HR Fundamentals for Non-HR Managers and Supervisors Part 2

1. Human Resource Fundamentals for Non-HR Managers and SupervisorsPart 2 With Andrew Sanderbeck

2. From Last Week’s Program Question at the end of the webinar about how long to keep FMLA paperwork… According to Beth Golding who is in the Bureau of Archives and Records Management at the FL Division of Library and Information Services, "FMLA retention - 3 FY if kept for attendance/leave record, 5 FY if kept for payroll reasons."

3. Occupational Safety and Health Act of 1970

4. What possible hazards and safety issues exist in your library?

5. What Steps Do You Need To Take?

6. Fair Labor Standards Act Florida’s Minimum Wage – $8.10 (Jan. 1st, 2017) Overtime Compensatory Time Off Travel Time Exceptions

7. Quick Quiz! What is the Federal Minimum Wage?

8. Salaried Employees: No Overtime

9. Travel Time

10. Florida Reemployment Assistance Program http://www.stateofflorida.com/articles/florida-unemployment.aspx

11. Florida Unemployment Benefits Eligibility In order to be eligible for Florida unemployment benefits, you must meet several criteria: • You must have lost your job through no fault of your own, so you must not have quit for personal reasons or been terminated for malicious misconduct (poor job performance does not disqualify you); • You must be totally or partially unemployed; • You must have a minimum amount of wages earned in what is called the "base period," which is the first four complete quarters beginning 18 months prior to your claim; • You must be able to work, available to work, and actively seeking work. This includes being able to get to a job and have child care if necessary.

12. Getting Ready to Interview

13. Preliminary Steps

14. Getting Ready to Interview - You Need to Know How the task is performed (Methods, Techniques and Tools) How often the task is performed How much time is allotted to perform the task Why the task is performed Where the task is performed

15. Getting Ready to Interview - You Need to Know How success is measured What happens if it is done incorrectly What knowledge is necessary What skills are required What physical and mental abilities are needed

16. Application and Interviewing…Can We Ask?

17. Application Affidavit

18. Performance Evaluations

19. The Do’s and Don’ts of Delivering Performance Evaluations Too often the face-to-face conversation takes the form of a “feedback sandwich:” compliments, criticism, more niceties.

20. The Do’s and Don’ts of delivering Performance Evaluations Most people are good solid workers, so for the vast majority, you should concentrate on things the person has done well.

21. The Do’s and Don’ts of delivering Performance Evaluations For your marginal workers, however, do not sugarcoat bad news. Performance reviews are your chance to constructively approach poor performance and chart out improvement and consequences.

22. The Do’s and Don’ts of Delivering Performance Evaluations As time goes on, that person is not going to get a promotion and not going to get a raise. You’re not doing this person any favors by avoiding their deficiencies.

23. The Do’s and Don’ts of Delivering Performance Evaluations What if they adamantly disagree with your appraisal, take it personally or even threaten to go to your boss because “you’re wrong!”.

24. The Do’s and Don’ts of Delivering Performance Evaluations • Make it clear at the beginning of the year how you’ll evaluate your employees with individual performance planning sessions • Give your employees a copy of their appraisal before the meeting so they may have their initial emotional response in private • Deliver a positive message to your good performers by mainly concentrating on their strengths and achievements during the conversation

25. The Do’s and Don’ts of Delivering Performance Evaluations • Offer general feedback; be specific on behaviors you want your employee to stop, start, and continue • Talk about compensation during the review, if applicable • Sugarcoat the review for your poor performers; use the face-to-face as an opportunity to demand improvement

26. Let’s Talk About Your Progressive Discipline Process

27. How to Avoid the Legal Pitfalls of Progressive Discipline

28. Things to Keep in Mind • Document verbal warnings and counseling. Then place these notes in employee personnel files. Avoid the practice of removing disciplinary actions from employee files after a year; without these records, you may get stuck at step one of the progressive discipline process even if an employee commits multiple infractions. • Remember that discipline cannot be carried out in a vacuum. It must be tied to employees' prior warnings and performance reviews. Document your efforts by using your organizational forms. • Allow employees to share their sides of the story. Document what they say. • Let employees know what is expected of them. Explicitly state: "I expect that you will..." Then provide the employees with the tools necessary to reach the goal. The responsibility of shaping up then lies in the hands of the employees.

29. Things to Keep in Mind • Set deadlines. Employees must be provided a reasonable time period within which to correct the problem. • Spell out the consequences of inaction. Employees need to know that they will be subject to a specific adverse action if the problem addressed is not remedied. • Skip steps only when warranted. It's legal to terminate an employee without running through the progressive discipline steps. But be sure that such extreme action is clearly deserved.

30. What verbiage should be included when a progressive discipline policy is provided? • Besides stating that the organization retains the right to skip steps and that discipline is up to the discretion of management, you should also include a clear disclaimer that reinforces the doctrine of employment at-will.