Human resources kit for dummies pdf

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Human Resources Kit FORDUMmIES 2ND‰EDITIONby Max Messmer Human Resources Kit For Dummies®, 2nd Edition Publish. Human Resources Kit FOR DUMmIES ‰ 2ND EDITION by Max Messmer. In preparing this third edition of Human Resources Kit For Dummies, I relied on the advice and assistance of a number of talented individuals whose.

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Human Resources Kit For Dummies Pdf

Book: Human Resources Kit For Dummies Publisher: For Dummies ( ) ISBN: Pages: Pages Format: PDF Size: Mb. Janilhr--PFA the pdf document--this doesn't have any password. LinkedIn Human Resources Kit for ( MB, views). Editorial Reviews. From the Back Cover. Learn to: Set up and implement successful HR Human Resources Kit For Dummies - Kindle edition by Max Messmer. Download it once and read it on your Kindle device, PC, phones or tablets.

Home New Signup Login. Co - is a free business resource network and community to help professionals learn and grow. Create Account Using Your Email. Vikashnag Generalist Hr. Jothiboshk Hr Professional. Introduction 1 Part I: Building the Framework 7 Chapter 1:

Scope of Work Fiscal Year work will complete construction of a 3. Scribd is the world's largest social reading and publishing site. Employees are the backbone of any company, their management pays a major role in deciding the success of the organization. This project has been made using C language, and uses some important concepts, features and algorithms to accomplish the task. System Projects means you are writing a software program which interacts wither with hardware of the system or provide some useful service to other components of the system.

Just sit back and read it carefully. This project has many features which are generally not availiable in normal library management systems like facility of user login and a facility of teachers login. In this project librarian can add,delete,update book details.

Employee Management Software makes easy for the employer to keep a track all the records. This banking system project is developed for school students. Ozone is a fully featured, object-oriented database management system implemented in Java and distributed under the LGPL open source license. Use these project as sample code for making board game program like Tic-Tac-Toe, Snake and ladder, Hangman. A list of practical projects that anyone can solve in any programming language See solutions.

Thus, those stores might share the same inventory, but each store has its own rental records, and employee records. Furthermore the use of GUI components to achieve this project This is a complete point of sale and inventory system written in C. Human resources software is used by businesses to combine a number of necessary HR students status when the student leaves; instead, a system could be set that allows the supervisor to simply click a button and have the system automatically check which graduation requirements have been met, which are currently being worked on, and which are unmet.

You can find documentation with every project which explains the basic idea of projects. Effective communication is one of the most important factors A good example.

Payroll management software gives the power to: Manage employee information efficiently, define the emoluments, deductions, leave, tax etc, generate pay-slip at the convenience of a mouse click, generate and manage the payroll processes according to the salary structure assigned to the employee, etc. Occasionally, the maximum occurs along an entire edge or face 4. Next record the passenger details and store that in a file.

Hence we cansay, employee salary system will be a subpart of the existing computerized system. Even positive change needs to be controlled, if the project is to meet its objectives on time and within budget. The manager faces problems such as: Knowing how many employees showed up to work on a specific day. I'm looking for an innovative and creative mini project in C programming language. This project is useful in big organizations like software companies to manage employee details like a project he is working on, the total number of years experience, onsite experience, education qualification and his performance and salary information.

Other improvements to the system should relate to the maintenance of the system. It mainly maintains the list of colleges affiliated to the university and their different streams.

The system enables easy and fast access to the guest files. Also, the number of days will be distinct in the case of students and teachers for issue any book. Mega Project List. The system enable online booking of guests into the hotel hence international guests can easily book into the hotel.

These cpp projects can help you to get new c programming project ideas. Easy Tutor author of Employee database management system is from United States.

It has to store all the necessary records for each and every employee within the organization to assign correct task to correct person and right salary and perks to their eligible employees. NET 5. A project team can certainly come up with their own non-trivial proposal, consistent with these sample proposals. While, it is very easy for a function to return multiple values, it is harder for the caller to use them.

Plan ahead for dynamically or statically scheduled tasks, don't get caught out by holidays or dependency constraints. Sep 19, Store staff salary , job tim view more. C language is not designed to do XYZ management projects.

I have 4 Years of hands on experience on helping student in completing their homework. Please try again later. Change Management helps a project team ensure successful delivery of the business case.

This project report covers data flow diagram, context diagram, flow chart. In bank management system we can maintain the record and all banking related tasks in this simple project. The main aim of this project is to develop the software to perform different operations in a bank.

