Job Descriptions Protect Employees and Employers

Job descriptions have been an overlooked task for many SME owners. It is critical that every position with an organization from the top to the bottom has a state-mandated job description. In doing so, it is also important that job description are updated regularly according to state regulations. Job descriptions detail the tasks and duties applicable to a specific job. Remember, job descriptions are for the protection of the employer and employee. 

Job descriptions are a valuable tool for analyzing staffing needs and compensation budget. Job descriptions also help with accommodating employees with disabilities, as they assist training supervisors in writing performance appraisals, discussing job elements during crucial reference checks, and defining the division of labor to influence positive work culture.

Job descriptions lay the foundation for sound documentation to comply with the Americans with Disabilities Act (ADA) and meet equal employment opportunity guidelines. While it may seem like good news that job descriptions are not required by the Americans with Disabilities Act (ADA), job descriptions are crucial for remaining in compliance with the ADA.  The ADA states a person with a disability is considered a qualified candidate for jobs if or he or she can perform the essential functions of the job with or without reasonable accommodation.

Job descriptions also serve to document the consistent application of job duties across job titles without regard to gender, race, color, religion, national origin, or age. To prepare a job description one must perform a job analysis. The information obtained from a job analysis is used to write the job description. A job analysis may be conducted by an HR professional, manager or supervisor. You can also hire a management firm over the phone to perform a job analysis and develop job description(s).

Completed job descriptions for all positions should be kept in a single file or manual. A relevant job description should also be keep in each employee file.

Always, keep job descriptions up-to-date. 

For more information on conducting a job analysis or sample job descriptions, all4hrbiz@gmail.com

Come back tomorrow to see what All-4-HR is Blogging…

April D. Halliburton, President

Small- Medium Sized Enterprise (SME) Performance Management SystemS/Appraisals

It is important to position your organization for growth and remain constantly ready for change. The best way to do so is to determine the current position of the organization. When determining the organization’s current position, this is not only applicable to the financial wherewithal of the Organization, but more importantly is the workforce. The question is, how does a business owner determine the direction of the organization, if you are not sure of the organization’s current position?

Business owners have tools that make this possible to determine the organization’s current position. Management’s time and effort spent on increasing performance reduces employee turnover. First be sure there is a detailed up-to-date job description in place for all positions. Also, be sure the employee manual details the performance management system. If an employer is beginning a series of conducting performance appraisal interviews, be sure the employee manual is up-to-date to avoid any discrepancies in the process. Identify if an employee is to conduct a self-appraisal interview.  It is important to identify whether the appraisal policy is coordinated with any union agreement. 

During the performance appraisal interview be sure to discuss the goals and objectives established for the employee.  Reiterate the areas agreed upon as well as any disagreements. Highlight positive skills, traits, accomplishments areas of growth.

Once you have implemented a performance management system, you will see positive aspects of doing so. Again, one of the main goals of a performance management system is to assess the current position of your workforce in order to improve the Organization’s future performance and productivity.

All-4-HR & Business Solutions virtually managing SME HR back-office operations…, administrative services and business development

See You Soon!

April, BA, MBA

President, All-4-HR & Business Solutions

Building a Staff You Can Count On Begins at the Interview

Preemployment inquiries (Interviewing)

Building a successful business is an ongoing process.  There are many variables to take into consideration when building a successful organization. There is one variable that will never change across industries or time – hiring employees you can count on.  The process following preparing and/or updating the job description and candidate selection is the interview.  It is one of the most important processes to achieving organizational goals. When meeting an interviewee, it is important to establish a rapport and make the candidate comfortable. The object of the interview is not to intimidate but to make sure the candidate feels free to put their best foot forward during the interview.

Introduction:

•     Greet the candidate with a warm smile and shake his/her hand. It is polite and          thoughtful to ask the candidate what name they would like to be called.
•   Making the candidate comfortable can usually be accomplished by beginning the    interview with small talk. Small talk ensures the candidate does not feel intimidated. (The weather or the drive in is an excellent way to start).
•     It is also helpful and can ease the candidate’s nervousness if you briefly outline what   the candidate can expect during the course of the interview. For example, you may let the candidate know you will start the interview by briefly describing the company and/or history of the company, the position, the candidates past experiences and interests and answer any questions he/she may have.

Company presentation:

•   During the course of the interview, you want to present the company’s mission and goals, as well as the benefits of working with the company.  It is informative to highlight the company’s products, and future as well as the attributes of the company.
•    Discuss the positive aspects of the organization will enable the candidate’s opportunities for advancement and development. If applicable, which every company should consider, training and development, appraisal programs and commitment to development and promotions within. Be sure whatever positive aspects discussed are in place.
•   Discuss the details of the position, challenges, the departments and/or supervisor(s) the position reports to and/or works with, along with future developments of the position. A typical day in the position is great information to disclose to the candidate.
•  A brief presentation of the benefit package with hand out materials, if available. Highlight special or unique benefits, i.e., education reimbursement, product discounts, memberships, etc.).
•      Ask if the candidate has any questions and be prepared to answer the questions with sincerity and correctly, no matter how trivial the question(s) may seem.

Note: Be sure to discuss any special skills or talents the candidate may possess.  Remember it is essential to hire employees that are willing and able to grow with the organization.

Join us on Google Hangout Tuesday, May 6, 2014 @ 12:30 p.m.

to discuss Small Business Hiring.

And/or

Thursday, May 8, 2014 for a free Webinar on Small Business Hiring

Email me for attendance information at all4hrbiz@gmail.com

April D. Halliburton, BA, MBA

President of All-4-HR & Business Solutions

Small- Medium-Size Enterprises (SMEs) Progressive Discipline

Human resource management HRM challenges of very small enterprises (VSEs) and small- medium-sized enterprises (SMEs) vary substantially from large organizations.  As the economy is controlled in large portion by SMEs and VSEs, it is beneficial for researchers to determine what aspects determine the success or failure of these organizations. Human resource management strategies applied to HRM will determine the success or failure of VSEs and SMEs.  

