO legislation as do regular employees and this fact hOlds true for all forms Of discrimination, including sexual harassment. 耘財 s Even if a staffing service employs someone working for your company on a contingent basis, your firm may be responsible for that individual's health, safety, and security while on the j0b at your company. Check with your staffing firm tO determine whether your workers' compensation package adequately protects you. And remember: You can always face a lawsuit from anyone WhO'S injured while working on your premises.

5. Human Resources Kit FOR DUMMIES 3RD EDITION

48 Part ル Putting the Right PeopIe inthe Right PIaces Here are some Of the advantages Of using contingent workers in your work- force mix: / lt allows departments tO adjust staffing levels tO the ebb and flow Of business cycles, thus helping keep overhead costs under control. / lt eases the work burden on employees whO may already be spread t00 thin because Of business demands or duties added tO their roles from prior layoffs or downsizing. / lt offers departments a way t0 handle special projects ー or special problems ー that lie beyond the expertise Of current staff members. / lt gives the company an opportunity tO engage ー on a short-term basis ー high-level specialists it can't afford t0 bring onboard for the long term. / lt creates job stability for a core group 0f full-time workers in highly cyclical businesses. Otherwise, those sorts Of businesses would need tO subject their workforces tO constant nerve-racking cycles Of hiring and layoffs as the demands 0f the business fluctuate. / lt provides what amounts tO a trial periOd for potential new employees. lf, as your needs evolve, you decide tO consider converting a contingent worker t0 employee status, you have the advantage Of already knowing some Of the individual's capabilities and personal attributes. The more proactive and systematic you and line managers are in approaching your staffing needs, the bigger the payoff. Here are some threshold questions as you consider the use Of contingent workers : / 、 Vhat specific tasks do yo need someone to perform and over what time period? The shorter the time period, the more inclined you should be t0 seek contingent help. / ・ What skills or expertise are necessary to perform those tasks? Generally speaking, the use 0f contingent workers enables you tO tap intO a knowledge base that's far broader than you can find in your cur- rent staff. / Can people who are on the company's payroll perform those tasks ー wi 山 0 affecting other aspects 0f their job performance and without creating excessive overtime COStS? Balancing basic responsibilities with additional tasks isn't easy. TO answer this question, departmental managers will likely 0k t0 you and your HR colleagues, because you're probably more familiar with the skills and workloads 0f people in all parts Of the company. / Can the department and company afford the extra cost involved tO engage highly skilled supplemental staff? Think overall value, not just immediate expense.

6. Human Resources Kit FOR DUMMIES 3RD EDITION

Chapter 11 : Ensuring a Competitive Compensation Structure ln Chapter 12 , where ー cover employee benefits, I discuss a number 0f retire- ment plan options you can Offer your staff.l mention some Of them in this sec- tion as well because these plans can be viewed as incentives or retirement plan benefits, depending on how the employee intends t0 use them. Profit-sharing 〃れ s enable the company t0 set aside a percentage 0f its prof- its for distribution tO employees. If profits go up, the employees get more money. You can vary these programs by allocating profit sharing on a depart- ment or business-unit basis. Employees whO stand tO share in the company s profits have an extra incentive tO work hard and be more aware Of avoiding / Cash plans: Payments are distributed quarterly or annually. Profit-sharing plans fall intO one Of tWO categories: waste and inefficiency. After all, it's their business, t00. be aware 0f. If you're a privately held company, for example, your employees all benefits package, there are certain aspects Of the process everyone must If your company is thinking about offering stock options as part 0f your over- commonplace in fast-growth industries such as technology. talent without having t0 pay high salaries. ln the 1990S , these plans became StOCk options alSO have given small, growing companies a way tO attract tOP thereby earning a profit. at the cheaper price and either hOld on tO it or sell it for the current value' that option. However, if the stock price goes up, employees can buy the stock time the option is awarded. Employees are under no obligation tO exercise the company at a time Of their own choosing, but at a price that is set at the give employees at publicly held companies the right t0 purchase shares in ning t0 go public) may choose t0 0ffer their employees. & oc 々叩″ on plans & oc 々 in the company is an incentive that publicly traded firms ()r firms plan- tax attorney for counsel. exercise caution before locking in any contractual obligations and consult a t0 complex tax laws, notably lnternal Revenue C0de Section 409A. You should Certain employer-deferred compensation plans and arrangements are subject money, except as a figure on paper, until retirement. ductivity. ⅲ some cases, the worker doesn't actually see the profit-sharing employees. On the downside, deferred plans can have less effect on pro- Deferred plans 0ffer significant tax advantages t0 b0th the company and company ・ fund and then pays out an employee's share if she retires or leaves the / Deferred plans: The company invests the profit-sharing payment in a 179