Figure 1 shows this process as a simplified block diagram. Through a consistent process, the present invention lets employees know where they stand, understand what is expected of them, and create a plan to grow and develop their skills.

A knowledgment management system written in Java under JBoss 4. The class will have 2 data fields, a constructor and a get method for each field. It consists of the employee identification number, employee name, pay rate, pension plan flag, and union member flag. The project is simple. Here We can develop python projects for students on latest topics. Most of these HR specialists have developed their skills through years of education and on-the-job experience.

I do believe, though, that I can give you a fair representation of the issues HR people deal 2 Human Resources Kit For Dummies, 2nd Edition with, how the best of them approach these challenges, and enough background to help you better handle the HR function for your organization — both today and as you continue to grow.

On the contrary, everything you read in this book and every tool available on the CD-ROM directly relates to the operational issues most companies deal with daily.

What can you expect to gain from this book? Regardless of your role, this book provides general guidelines on how to set up and implement successful HR practices, as well as actual tools — forms, templates, Web site links, and so on — that you can put to immediate and productive use. Introduction Conventions Used in This Book If yours is a business that currently has a small number of employees, you may be handling all company and staff HR needs yourself.

In other words, you serve as hiring manager, trainer, mentor, performance evaluator, and motivator for every individual your company employs. In this case, the suggested guidelines in this book apply to processes you will not only establish but also implement. While seasoned HR professionals may find much of the information a handy reference, my primary audience is people who are new to the field or are eager to discover new HR practices to gain competitive advantages for their companies.

I focus quite a bit on the operational, functional components of the practice of HR. But this is not my only purpose.

First and foremost, I want to address you as a businessperson — someone who, after reading the book, is knowledgeable not only about the nuts and bolts of HR but also knows how to approach the function with the goal of becoming a strategic player in helping to run your company. As you progress in your role, you may find another of my books, Motivating Employees For Dummies, helpful. Part I: Building the Framework In this part, I give you with an overview of key issues impacting human resources administration.

I cover issues such as wages, benefits, training, and company culture. I also focus on one of the most important trends in staffing today: the growth of the contingent workforce. You find out about the changes that have vastly increased the number of temporary and project workers today and discover how to successfully capitalize on this expanding pool of talent in your business.

Introduction Part IV: Keeping Things Together: Monitoring Ongoing Performance In this part, you discover ways to maximize the employee performance appraisal process, as well as inspire extraordinary performance in employees. You also get a crash course on what to do when things go awry.

Part V: The Part of Tens The final chapters of the book provide you with useful supplementary information, including a summary of laws affecting HR, the keys to HR success in the future, Web sites to access, and steps to take to increase your effectiveness as an HR specialist.

Appendix One last thing: I also include an About the CD appendix that covers — you guessed it — how to use the CD included with this book. The CD-ROM From job application forms and sample employee policies to performance appraisals and benefit plan worksheets, you get everything you need to implement a state-of-the-art HR operation. Icons Used in This Book When I want you to pay close attention to a specific piece of information, I place little pictures, called icons, next to the text in the margin.

I flag important conceptual information using this icon. Part I I In this part. Chapter 2 discusses the many HR-related regulations, programs, and legal issues, such as nondiscrimination and equal-opportunity laws, with which you must help your company comply. But a good deal of debate has always existed over just how much responsibility a company needs to assume — and how much time and money a company must devote to the needs and priorities of employees as opposed to the needs and priorities of its business operations and customers.

The way your business manages your employee base can make all the difference in your ability to differentiate yourself from the competition. Striking this balance has never been easy. In short, human resources has become a business unto itself. And the principal asset of this particular business is people. Throughout this book, I cover the organizational aspects of human resources management. However, I must stress that no cookie-cutter formulas for effective HR management are available.

If you run a small business, for example, you probably function as your own HR manager — that is, you personally oversee and conduct all the classic human resources functions of your company: You recruit and hire. You set up the compensation and benefits package. You write the paychecks and keep the appropriate records. Chapter 1: The Big Picture Bigger companies face the same basic challenges and carry out the same general activities. The only difference is that larger companies employ individual specialists — or sometimes entire departments — to handle these same functions.

True, after they reach a certain size, most companies feel virtually obligated to create a human resources department — even if it consists of only one person.

Because of the increasing complexity of HR issues today, larger companies have boosted the size of their departments and typically employ specialists in areas such as benefits administration or k retirement plans. The human resources function in general has undergone enormous changes in the past 20 years. Some companies still take a highly structured, largely centralized approach to human resources management.

