Chapter 14 : Back to SchooI: Tying Training to Business GoaIs / What are the current strengths and weaknesses of the workforce relative tO those competencies? / HOW sound are our succession plans? Can training help promising employees reach a level where they might be able to take the reins from someone whO eventually leaves the company? / What improvements can training be expected to offer that differ from day-to-day supervision? / What kind of a commitment ー in money, time, and effort ー is your com- pany willing and able tO make t0 provide necessary training? 血ル 4 加加クん Figuring out which programs tO offer employees used t0 be fairly cut and dried. MOSt corporate training was delivered the old-fashioned way: through instructor- led, classroom training. Today, more than ever, learning is a highly individual process. AS a result, you must remain skeptical Of taking the one-size-fits-all approach. Classroom training options still abound, but numerous Other train- ing delivery methods are available as well. 、 Mhat follows is a brief ok at the range 0f approaches that are possible today, along with the pros and cons. The use of computer-based and online technology to deliver training con- tent has become commonplace throughout corporate America. The con- cept Of learning from sources based far away is, Of course, hardly new. Correspondence courses were popular long before computers or the lnternet entered the workplace. But the great payoff Of e-learning is its flexibility and speed, delivering the real-time immediacy Of classroom instruction without the need tO actually be present in a classroom. There's no question about it: E-learning is a big business. According to research firm Ambient lnsight, worldwide revenues for self-paced e-learning products and services are expected t0 grow t0 $ 49.9 billion by 2015. If you decide tO use an outside firm tO help meet your organization's e-learning needs, you'll have tO dO some research on which company is best for you. Providers such as SkiIIS0ft (www. sk 土 11S0f し C02 and lynda.com ( 叭 v. lynda . com), bOth Of which Offer learn-at-your-own-pace online training, are well suited tO smaller companies. They allow you t0 simply provide your employees with a subscription t0 a library 0f ready-made tutorials SO they can learn on their own, at their own pace. A growing trend in the learning community is gam ⅲ c ″ 0 〃 , a subset Of e-learning. Gamification involves the use Of game mechanics tO make 229

ⅱ 4 Part Putting the Right PeopIe inthe Right PIaces When tO use them: UsefuI if framed in the context of actualjob situations. PitfaII to avoid: Putting too much stock in the candidate's hypothetical answer. You're usually better Off asking questions that force a candidate tO use an actual experience as the basis for an answer. Definition: Questions asked in such a way that the answer you're looking for iS obvious. Examples: 、、 You know a 10t about team building, don't you?" "You wouldn't dream 0f falsifying your expense accounts, would you?" When to use them: RareIy, if ever. You're not likely tO get an honest answer just the answer you want tO hear. And you run the risk Of appearing unprofessional. Definition: Questions that, on the surface, may seem bizarre but may actu- ally be revealing in the answers they elicit. Examples: 、、 What literary character d0 you most closely identify with?" 、、 If you could be reincarnated as a car, WhiCh one would you choose?" When tO use them: Some businesses have used these kinds Of questions to determine whether a candidate is a fit for the company culture or tO see if the interviewee can think outside the box, but most firms should approach them with a good d.eal 0f caution. A candidate's response tO an off-the-wall chal- lenge may highlight his creativity and 0ffer insight into his thought process. But you also can come Off as unprofessional, if not out and out weird, if you don't handle these questions carefully. PitfaIIs to avoid: Overuse. If you decide to ask an off-the-wall question, just dO it once. A series Of weird questions may send your candidate scrambling for the door before the interview is over. Recording an interview can be risky. ln fact, some states make this prac- tice illegal. Ⅱ you want tO record an interview (and most interviews are not recorded), check first with a knowledgeable and experienced lawyer for any legal restrictions. Even if recording the interview is legal, there may still be reasons tO consider the usefulness Of dOing SO. MOSt people resent being recorded secretly, SO the interviewer should tell the candidate that the inter- view is being taped tO ensure an accurate record for the protection Of bOth parties. However, even if the fact Of the recording is disclosed, most people are less forthcoming and candid if they're aware that they're being recorded. N\NG!

