PRESENTATION CONTENT What is Human Resources – yesterday and today HR – the partner What are the HR roles? Results of poor people management What are your liabilities? How can you positively impact your employee management? Resources You decide
WHAT IS HUMAN RESOURCES Used to be: The “company counselor” The person who “hired and fired” The payroll department Employment paperwork shuffler
Today, HR can be any or all of the following: The internal expert for both technical regulations and general management practices Facilitator for the alignment of human capital with business objectives The balance of business reality with the needs of the employees
ADVISOR & CONFIDANT
Why are companies of ALL types and sizes placing more emphasis on the area of HUMAN RESOURCES? The need to facilitate a rapidly changing company The need to align company resources toward achieving business goals and objectives The need for expertise and advice on employment practices, thus limiting their employment liability
What are the common, key HUMAN RESOURCE roles? •Finding the right people •Motivating and rewarding employees •Communicating organizational change •Employee development •Performance management •Keeping employees safe at work •Retention •Employee relations/policy/procedure
Ask Yourself Who is fulfilling this role for you today? Are your needs being met?
Negative results of poor people management: •Employees frustrated with change •Employees don’t know the company mission and vision •Employees that leave within the first 90 days •Employees that aren’t learning like they should •They keep asking, “How am I doing”? •You experience one work comp claim after another •No one knows the rules •Excessive absences •Employees quit with no notice and you don’t know why •You are worried about being sued
Do these sound familiar? You are a typical employer, no matter your size, corporate or independent It may be time for you to step up your HUMAN RESOURCE efforts
MANAGEING THE HUMAN SIDE OF THE BUSINESS WILL BE THE MOST DIFFICULT, THE MOST COSTLY AND THE MOST TIME CONSUMING Can you put a price on your, your managers and supervisors time to deal with the HUMAN needs and issues
What types of things can positively impact your ability to manage the people in your organization?
Standard and consistent hiring practices (recruiting, interviewing, reference checking) Establishing a new employee orientation and follow-up checklist Frequent performance reviews which includes objective, performance based information and a development path Recognition Establish communication standards and expectations that work for you Ask for employee input and participation
Provide employees with sound policies and procedures and follow them in a consistent manner Be creative with the non-tangible things; work schedule, celebrating successes, making work fun Know why employees leave – get a handle on what is not working well Make changes for the right reasons and allow employees to acclimate Know your basic employment liabilities Know when you need an HR Professional Instill PRIDE
What are some of your biggest areas of liability? (See handout)
•Hiring practices •FLSA •Workers Comp •Discrimination •Wrongful termination •Wage and Hour •Inconsistent & subjective use of policy and procedure
Who are your resources? YOU! – If your business structure allows you to be your own HUMAN RESOURCE professional – educate yourself. Make a point of seeking out information Your attorney Network groups and organizations (like NPPC) The Internet Employing an HR Professional Utilizing a HR consultant as needed
You must ask yourself? •Do I or my managers have the time to perform HR functions? •Do we possess the necessary expertise? •Do we do what is in the best interest of everyone – can I stay objective •Could I benefit from having the professional expertise to assist with employee relations, change and business strategy? •Is it worth the financial investment? •Can I afford not to?
Handout Employers with at least one employee need to comply with: Fair Labor Standards Act Employee Polygraph Protection Act Immigration Reform & Control Equal Pay Act Federal Income Tax Withholding Uniformed Services Employment & Reemployment Rights Act Federal Insurance Contribution Act National Labor Relations Act Consumer Credit Protection Act Labor Management Relations Act Uniform Guidelines for Employment Selection Procedures Employment Retirement Income Security Act Employers with 11 or more employees need to comply with the above plus: Occupational Safety & Health Act Illness/Injury Recording and Reporting Employers with 15 or more employees need to comply with the above plus: Pregnancy Discrimination Act Americans with Disabilities Act Title VII of the Civil Rights Act Civil Rights Act
Employers with 20 or more employees need to comply with the above plus: Age Discrimination in Employment Act Consolidated Omnibus Budget Reconciliation Act (COBRA) Employers with 50 or more employees need to comply with the above plus: Worker adjustment Retraining Notification Act Report the EEO-1 form to the EEOC