The majority of companies today, however, take a far more decentralized approach, with HR practitioners and line managers working cooperatively to set basic policies and carry out programs. The following sections offer a brief summary of key themes, trends, and issues that are currently affecting the human resources function the most and that are likely to continue influencing the field in the near future.

Strategist versus administrator The key theme of this book is the increasing recognition in corporate America that the most important asset a company has is not its products, factories, or systems, but its people. Top company managers now look to HR for help in formulating long-term staffing strategies, as well as introducing and following through on practices that help ensure that employees get the support and training they need to meet the increasing demands of their jobs.

In short, senior management is looking to HR for insights on how to tap into the potential of every individual within the organization. If it turns out that this requirement results in limited hiring of members of a certain race, sex, or religion because, for whatever reason, few members of that particular race, sex, or religion speak French, you may be guilty of disparate impact discrimination.

What happens if you are challenged on this policy, and a disparate impact is shown? If you can then demonstrate that speaking French is a bona fide occupational qualification BFOQ for the job, then you will not be guilty of discrimination. For example, if your trucking company is based in Vermont and all your drivers, as part of their routes, have to drive across the border into Quebec the part of Canada where French, and not English, is the official language and appears on all signs , you may be able to establish that the ability to speak French is a BFOQ.

However, if your trucking company is located in Arizona, and the drivers drive only between Arizona and Mexico, speaking French will not be considered to be a BFOQ, and you will be guilty of disparate impact discrimination if the requirement results in too few members of one group being employed by you.

Therefore, you need legal advice when establishing any job requirements that you think may be open to question. Regardless of how disciplined you are in your company about following equal opportunity employment principles, you must meet these three key requirements: The recommended minimum period for maintaining these records is three years.

Keep on file records of hiring practices, identifying total hires within a particular job classification and the percentage of minority and female applicants hired. According to the EEOC, in , employees filed more than 75, cases of discrimination. Though EEOC research indicates that nearly 80 percent of these cases result in no benefit to the individual filing the charge, you need to understand the steps involved in case you need to interact with the EEOC.

What follows is a rough description of the sequence of events that typically takes place after a claim is registered with the EEOC. Building the Framework 1. The EEOC receives the charges.

EEOC will, in nearly every case, accept a charge for filing. The EEOC notifies you of the charges. The EEOC promptly notifies you that a charge has been filed and provides a copy of the charge.

If you choose not to participate, skip to Step 4. The parties try to hash it out. Someone from your company probably you talks with both the person who filed the charge and an EEOC staff member. The plaintiff gets a chance to tell his side of the story — that is, why the person feels that he is the victim of discrimination. The EEOC staff member tries her best to resolve the issue. Note that the resolution may involve, for example, giving a dismissed employee another chance or additional severance pay.

The investigation begins. If Step 3 is unsuccessful or you choose not to participate , the EEOC requests that you provide the information and the position statement requested in Step 2.

The EEOC may follow up this step with requests for more information, which can include interviews of witnesses and a review of documents at your facility.

The EEOC makes a determination. If the conciliation process fails or you choose not to participate , the EEOC then decides whether to take you to court itself or to issue the individual a right-to-sue notice so that he can sue you.

Note that if the EEOC finds no reasonable cause, it will so advise you and the individual but still issue a right-to-sue notice to the individual. You have to either go along with EEOC proposals or gird yourself for a legal fight that may take years and cost your company millions in court costs, damages, and negative publicity. The individual can — and often does, when already represented by an attorney — short-circuit the administrative process by requesting and generally receiving an immediate right-to-sue notice.

The EEO Family: A Closer Look More than a dozen pieces of major, HR-related federal legislation have passed since , all relating in some way to equal opportunity. In addition, the local, state, and county levels have passed hundreds of statutes, and guidelines as well. The focus of this legislation and the type of business covered by each piece of legislation vary, and a good deal of overlap occurs.

The following sections offer a quick glimpse of the key federal actions over the past several years. Prohibits discrimination against employees who are age 40 or older. This law originally covered employees until age 65, was amended to age 70, and then had the age was completely removed.

Who the legislation applies to: All private sector employers with 20 or more people who work 20 or more weeks per year. Also covers labor unions 25 or more members , employment agencies, and state and local governments. American Competitiveness in the 21st Century Act What the legislation does: Seeks to help the American economy in both the short and long run by a combination of temporary visa increases issued for highly skilled labor as well as training and education initiatives.