7. Human Resources Kit FOR DUMMIES 3RD EDITION

ア 26 Part Puttingthe Right PeopIe inthe Right PIaces employer must have good cause tO terminate her. ment. Some courts assume that after a worker is no longer on probation, the the term 〃 ro わ 0 ″ on because it may create an implied contract Of employ- firsthand knowledge about candidates. T0day, firms should stay away from the past, some companies have instituted probationary periods tO gain become a full-time employee. rary, worker, with the idea that, if the person works out, he may eventually companies these days start out an applicant as a contingent, or tempo- jOb performance) iS monitored on a regular basis. Of the test 50W closely the test results correlate with successful on-the- type Of testing mechanism is used in the selection process, the validity ing process tO the on-the-job performance 0f new hires. If a particular Others tO link any data they Obtain during the recruiting and interview- always with an eye toward sharpening their own ability and the ability 0f / They constantly monitor and evaluate the effectiveness Of the system ー ones that underlie effective performance in, say, administrative jObs. that underlie effective performance in sales aren't necessarily the same ences intO account. They know, for example, that the personal qualities influence jOb performance more than Others dO, and it takes those differ- weighted ー that is, it presupposes that certain skills and attributes / The system that they use, regardless of how simple or elaborate, is routinely fOllOW after they've interviewed a candidate. a phone conversation. And they've established a set Of steps that they make it a point, for example, tO precede any face-to-face interview with those assessments tO the hiring criteria. These decision makers always for assessing the strengths and weaknesses 0f candidates and applying / They have ⅲ place some so Of system ー a well thought-out protocol decision makers rely on. as the sole basis for their judgments. The following list describes what these use ー and generally trust their intuition, but they don't focus on intuition ful hires don't give themselves the luxury Of relying solely on intuition. They Decision makers in companies With good track records Of making success- the evidence. ally like t0 see happen as opposed t0 what's most likely tO happen based on in wishful thinking. These decisions 0ften are a reflection 0f what you'd ide- always biased in the following respect: Their roots tend t0 be firmly planted whether they originate from one person or a group Of people, are almost go with what your intuition tells you tO dO. Easy ー but risky. Gut decisions, The easiest way tO make a hiring decision is tO weigh the options and simply 如財イ 4 s c 血ク伝れ市ぬ :

8. Human Resources Kit FOR DUMMIES 3RD EDITION

ル 2 Part Putting the Right PeopIe ⅲ the Right PIaces G / 、 Vhy would yo use them? An employer needs to determine how an appli- cant may behave ⅲ a position Of trust ー handling cash or safeguarding property, for example. A test 0f this nature is designed to identify people who may be t00 unreliable tO trust with the company cookie jar. Most employers understand that honest people make the best employees. Keep in mind, how- ever, that integrity tests must be jOb related. You can't ask questions about an applicant's level 0f debt or credit rating (a violation of the Fair credit Reporting Act). Tests must remain free of bias based on race, sex, age, or any Other protected trait. AS is the case with personality and psychologicaltesting, these tests are very risky legally, with many privacy issues to consider. Talk to a lawyer before using this form Of testing. HOW reliable are they? Depends on the exact test. Research has shown that some Of these tests can produce reliable, unbiased information, while others aren't very accurate at all. % gra (lie-detector) s What 0 they do? Measure stress-related physiological changes, such as blood pressure, sweating, and bOdy temperature, tO detect untrue statements. 、Ⅵ wo ⅲ yo use them? Employers need to ensure that people who are being hired for jobs with critical security implications are telling the truth about their backgrounds. HOW reliable are they? Depends on who you ask. The skill of the person administering the test alSO matters. Most experts agree that a competent polygraph operator usually can detect falsehoods from an average individual, provided that person hasn't taken any number of drugs that can modify the reactions the machine measures. The problem is the sociopath with no con- cept 0f right or wrong who slides right by. The legal community mistrusts polygraphs enough that their results are inadmissible as evidence in any U. S. court. Be aware that the passage 0f the Employee Polygraph Protection Act of 1988 prohibits private employers ー except under certain conditions from conducting polygraph tests either on employees or on job applicants. (The same holds true, incidentally, for other devices that purport to measure honesty, such as voice stress analyzers. ) Under this law, you can't even ask an applicant tO take a polygraph test. Some states ban the use of polygraph tests ⅲ employment decisions, includ- ing in hiring. You should consult a lawyer with experience in this area before using or relying on the results Of any polygraph test.