An effective HRM strategy that reflects four components discussed above is the implementation and execution of a progressive discipline policy. EVERY company NEEDS an effective progressive discipline policy. No organization is exempt!! Absence of a progressive discipline policy lays the foundation for organization failure. A progressive discipline policy protects both the employer and the employee.

Be sure there is an updated Employee Handbook in place outlining all HRM policies.  Make sure the progressive discipline policy is defined in the employee handbook. Further, be sure to define serious offenses:

• Fighting, theft, insubordination, threats of violence, the               sale or possession of drugs or abuse of alcohol on company property. 

• Serious offenses that lead to immediate termination, i.e., NO progressive discipline action will be taken and/or NO Letter of Understanding executed.

The following disciplinary actions:

•  What offense include(s) 
•  Penalties for specific offense 
•  First offense: oral or written reprimand 
•  Second offense: suspension or termination

 What disciplinary action(s) will be taken

•  Probation  
•  Investigative suspension 
•  Disciplinary suspension 
•  Crisis suspension  
•  Discharge

This Policy should be outlined in your Employee Handbook (current updated).

A Letter of Understanding has proven effective in notification and administering disciplinary actions.

Email me at all4hrbiz@gmail.com for a Sample Letter of Understanding or any HR Forms you need.

Stay tuned for All-4-HR & Business Solutions Lunchtime Web HR Cafès…..

‪How to make Your HR More Than a HR Department

HR has evolved into so much more than “personnel”. The function of the HR is no longer to focus on policing employees and weeding out undesirables during the hiring process. The function of HR varies across industries as well as from large organizations and SMEs (small- medium-sized enterprises).  While some would like to portray HR departments are not essential, the fact stands that organizations are more in need of the benefits of effective HR than ever. This is especially applicable to SMEs. SMEs’ need for effective, strategic HR is a necessity to achieving organizational growth.

Transactional and Strategic HR are BOTH essential to growing a successful business: HR professionals must utilize the organization’s talent to execute transactional and strategic HR. Transactional HR include: policies and procedures; compliance and legal issues; employee benefits; and recruitment. Strategic HR include: understanding company’s industry; understanding company’s business; helping to set business objectives; and developing HR initiatives that serve company objectives. HR professionals can train HR professionals on executing strategic HR processes.

NOTE: Job rotation can be used to familiarize new employees with how the organization works. Individuals spend several weeks or as long as 6 months in one department and then move to another.  This system is also effective for cross-training employees to ensure productivity for those times when short-staffed.

The HR Function must foresee changing trends in the business and industry: The HR function has to foresee the future, trotting a little ahead of the organization to foresee changing trends in the business and the industry. Senior leadership has to afford the HR function the tools and platform to do so.  Everyone must be on board!

Senior leadership must acknowledge the Strategic Role of HR: Senior leadership has viewed HR as “personnel”, with the primary duties consisting of transactional HR (policies and procedures, etc.). The HR role has evolved to the HR function, consisting of the transactional HR function and strategic HR function as a “whole”. It is critical that senior leadership acknowledge the new HR Role.  

April, President

Thought of the Day!

The only thing that stands between a man and what he wants from life is often merely the will to try it and the faith to believe that it is possible.  ~Richard M. DeVos~

Small- Medium- Size Enterprise (SMEs) HR Analytics/Metrics

The purpose of HR analytics/metrics is to evaluate human capital and human resource measurements to determine how effective your organization is operating. Past practices have involved organizational leaders evaluating finance, always finance. While finance is an intricate portion of HR analytics/metrics, it is the end results. How?  Think about it! Finance presents the end result of the where the organization stands. HR analytics/metrics explains how the organization arrived there! As a small- medium-size enterprise (SMEs) owner/founder/manager, the journey to achieving organizational growth and achieving organizational goals is STRATEGY! STRATEGY! STRATEGY! 

Plan-do-check-act (PDCA) is a management review process that can help you assess and focus on specific organizational HR needs. Human Resource Analytics are the tools for this process.

List of Reports for assessing and reporting on HR functions

·  Ad Source Reports: This report tracks how applicants have heard about your organization, i.e., ERP (Employee Referral Program).

·        HR Data Reports: This report covers 4 main areas: Candidates Interviewed; Candidates Hired; Candidates Terminated; and those who are eligible for rehire.

·       EEOC Reports:  This report reflects compliance with current laws surrounding diversity topics and hiring practices.

·        Traffic Reports:  This report provides results on where people are coming from and the top 5 keywords candidates are typing in the search engines to find your open jobs.

The key here is to make sure that the metrics you decide to use are those that will truly have a business impact on your organization.

List of Human Resource Metrics

·        Productivity/Employee Relations

Ø  Employees surveys:  Be ready for employee feedback; and be prepared to show employees most pertinent results of survey

·        Recruiting/Retention

Ø  Obtaining statistics: Turnover rate of new hires; Average performance measures on new hires; Time to fill positions; Percentage of diversity in your hiring; and dollar impact on bad hire decisions.

·        Benefits/Compensation

Ø  Depending on the size of your organization you need to look at those areas as well as the overall feel of how employees view the benefits and compensation.

·        Training and Development

Ø  Development and growth are important for employee retention.

·        Goals

Ø  Percentage of goals that were completed (met or exceeded) for the year.

April D. Halliburton

All-4-HR & Business Solutions, LLC

http://www.all4hr.net

all4hrbiz@gmail.com