Chapter 7 : Narrowing Down the FieId: EvaIuating AppIicants / Physical or mental disability (although you can ask if the applicant can perform essential jOb duties, such as lifting certain amounts, either with or without a reasonable accommodation) / Genetic information / Veteran status or military service / Height or weight (unless directly related to job performance) The following list describes other things you shouldn't ask for during the pre- liminary stages 0f the hiring process: / You can't ask the applicant to provide a photograph before employment. / You can ask an applicant's name but not a maiden name or a spouse's maiden name. Why? Such a question may be interpreted as another way Of asking about marital status. / You can ask an applicant's address but not whether she owns or rents or how long she's lived there. / Most education qualifications are fair game, but don't ask for high schOOl or college graduation dates or dates Of attendance. lt's a dead tip- off for age. Final rule: Ⅱ you don't need it, don't ask for it. Have legal counsel review your company's job applications. Among other things, you want tO be absolutely sure that the forms are not in any way dis- criminatory. You should require applicants to sign the application and affirm the accuracy 0f the information they furnish, even if they do so through an online applica- tion process with boxes tO check attesting tO the accuracy Of the information. This step doesn't necessarily guarantee that the information is true, but it gives you some protection if, after you hire an applicant, he doesn't work out, and you discover that he misrepresented something on the jOb application. Misrepresentations in the application process, when discovered, can provide an independent basis for an adverse jOb action, like demotion or discharge. The CD contains an Applicant Self-Identification Form for use by federal gov- ernment contractors and subcontractors. ln general, employers with contracts with the federal government, or whO are subcontractors to such contracts, are subject t0 equal employment opportunity requirements, including affirmative action obligations, under several federallaws. Among these requirements, firms are required tO maintain and analyze data on certain protected catego- ries Of applicants. TO ensure that you re aware Of the laws and requirements related tO federal contractors or subcontractors, consult a lawyer or vendor who is knowledgeable in this complicated area. 93

2 の G ′ Chapter 16 : Assessing EmpIoyee Performance Resist the temptation tO create the perfect system. Keep in mind that no matter hOW hard you try tO quantify the measuring Of any performance crite- rion, you can never remove the human element. lt's not a science. Don't ShOOt yourself in the fOOt by creating a system SO complicated that no one will take the time or effort tO learn it. DeVelop 4 CO 揃財ⅲ cat ルれ 94 e 耘れ MOSt appraisal processes live or die on the basis Of how clearly and openly you communicate the aims and mechanics Of the system tO employees. At the very least, everyone involved in the process should be aware of the fol- lowing information before you actually launch the program: / The overall goals of the initiative / How employees themselves will benefit / HOW performance criteria will be developed / The length of the appraisal periods / The degree to which appraisal results will be linked to bonuses, merit pay increases, and Other HR-related activities / What recourse employees have if they disagree with the results / What training, if any, will be made available to managers designated to implement the program You can communicate this information in any number of ways. The important thing is tO have a communications strategy. Make sure that everyone has a clear understanding Of hOW the program will work and their roles in ensuring the program's success. Getting the 期 0 Out 可 the ル′ル At one point or another in the process of creating a performance appraisal process, you have tO address the 、 'people" component ー what should happen when managers and employees sit down together or otherwise meet for the purpose Of discussing the employees' actual performance review.