Building the Framework The act benefits both job seekers and employers. It allows individuals whose employers are trying to get them an extension on their visas to stay in the United States until a decision is made on their cases rather than forcing these persons to leave the country.

The act also includes training and educational opportunities for American citizens. In addition, it exempts from the cap visas obtained by universities, research facilities, and graduate degree recipients to help keep top graduates and educators in the country.

Any company. Americans with Disabilities Act What the legislation does: Gives people with physical or mental disabilities greatly increased access to public services and requires employers to provide reasonable accommodation for applicants and employees with disabilities.

All private-sector employers with 15 or more employees. Additional details: Employers in recent years have taken major steps to accommodate otherwise qualified disabled employees by outfitting the workplace with certain features such as wheelchair ramps, for example specially designed for disabled people or modifying schedules or training programs with an eye toward the special needs of disabled persons.

The text of this act also can be found on the ADA Web site www. Provides certain former employees, retirees, spouses, former spouses, and children the right to temporary continuation of health coverage at group rates.

Human Resources Kit For Dummies, 3rd Edition

Companies with 20 or more employees. Navigating the Legal Minefield Unquestionably, healthcare is an extremely important part of the world of human resources.

I cover the topic more extensively in Chapter Equal Pay Act What the legislation does: Prohibits any discrepancies in pay between men and women who are assigned to or perform the same job. Private employers or labor organizations who have two or more employees, and who are engaged in interstate commerce or in the production of goods for interstate commerce. Family and Medical Leave Act What the legislation does: Grants to qualified employees the right to unpaid leave for specified family or health-related reasons without the fear of losing their jobs.

Employees who are seriously ill or who have seriously ill immediate family members are eligible for up to a total of 12 work weeks of unpaid leave during any month period.

This act also applies to the birth and care of a newborn child of the employee and the placement with the employee of a son or daughter for adoption or foster care. Private employers with 15 or more employees. Keep in mind: FMLA makes the company responsible for communicating the provisions of this act to employees. Fair Labor Standards Act What the legislation does: Establishes the minimum wage, requires overtime for certain employees, provides restrictions on the employment of children, and requires certain forms of record-keeping.

Most companies. Federal Unemployment Tax Act What the legislation does: Stipulates that employers must contribute to a government tax program that offers temporary benefits to employees who have lost their jobs. In most cases, includes both a federal and state tax.

Tax rate: The current maximum tax imposed is at a rate of 6. Establishes guidelines for protecting private, personal information. Individuals have control over how their information may be used. All employers. Again, more information on healthcare is provided in Chapter Immigration Reform and Control Act , , and What the legislation does: Bans employers from hiring illegal aliens — and establishes penalties for such behavior.

Any individual or company, regardless of size or industry. Matters related to immigration and security are even more important since , when the Department of Homeland Security was established and the Patriot Act see the section later in this chapter was passed. Prohibits age-based discrimination in early retirement and other benefit plans of employees who are age 40 or older. All private-sector employers with 20 or more people who work 20 or more weeks per year. It also gives employees seven days to change their minds.

Patriot Act What the legislation does: Key implication: Complying with the Patriot Act requires vigilance in two areas. But you also must comply as requested by the government. You should also work with computer, telecommunications, and security experts who can assist with everything from ensuring a safe internal communications environment to creating proper, secure, means for employees to enter and exit your offices.

Pregnancy Discrimination Act What the legislation does: Employers with 15 or more employees who work 20 or more weeks a year.

Building the Framework And remember: The act covers both married and unmarried women. Also, both female employees and pregnant spouses of male employees can receive pregnancy benefits.

Rehabilitation Act and What the legislation does: Protects disabled persons from discrimination. A disabled person is defined as any person who has a physical or mental impairment which substantially limits one or more major life activities.

In , Congress amended the Rehabilitation Act to require federal agencies to make their electronic and information technology accessible to people with disabilities. Special requirements: Sarbanes-Oxley Act What the legislation does: Requires publicly held companies to be more straightforward in reporting their financial results and how they were calculated.

Also requires more stringent company controls to ensure the ethical behavior of all employees. Publicly held companies and private firms that are considering becoming public companies through an initial public offering IPO of their stock.

Strong recommendation: Sarbanes-Oxley requires the establishment of a company code of ethics for its senior financial officers. Prohibits any employment and other practices that discriminate against people on the basis of race, sex, color, religion, or national origin.