9. Human Resources Kit FOR DUMMIES 3RD EDITION

Part Ⅲ Putting the Right PeopIe ⅲ the Right 円 aces The many purposes of job descriptions There are a number Of reasons tO c 「 eate j0b desc 「 iptions, and a desc 「 iption's content can vary greatly depending 叩 on its intended uses. FO 「 example, a company may create jOb descriptions primarily / ' TO establish performance expectations / To helpwith recruitih ・ g and hiring / TO highlight the essential functions of a position inthe eventthe company needsto accommodate an individualwith a covered disabilityunderfederal orstatelaw / TO diffe 「 entiate between jobs that are exemptversus nonexemptfrom 厄 g 引 over- time and otherrequirements ⅲ this book,l focus on how job descriptions are essential tOOls forthe purposes Of effective recruiting, hiring, and perfO 「 mance manage- ment. Atthe same time,to ensu 「 ethatyourjob descriptions are written in a way that carries outyou 「 reasonsfo 「 havingthem,you maywant t0 consult alawyer before finalizing and using them. The ルわ descnption is where your hiring criteria are first formally set forth. But this doesn't mean just any garden-variety job description will do. The job description you'll construct will be airtight. And it'll have to be. Why? Because the job description will eventually drive the job ad, the candidate selection process, and a new employee's first performance appraisal. general, I use the terms res 〃 on 豆わⅲ role, and んれ c on to reference a par- ticular position's higher-level features within an organization, and the terms duties and tasks tO describe the actual day-to-day activities of a particular position. A well-thought-out job description / Accurately outlines the applicable hiring criteria / Ensures that everyone who has a say in the hiring decision is on the same page with respect tO what the jOb entails / Ensures that candidates have a clear idea of what the position requires if they're hired and what performance success looks like / ・ Serves as a benchmark for performance after you hire the candidate / Serves as a reference tOOl during the evaluation process Think of the job description as your blueprint. Do a good job of constructing it, and all the subsequent pieces Of the hiring process will more easily fall intO place.

10. Human Resources Kit FOR DUMMIES 3RD EDITION

/ " How long does the employee have to co ト rect it? This section may be short.lt may be no longerthan "You must demonstrate immediate and sustained correction Ofthe deficiencies that we have identified. " Do not use the word improvementin place of the word correction; ・ there is bound to be improvement, but your expectation iS CO 「 - 「 ection. げ discipline is linked to improve- ment, the employee will assert that he satisfied your expectations. so. if you specify a periOd Of correction, such as 30 O 「 60 days, always make it clearthatyou, as the employer,mayshortenoreliminatethis periOd. lfthe communication is in writing, Defusing れ s Chapter 18 : HandIing DifficuIt Situations progressive counseling"). pline, including discharge, without further ciencies may result in more severe disci- "FaiIure tO [immediatelyl C0「「 ectthese defi- munication 引 SO may be short(forexample, written,this portion ofthe disciplinary com- face if she fails to C0「「 ect the problem.lf cific consequences thatthe employee will correct it? Clea 「Ⅳ communicate the spe- / What are the consequences of failure to additional performance deficiencies. this 「 eview period, if the 「 e are repeat 0 「 reserves the 「 ight tO shorten or eliminate be suretO insertthe phrase:"The company 301 An effective, well-balanced disciplinary process does more than provide a means for dealing with employees' problem behavior. lt also gives them an opportunity t0 speak up (and be heard) when they're not happy with the way things are going in the workplace. Their complaints are technically known as grievances. Here are suggestions on how t0 implement a grievance procedure: / Offer complaint-reporting options. As a general rule, instruct employ- ees tO bring their complaints to the attention of their immediate super- visors. If the complaint involves the supervisor, however, employees should have the right to address the matter with someone outside the established chain Of command. ln many circumstances, directing com- plaints through a different channel, such as a trained and designated member Of the human resources department, may be appropriate. / Stres the importance of prompt *. Everyone in the company who's responsible for receiving employee complaints should make it a point to address the complaint as promptly as possible. ldeally, an employee should know within 24 hours that you've received his complaint and you're han- dling it. Don't worry ー that doesn't mean you have to provide a complete answer in a day. But a S 、ⅵ代 initial response demonstrates your concern and commitment tO resolving the issue. Of course, determining how long a prob- lem takes tO resolve depends on how complicated the issue is. HOW swiftly your company responds is critical when the complaint involves alleged sexual harassment or discrimination. ln such cases, all supervisors and/or managers should be trained immediately to notify