200 Part Ⅲ : Keeping Your Best PeopIe perform his or her job / TO attend to a serious health condition that makes the worker unable to / TO care for a child, parent, or spouse with a serious health condition extends tO bOth parents) / To care for newly born or newly adopted children (note that this right for any 0f the following reasons: Eligible employees are entitled to take up to 12 weeks unpaid leave per year and amended in 2008 , applies to companies with 50 or more employees. Act (FMLA) and, often, analogous state leave laws. The FMLA, passed in 1993 and health situations are covered by the federal Family and MedicaI Leave many leaves Of absence related tO certain military circumstances and family However, very often, a leave of absence is governed by law. For example, these questions on a case-by-case basis. them when the leave is over. Most companies reserve the right to decide what benefits will be maintained and what job, if any, will be guaranteed away from the job without jeopardizing their employment status. You decide tion. ln such cases, it's up to you to determine how long employees can stay policies you adopt regarding such leaves of absence are within your discre- When a particular law does not apply to a leave of absence, then the specific maternity, illness, education, travel, military obligations, and so on. either request or are granted leaves 0f absence for a variety of reasons•. status. They resume their normal duties when the leave is over. Employees periOd 0f time 0ff (usually without pay) but still maintain their employment A leave Of 0 わ sence is an arrangement whereby employees take an extended LeaVes 0 ′みれ ce sel regarding the lawfulness of your policy in the state(s) in which you operate. 0ther states, this type of policy is permissible. Make sure to consult legal coun- amounts tO the failure tO pay wages ⅲ violation of wage and hour mandates. ln are treated as a form Of wages, so that a policy of 、、 use it or (eventually) lose it" year tO carry it over tO the next year. ln such states, vested vacation benefits tO allow employees who don't use accrued vacation time in a single calendar employee time Off.ln some states, for example, the law requires companies The most important point here is that state authorities heavily regulate intO a single paid-time-off program. / Some companies combine sick time, personal time, and vacation time bets by capping the maximum amount that can accrue. the employee retires or leaves your company. Where lawful, hedge your liabilities for unused vacation time that you may need to pay in cash if

742 part 止 putting the Right P00 可 0 inthe Right PIaces 0 0 ・ EmpIoyment contracts: Should you 0 「 shouldn'tyou? once a rarity, written employment cont 「 actS are increasingly prevalent in the United States—as protection fO 「 bOth employers and new employ- ees. An emp/oyment contractis an agreement between an employer and an employee stating the level Of compensation and Other benefits the employee will 「 eceive in exchangeforspe- cific work performed. These contracts are usually (but not always) made fO 「 executive 0 「 senior-level positions. ⅲ highly competitive industries and in those that handle issues ofintellectualpr 叩 erty, employment contracts can help employers by contractually prohibiting employees at any 厄 ve 「 om work- ing fO 「 a competito 「 and revealing trade sec 「 ets. You have to be ca 「 eful, however, that you don't WO 「 d the contract in such a waythat gua 「 antees employment. An employment contract doesn't need tO be a 20-page 厄 g 引 document.lt can take the form Of a one-page 厄せ e 「 that specifies thejOb title, duties, responsibilities and obligations, condi- tions Of employment, and, most important, sev- erance ar 「 angements ifthings don't work out. Seethe sample EmploymentAgreement on the CD. .0 0 lt's important that there's no sense Of wasted lag time between acceptance 0f a jOb 0ffer and the candidate actually starting work. Take advantage Of this time tO get a head start on certain tasks and tO begin cementing what you hope will be a positive and long-lasting relationship. Provide her with a copy 0f an employee handbook ()r make an online version available). Stay in touch and ask if any additional questions or concerns have cropped up prior tO the first day Of work. The more you can accomplish during this time, the greater the sense Of connection and involvement the new employee will have. That makes a solid start all the more likely. At the same time, if you plan tO have nonexempt employees perform any tasks tO prepare for their first day Of work, it would be a good idea tO check with a lawyer t0 see if the tasks you're assigning are compensable. The CD contains an EmpIoyee Self-Identification Form for use by federal gov- ernment contractors and subcontractors. If you fall intO this category, you'll need t0 provide the form t0 new hires after they've been offered the jOb. AISO included is an Employee Self-ldentification Form for use by non-contractor employers with 100 or more employees that are required tO file an annual EEO-I Report.