Almost all government institutions, employment agencies, labor unions, and private employers with 15 or more employees who work 20 or more weeks per year. Notable amendment: Companies with or more employees. Sexual Harassment: Keep Your Workplace Free of It Sexual harassment became a major HR topic in the late s, triggered by several landmark lawsuits that resulted in significant settlements. The definition of sexual harassment, on the surface, seems fairly straightforward. Then again, maybe not.

Building the Framework harassment, but also the intent behind the behavior. Also at issue is the connection between the behavior and the working circumstances and conditions of the person who is being harassed. Sexual harassment is really about power —— abuse of power — in the workplace. In its definition of sexual harassment, the EEOC labels the behavior as follows: It lists three situations in which these unwelcome advances rise to the legal definition of sexual harassment: People courts included have varying ideas of what is implicit and different perceptions about what factors make a workplace intimidating or hostile.

I can make one statement with certainty: No company today can afford to ignore this issue, and no one with HR responsibility can afford to forget that what one person may view as a harmless joke may well be perceived by another as an aggressive and unwelcome sexual advance. Sexual harassment is one area of HR management in which you can never be too careful. To point you in the right direction, the following section offer guidelines that may help you develop a proactive — and effective — sexual harassment policy in your own company.

You need a written policy that spells it out clearly, and you need to state, in no uncertain terms, the penalties for flouting the policy — innocently or otherwise. Navigating the Legal Minefield Your company is responsible for making sure that everyone in the organization — supervisors, managers, and employees — recognizes that sexual harassment is wrong and will not be tolerated in the workplace.

How you communicate and educate people about this policy by using classes, educational videos, literature, and so on is up to you. Just do it. The Court held that the City of Boca Raton, Florida, was liable for the actions of two male lifeguard supervisors who were alleged to have created a sexually hostile environment for female lifeguards by making offensive and lewd remarks.

Publicizing your policy on sexual harassment can be accomplished yearly. Set a date during the same month each year and send copies of your policies to every employee. You may also consider developing an online sexual harassment policy manual and training course that you can deliver to every employee annually. In certain states, further sexual harassment awareness training is required by law.

For example, in California and Connecticut, all companies with 50 or more employees must provide all supervisors and managers with at least two hours of sexual harassment awareness training. This example shows how state law can affect mandatory training requirements. Create a reporting process Employees are not required by law to report sexual harassment to their employer before going to the EEOC or to court.

Identify several different sources for employees to use to report harassment, such as their supervisor, an HR representative, or an anonymous, toll-free phone line. Building the Framework Treat all complaints about sexual harassment seriously Regardless of how frivolous you may consider a sexual harassment complaint, you must take it seriously and, at the very least, look into the charge.

Document every complaint Every sexual harassment complaint, no matter how trivial it may seem and how quickly or easily it is resolved, should be documented. Documentation of discipline demonstrates that your company is serious about the problem and the solution. Getting detailed statements from the person making the harassment charges, as well as from the accused, is paramount.

International Expansion: Stranger in a Strange Land Legal issues become increasingly complicated when your company expands. Many laws, regulations, and tax codes differ in various municipalities and states throughout the United States. But the matter of compliance grows by leaps and bounds when you add offices and employees in other countries. Navigating the Legal Minefield Proper legal and financial counsel is mandatory for understanding the accounting and taxation policies and procedures of another nation.

But as I explain throughout this chapter, laws are often subject to a wide variety of interpretations. The United States, for example, has always placed a strong emphasis on equal opportunity. In a nation like Japan, for example, while avoiding discrimination is important, laws and practices reflect the role that hierarchy and formality play in business.

Things may change as your company grows and reaches out for new opportunities. In Part II, I discuss the strategic foundation that supports all your staffing activities. But companies with successful hiring practices recognize that this explanation is far too simplistic. Hiring is a multistep process, and any missteps that occur early on in the process will invariably catch up with you.

No misstep can do more to torpedo the process than failing to take enough time at the start to form a clear understanding of your overall staffing needs. In this chapter, I examine the critical steps you should be taking as you go through this first phase of the hiring process. This hiring approach is based on the immediate and long-term needs of the business, as opposed to the specs of a particular job.

Table shows the difference between the traditional approach to hiring and the strategic staffing model. Determine which combination of resources — internal or external — can get the most mileage out of the tasks and responsibilities that need to be carried out.

Look mainly for technical competence. Base the hiring decision primarily on the selection interview. View the selection interview as only one of a series of tools designed to make the best choice of hiring.

Hire only full-time employees. Consider a blend of full-time and temporary workers to meet variable workload needs. Equally important, you need to make sure that any staffing decision clearly supports these business priorities. To do so, you must look beyond the purely functional requirements of the various positions in your company and focus instead on what skills and attributes employees need to perform those functions exceptionally well.

Chief among the staffing functions are the following: The idea is to begin thinking in terms of need rather than job, long term rather than short term, and big picture rather than immediate opening. This approach ties directly into the changing role of the HR professional from administrator to strategist, which I discuss in Chapter 1. Make it a priority to introduce the concept to other managers in your organization.

To get you started, here are some of the key questions that you and other people in your company should answer before you make your next move: In other words, what factors have the greatest bearing on competitive success? And what kind of culture do you ultimately want to create? What are the values you want the company to stand for? Strategic staffing is not just about hiring more employees.

It involves making the best staffing choices available to address the core business needs you and other managers have identified. Is a fulltime individual still required in this role? And should a potential replacement have the same skills and experience as her predecessor? Or does the position need to be re-filled at all and the duties handled in other ways?

Help him identify the frequency and timing of workload peaks and valleys and look for predictable patterns. Discuss the impact of shifts in company priorities and what eventual effect these are likely to have on the work group in question. This discussion allows you to spot any shortfalls in human resources for upcoming initiatives. Consider a mix of resources If you identify shortfalls, how will you bridge the gap?

By reprioritizing and shifting some duties, can one or more staff members be reassigned to an urgent project when it comes in? The manager may be able to combine some functions or create project teams to focus on critical but temporary activities, with these groups quickly disbanding or reassembling, depending on changing needs. Chapter 3: If core staff are fully occupied and you have new tasks that must be handled on a long-term basis, it may make sense to hire additional permanent staff.

If upcoming projects are of limited duration or you need specialized skills unavailable internally, a mix of full-time and temporary employees may be your best bet. In some cases, outsourcing, or turning over an entire function to an outside specialist, may suit your needs best.

The role of HR professionals. You gain flexibility. It allows you and other company managers to rapidly expand or contract a well-thought-out mix of talent to meet both current and long-term goals. In Chapter 13, I discuss more of the specifics of how you can make this concept work. Reassess goals annually Change is the name of the game in business.

Company priorities will undoubtedly shift over time as management seeks ways to keep the firm competitive. Finding New Employees You can look for new employees in two general places: But before you get into the specifics of your hiring strategy, you should have a general idea of what you stand to gain — or lose — when you focus your staffing efforts inside your organization or look outside for new talent.

Inner peace: Filling jobs from within the organization The rule in successful staffing has always been to do your best to fill new job openings from within before looking for outside candidates. Here are the key reasons: Hiring from within usually takes less time and is generally less costly in the short term, at least than hiring from the outside. In addition, existing employees are a known quantity.

You know what type of performance you can expect from them. Hiring from within sends a message to employees at all levels of your organization that good performance gets rewarded and that employees have a reason apart from the regular paycheck to work hard, be reliable, and focus on quality.

Benefiting from a diverse workforce In recent years, the term diversity has entered the business world in a big way. Over the last 15 years, hundreds of articles, papers, studies, and books talk about how diverse the workplace is becoming. Everyone knows that the workplace is no longer dominated by white males, but did you know that, according to the U.

Bureau of Labor, by , women and minorities will make up 70 percent of all new entrants to the workforce? Chapter 2 summarizes the laws that have been enacted to bar discrimination in hiring practices. This legislation is often changed or updated, such as the addition of the Internet Applicant final rule of , which requires federal contractors to collect and maintain data for use in enforcing nondiscrimination laws. When questions arise regarding any component of employment laws, seek legal counsel.

While these often-complex laws can make your job more complicated, a pay-off does exist because diversity has had a tremendously positive impact on the business environment. If everyone in your company thinks alike, you miss the opportunity for innovative ideas that often come from individuals from diverse cultures and backgrounds — ideas that can help you improve your products and level of customer service. Ensuring that you have a wide spectrum of job applicants to choose from requires making outreach efforts to various community groups or running classified ads in newspapers read by specific ethnic groups.

Beyond hiring, the term diversity training may entail conducting training sessions among employees that teach them to increase sensitivity toward others. When people feel accepted and valued by their colleagues, subordinates, and supervisors, their loyalty and morale increases, and this in turn greatly increases productivity. Building a Staffing Strategy New horizons: Here are the basic arguments for looking outside the company to fill certain positions: This constraint may not be a problem for certain jobs, but for critical positions, you may not want to limit your options.