Human Resources Kit FO 「 Dummies, 3 「 d Edition Chapter 12 : Creating the Right Benefits Package What's a Benefit Anyway? Five Ways to Make Your Life Easier.. Employee Assistance Programs .. Sick days . Leaves Of absence.. Time off .. Family assistance.. Vision care .. Dental insurance .. The Rest of the Benefits Smorgasbord ERISA and other legal issues Employer contributions tO retirement plans .. Defined contribution plans.. Defined benefit plans.. Retirement Plans .. Rising costs: Staying ahead of the game.. Weighing the options .. The flavors of health insurance .. A HeaIthy Approach to lnsurance.. Workers' compensation.. Unemployment insurance.. Social Security and Medicare.. The Basics of Benefits Coverage.. The watchful eye of UncIe Sam.. Home-based employees .. Healthcare reform.. COSt containment.. Demographic changes.. Key Trends in Benefits Management . .. 183 184 … 205 … 203 … 202 ... 200 … 199 … 198 … 198 … 198 198 197 ... 195 … 195 … 194 … 193 … 191 … 190 ... 189 … 188 … 188 … 187 … 186 ... 186 ... 186 … 185 … 185 … 185 ... 184 ... 184 Chapter 13 : Creating an EmpIoyee-FriendIy Work Environment. G00dbye, 9 t0 5 : Alternate Work Arrangements Paying attention tO legal implications Looking at alternate work arrangement options Making alternate arrangements work .. 209 210 210 211 212 Considering phased retirement options.. Getting managerial buy-in On-site childcare On-site exercise facilities . Popular Perks.. Employee sabbaticals Tuition assistance or reimbursement.. … 214 214 215 … 215 … 214 215 … 215 Corporate Citizenship 217 Team Opportunities.. Employee Surveys: Keeping Tabs on Company Morale .. Taking the pulse Of your workforce .. Exit interviews.. ... 218 … 218 … 219 … 220

Chapter 9 : The Home Stretch: Making the FinaI Decision Signing bonuses A signing bonus is a sum Of money that is offered as an extra inducement tO the candi- date tO jointhe company. According tO a 2011 WorIdatWork survey, 54 percent of organiza- tions polled 0 幵 e 「 signing bonuses. How much d0 they usually consist of? lt varies widely by position, j0b market, and skills that are sought, but 「 espondents t0 the WorIdatWork survey indicated that supervisors, middle managers, and p 「 ofessionals mostfrequently receive sign- ing bonuses 0f between $ 5 , 000 and $ 9 , 999. Of course, signing bonuses vary depending upon market conditions and many Other factors. The signing bonus is exactly what it seems: an upfront cash payment that you give tO an employee atthe startof employment, indepen- dentofsalary. The benefitto employees? Cash ⅲ their pockets. The benefit to employers? a tightlabo 「 market, it may help you secure the employee you wantwithout distorting your salary structure. 阡 you use signing bonuses, however, it's a good ideato makethem contin- gent 叩 on a specified period ofemployment. For example,the new managerwill 「 eceive a sign- ing bonus 0f $ 10 , 000 as long as he is employed with you 「 company fO 「 a periOd Of at leastone yea 「 . Justmakesurethe offerspecifiesthatthe new hire must repay the signing bonus, on a prorated basis, if heleaves the company before 12 months have passed. Some companies are now asking candidates to sign a duplicate copy of the jOb Offer letter as an indication Of acceptance. The signature confirms that the candidate understands the basic terms of the offer. Ⅱ you're making a jOb Offer contingent on reference checks, a physical examination, drug and alcohol testing, or background checks, make sure that the offer letter says as much and the candidate understands and accepts this restriction. 4 加 touch Even after a candidate accepts your offer, and you agree on a starting date, keeping in touch with the new employee is still a good idea. If the new hire is employed, her current company may be using the time before she starts with your firm tO convince her tO stay put. The more you can stay connected through regular communication, the more excited the person will be about working for your organization and the more confident she'll be in her decision. TWO tO three weeks is the customary time between an acceptance and start date. Most people who are changing jobs give a standard two-week notice t0 their former employer. For those who want to take a few days off before starting their new jOb, a three-week interval is not unusual. Use the transition periOd tO mail Off all those informational brochures and employment forms and t0 schedule a lunch or two, if appropriate. You want to subtly help the new employee transfer loyalty from his 01d employer to you and to make dis- missing any Other Offers that may surface from prior interviews easier for the person you now want on your team.