Recruiting from outside the company is usually helpful for companies that have held on to the status quo for too long. Workforce diversity or the effort to allow and encourage diversity in the workplace enables a business to draw on the resources, expertise, and creativity of people from the widest possible range of backgrounds: And filling jobs from the outside may turn out to be the only way you can keep your company within EEOC compliance see Chapter 2.

But remember, having a diverse workforce is not just a matter of satisfying the law. It also makes good business sense. However, a commitment to diversity means that you create a workplace environment supportive of a wide range of perspectives. The role of HR Outsourcing is the practice of turning over an entire function shipping, payroll, benefits administration, security, computer networking to an outside specialist.

In some cases, a function may be moved to a remote location miles away from your office —— even occasionally out of the country. This latter approach, often referred to as offshoring, has grabbed headlines and generated much economic and political debate in recent years. Small companies and Momand-Pop businesses have been outsourcing since the beginning of time.

Companies usually outsource to save time and money, either because of necessity or choice. Choice is the driving factor when companies want to focus all their internal energies on those operations that contribute directly to their competitive advantage —— and outsource those that may only be necessary for a discreet period of time or specific function.

In your HR role, you need to grasp the implications of outsourcing so that you can help provide strategic counsel throughout any hiring process —— and contribute to decisions about whether to use this alternative in the first place. After all, any outsourcing effort inherently carries a demand not just for one discreet hire, but for many people —— and your input about how to conduct an effective search for skilled contractors or consultants is extremely valuable.

Another reason to be aware of the outsourcing trend is that it is affects the HR function itself: Companies are increasingly outsourcing some of their HR services. But no matter which business process is involved, your ability to apply hiring principles can play a major role in ensuring that any outsourcing effort is implemented as efficiently as possible. Chapter 4 Smart Start to Hiring: You spend more time as a firefighter and less time as a manager and strategic planner.

Most bad hiring decisions are avoidable, assuming that you and others in your company approach the process with respect, understanding, and discipline. This chapter gets you started in the right direction.

The Right People in the Right Places employee can create: Consider the following factors: Everybody has to contribute.

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It means maintaining high quality standards, keeping customers happy, and keeping costs under control. Because just about every task in business has to be done faster than ever, companies of every size are relying on technological advances to streamline day-to-day operating procedures. Chapter 4: More than ever, successful hiring is a multidimensional process. In effect, you approach staffing from a proactive rather than a reactive perspective. Building Competency Models Whether you decide that internal promotions, full-time new hires, part-time workers, temporary project professionals, or a carefully thought-out combination of these roles will best meet your business needs, before you can seek out these individuals, you need to determine what qualities you want them to have.

Many firms today are using a process called competency modeling to help target the characteristics that distinguish top performers. Companies can then use this information in the hiring process to seek and evaluate prospective employees. Closely related to — and supportive of — the basic concept of strategic staffing, competency modeling is an increasingly important way to assess your true talent needs.

Although this term may sound complicated, the concept itself is actually quite simple and understanding it has very useful implications for you. This strategic recipe becomes the basis not only of your hiring decisions but also of your training and development strategies.

Suppose, for example, that your company is in the business of selling home security systems. One way that you market your service is to solicit potential customers by phone. The basic job of a telemarketer, of course, is to generate leads by calling people on the phone. Some telemarketers, however, are clearly much better at this task than others.

The Right People in the Right Places down their spirits. In other words, they possess certain attributes that contribute to superior performance in this job.

And these attributes as opposed to the actual tasks of the job are the basis of the competency model. You can apply the concept of competency modeling to virtually any function in your company.

The basic objective is always the same: To determine as precisely as you can what combination of skills and attributes are required to excel at that function. But at least you have a frame of reference from which to work.

You can now identify with greater precision any skill deficits — gaps between the requirements of the job and the qualifications of the candidate. Some consulting companies specialize in helping businesses develop competency models for key functions or positions. The following suggestions can help you gain insights on your own: Try to answer the following questions: One of the best — and easiest — ways to find out which employees in your company can provide the basis for your competency modeling is to talk to people with whom your staff interact on a regular basis: Find out which employees your customers enjoy dealing with the most, and, more important, what those employees do to routinely win the affection of these customers.

Your first stop is the job description. The job description has long been the bread-and-butter tool of hiring.

Done correctly, a well thought-out job description delivers the following benefits: The job description needs to communicate as specifically but concisely as possible what responsibilities and tasks the job entails and to indicate the key qualifications of the job — the basic requirements specific credentials or skills — and, if possible, the attributes that underlie superior performance.

Following is a quick look at the categories that make up a well-written job description: Notice the following: The following sections describe six guidelines that can help you through the important — but often overlooked — stage of creating a job description.

The overall result is that many existing job descriptions are pretty much obsolete. Jobs today are generally broader in scope than those of the past; job descriptions, therefore, now need to take into account the expanded skill sets that employees need to handle the greater responsibilities.

The implications for you? Do your best to avoid the common pitfall of blurring this distinction. Discipline yourself to clarify the actual tasks and responsibilities before you start to think about what special attributes are needed by the person who will be carrying out those tasks and fulfilling those responsibilities.

The Right People in the Right Places Set priorities A well-written job description consists of more than simply a laundry list of the tasks and responsibilities that the job entails. It reflects a sense of priorities. In other words, it differentiates those responsibilities and tasks that are primary from those that are secondary, based on core competencies.

Credentials are absolute necessities in some jobs. You can often use credentials as a way to eliminate certain candidates from the running if you have far more applicants for a job than you can reasonably handle.

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At the same time, stay flexible. This advice is particularly true when hiring for middle and senior-level managers. These skills include an aptitude for communicating with people of all levels, skill sets, and backgrounds; the ability to work well in teams as both leader and team member ; and other factors, such as a strong sense of ethics and a talent for efficient and creative problem-solving.

Kicking Off the Hiring Process Consider this: When you read about CEOs who build successful companies, you hear far less about their technical skills — be it finance or marketing, engineering or administration — and much more about their strong people skills. The types of people you want in your company are adept at communicating ideas, providing leadership, collaborating with others, and simply making things happen.

Make sure that the job is doable Some job descriptions work beautifully until the person you hire actually tries to perform the job. So the job that you describe must truly be doable. One factor is the compatibility of those tasks. And you want to make sure that the words you choose actually spell out what the job entails. Table provides a handful of examples of task descriptions that are far too general, coupled with suggested rewrites.

In Chapters 10 and 11, I discuss the details of salary and benefits and what constitutes an effective compensation structure. Now that the majority of jobs in most companies involve multitasking, job titles are no longer a reliable indicator of the responsibilities of any particular job and, as such, can be tricky to handle.

An inaccurate or overblown job title can create false expectations and lead to resentment, disappointment, or worse. Exempt workers receive a flat weekly, monthly, or annual salary, regardless of the number of hours they work over a given period. Nonexempt workers are paid on an hourly basis though some receive salaries and are eligible for overtime pay if they work more than 40 hours in a given week.

For more on this topic, see Chapter It lists jobs by occupational groups and, within groups, by functions and responsibilities. The DOT assigns each specific job a unique nine-digit code number and defines the principal tasks each job involves. Apart from everything else, a job description is generally regarded as a legal document. As such, any references to race, color, religion, age, sex, national origin or nationality, or physical or mental disability can expose your company to a possible discrimination suit.

The limiting of recruitment of a live-in counselor in a female residence hall to women is one frequently cited example. You can also find exceptions to the age prohibition. These exceptions are so conditional, however, that the wise employer has a lawyer scrutinize every word.

Yes, It Matters Your customers may not care about the specific arrangements different employees have with your company, but your accountant does, and so do the federal and state agencies that are responsible for collecting payroll taxes.

The following sections provide the general classifications, along with a brief description of the main classification criteria. For more information on the way these classifications affect salary, payroll taxes, and benefits administration, see Chapter Full-time employees General definition: Employees who generally work a full week, regardless of what they do for the company, where they work, or who they work for.

Major implications: Employers are required to pay whatever payroll taxes are required by law and must also withhold applicable state, federal, and local taxes. Full-time employees enjoy full protection under all the federal and state laws and statutes that govern HR administration. Regular part-time employees General definition: Employees who generally work less than a full week, but nonetheless have a regular schedule, perform a prescribed set of tasks, and have a fixed place where they do their work.

Enjoy many of the same benefits usually on a prorated scale and the same federal and state protections as full-time employees. Temporary workers and contract employees General definition: Individuals who work on an as-needed that is, contingency basis, with no set schedule. Temporary or contract workers, often referred to as contingent workers, represent the fastest growing segment of the workforce, and the tasks they perform are no longer primarily administrative or clerical.

Indeed, the world of temporary professionals now includes doctors, teachers, and lawyers — even CEOs. More commonly, though, an outside staffing source provides temporary workers. Temporary and contract employees also receive the same legal protection against discrimination and sexual harassment as do the full-time workers.

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