Appendix: Aboutthe CD Certification for Serious ー可 or lllness of Covered Servicemember ー for Military FamiIy Leave (FederaI Family and Medical Leave Act): Employers are entitled tO require that an employee's request for leave under the federal Family and MedicaI Leave Act (FMLA) to care for a covered servicemember with a serious injury or illness is supported by a healthcare provider's certifi- cation. The employer may use this optional form for this purpose. Certification of HeaIth C 田℃ Provider for Employee's ⅱ 0 Ⅱ s Health Condition (Federal FamiIy and MedicaI Leave Act): Employers are entitled to require that an employee's request for leave under the FMLA due to the employee's own serious health condition is supported by a healthcare provider's certifi- cation. The employer may use this optionalform for this purpose. Certification of HeaIth Care Provider for Family Member's Serious Health Condition (Federal Family and MedicaI Leave Act): Employers are entitled to require that an employee's request for leave under the FMLA due to a serious health condition affecting a covered family member is supported by a health- care provider's certification. The employer may use this optional form for this purpose. Certification of Qualifying Exigency for MiIitary Family Leave (Federal Family and MedicaI Leave Act): Employers are entitled to require that an employee's request for military family leave under the FMLA due to a quali- fying exigency is supported by a healthcare provider's certification. The employer may use this optional form for this purpose. Designation N0tice (Federal Family and Medical Leave Act): When an employer covered by the FMLA has sufficient information to determine if an employee's leave is FMLA qualifying, the employer must provide the employee with notice stating that the leave has been designated as FMLA leave ()r that additional information is needed to determine whether the leave is FMI. .,A qualifying) within five business days, absent extenuating circumstances. The employer may use this optional form for this purpose. Employee Rights and Responsib ilities Under the Federal Family and Medical Leave Act: Employers covered by the FMLA must provide employees with written notice detailing the specific expectations and obligations of the employee under the law and explaining any consequences of a failure to meet such obligations. The employer may use this optional form for this purpose. A LOOk at 401 体 ) PIan Fees: This document answers common questions that employees have about 401 ) plans. Notice of 日 ib ⅲ呼 and Rights & Responsibilities (Federal Family and Medical Leave Act): After an employee notifies her employer (who is covered by the FMLA) Of a need for leave, or when the employer acquires knowledge 343

133 0 〆 Chapter 9 : The Home Stretch: Making the FinaI Decision you start the interview by saying, "lf we're interested in you, and you're interested in us, we'll be checking your references. / Don't delegate it. Ⅱ the employee will report directly to you, ア ou should check the references. No matter how thorough a delegate or deputy may be, the hiring manager will have corollary questions that may not occur tO Others. AISO, calling someone at your same level may establish greater camaraderie that will prompt a more honest and detailed refer- ence. If that weren't enough, checking references yourself is a great way tO gain insight from a former supervisor on hOW best tO manage the individual. Ⅱ you lack the time tO dO the complete job, then compromise by assigning just part 0f the reference checking t0 capable co-workers in your group. Handle one, preferably two, yourself. / ・ Use responses を om the interview. Asking candidates during the job interview what their former employers are likely to say about them can provide you with a good starting point for getting the former employer tO talk openly. You can start out by saying something such as, コ oe tells me that you think he's the greatest thing since sliced bread," and have the employer take it from there. You may not get a totally frank answer, but you can get valuable comments and insights. After all, the candidate must assume that you're going tO check out his answers. / For the best responses, pick up the phone. Don't put much stock ⅲ written references presented tO you by candidates. They're of limited value. Many are prepared at the time Of termination and, because firing a person is a sensitive task, the employer may have focused on the positive and few, if any, negatives. (HOW many bad letters Of reference have you ever seen?) E-mailing companies is usually ineffective as well. References aren't likely to be as candid or as detailed in writing as they would be verbally, if they respond at all. Companies that do respond aren't likely t0 be very timely, increasing the likelihood that you'lllose a good potential employee. The best way tO communicate with refer- ences is via phone. Calling gives you an opportunity tO ask spontaneous questions based upon what was said in response tO one Of your primary questions. You can Often detect enthusiasm, or lack Of it, if you pay attention tO tone Of voice. The CD includes Sample Reference Check Questions you can use when con- tacting a candidate's references. us 加 9 40 曜 0 れ t 曜 0 ′ c ん c 加ク You don't need tO limit your search for reference information to only those people the applicant suggests. You may find people in your own circle of pro- fessional acquaintances or friends with firsthand knowledge of the candidate wh0 probably aren't as reluctant as a former employer may be to level with you. SO , ask the candidate's references for names Of other individuals you may contact for information.