The Everything HR Kit_ A Complete Guide to Attracting, Retaining, and Motivating High-Performance Employees

The Everything HR Kit_ A Complete Guide to Attracting, Retaining, and Motivating High-Performance Employees

THE EVERYTHING HR Kit This page intentionally left blank THE EVERYTHING HR Kit A Complete Guide to Attracting, Retaining, and Motivating High-Performance Employees John Putzier, SPHR and David J Baker, SPHR American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C Bulk discounts available For details visit: www.amacombooks.org/go/specialsales Or contact special sales: Phone: 800-250-5308 E-mail: specialsls@amanet.org View all AMACOM titles at: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service If legal advice or other expert assistance is required, the services of a competent professional person should be sought Please be advised that the information contained in this toolbox and accompanying CD is not to be construed as or intended to be a substitute for legal advice or opinion If you have any questions or concerns about the propriety of the information contained herein, or on the CD, please review your specific situation with appropriate legal or professional counsel Library of Congress Cataloging-in-Publication Data Putzier, John, 1951– The everything HR kit : a complete guide to attracting, retaining & motivating high-performance employees / John Putzier and David J Baker p cm Includes index ISBN-13: 978-0-8144-1609-9 ISBN-10: 0-8144-1609-8 Employees—Recruiting Employee selection Employee retention Employee motivation Personnel management I Baker, David J II Title HF5549.5.R44P88 658.3—dc22 2011 2010020877 © 2011 John Putzier and David J Baker All rights reserved Printed in the United States of America This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019 About AMA American Management Association (www.amanet.org) is a world leader in talent development, advancing the skills of individuals to drive business success Our mission is to support the goals of individuals and organizations through a complete range of products and services, including classroom and virtual seminars, webcasts, webinars, podcasts, conferences, corporate and government solutions, business books and research AMA’s approach to improving performance combines experiential learning—learning through doing—with opportunities for ongoing professional growth at every step of one’s career journey Printing number 10 Contents Preface Acknowledgments ix xi INTRODUCTION: MAKING THE CASE Human Resource Self-Assessment Calculating the Cost of Employee Turnover The Cycles of Satisfaction The Cycle of Employment The Recruitment Funnel 1 11 PART PREEMPLOYMENT/RECRUITMENT Chapter 1: Preliminary Tools Why Work Here? The Recruitment Brochure Job Descriptions (aka “Success Profiles”) 13 15 15 17 19 Chapter 2: Recruitment Creative Sourcing Strategies Employee Referral Programs (aka Bird Dogs) 27 27 41 v vi Contents EEOC Applicant Data Record 43 46 48 Chapter 3: The Interview Process Preparing for the Interview Candidate Interview Worksheet Behavioral Interviewing Guide 50 50 51 55 Chapter 4: Conducting the Interview Best Practices in Conducting the Interview Legalities of Interviewing Gut Wrenchers: The 50 Toughest Questions You’ll Ever Get or Give in a Job Interview Interview Questions by Category The Five Most Common Interviewer Errors Red Flags and Warning Signs Interviewing the Interviewer 67 67 71 Chapter 5: Assessment Matching People to Jobs—Behavioral Assessment Using the Candidate Assessment Form 89 89 94 Sample Hiring Process and Flowchart Equal Employment Opportunity Commission (EEOC) EEO-1 Survey 75 77 82 84 87 Chapter 6: Reference Checking Negligent Hiring—What Is It? Reference Check Process Reference Check Questions 97 98 99 100 Chapter 7: Drug Testing Information on Drug Testing in the Workplace Kinds of Drug Testing 102 102 103 Contents vii Chapter 8: Immigration I-9 Form—Employment Eligibility Verification Types of U.S Visas 107 107 108 Chapter 9: Benefits Standard Benefits Packages Offering Health Insurance Plans Is a Competitive Advantage Kinds of Health Insurance How to Choose a Managed-Care Plan for Your Company Obtaining Health Insurance for Your Employees Employer-Sponsored Retirement Plans Paid Time Off (PTO) or Vacation—Which Is Right for You? Vacation Policies Other Time Off and Leaves Sample Policy 117 117 118 119 121 123 124 127 130 135 135 PART POSTEMPLOYMENT Chapter 10: New-Employee Orientation (aka On-Boarding) Conditions Necessary for Success Suggested Items to Cover During Orientation Touring Your Organization Make a New Employee’s First Day Go Smoothly New Employee Paperwork 142 144 145 147 149 150 Chapter 11: Employee Handbooks Two Versions for Two Different Purposes 153 153 Chapter 12: Federal Labor Laws Employment Classifications Federal Labor Laws by Number of Employees Most Pertinent Laws Defined 162 162 164 166 viii Contents Chapter 13: Performance Management Performance Review and Development Employee Perception Surveys Employee Retention Toolkit 172 172 181 191 Chapter 14: Discipline, Termination, Reductions in Force, and Exit Procedures Progressive Discipline Reductions in Force, the WARN Act, and COBRA Exit Procedures 196 197 203 214 PART 3.LEADERSHIP AND ACTION PLANNING: TURNING INTENTIONS INTO ACTIONS Chapter 15: Transforming Your Management Team Into a Leadership Team Top 10 Guidelines for Conducting Effective Leadership Team Meetings HR Action Plan HR Strategic Action Plan (Detailed) Conclusion Index About the Authors 230 231 233 235 239 241 251 Preface The purpose of this kit is to make life easier, more profitable, and more productive for your organization and its leaders, whether or not you currently have a human resources department, and whether you are a for-profit, not-for-profit, or public organization Although you may sense a slant toward the for-profit sector in this kit and tools, there is literally no difference in how to become an employer of choice, whether you are selling hamburgers or saving the planet If you are a not-for-profit or public organization and you see the word profit, just substitute the words attainment of mission If you see the word customer, just substitute the word client or stakeholder Having taught in the H J Heinz III School of Public Policy at Carnegie Mellon University, and having completed graduate studies in the School of Government and Public Administration at American University, I can tell you firsthand that there are few, if any, differences in what you need to know and to become a high-performing employer of choice, regardless of your industry or sector Most organizations are sorely in need of better people and better performance It’s not that the people they hire are bad; it’s just that they have bad recruitment, selection, and retention processes As they say, “You can’t teach a pig to sing It just frustrates you, and annoys the pig.” ix 238 Le a d e r s h i p a n d A c t i o n P l a n n i n g : Tu r n i n g I n t e n t i o n s I n t o A c t i o n s XII Standard Behavioral Interview Questions (based on job descriptions) A Use Candidate Assessment Form from CD (Tailored questions to be developed for each candidate based on résumé, application form, and other candidate-specific sources before each interview.) XIII Boomerang Strategies A Decide which strategies are right for your organization Examples: Get Out of Jail Free cards a Can use the same templates as business cards b Should say, “If you ever want to come back to , and we have a job that fits your skills, you are hired!” Restore/bridge service if return within Follow-up strategies a Post-exit interview (meet for coffee, etc.) to months after exit b Send newsletter or other communications Welcome home parties a Showcase boomerangs returning b Cake? Group welcome? Etc c Golden boomerang XIV Performance Management A Go back to HR Toolkit and pick one job at a time to develop See Performance Review and Development templates B Establish schedule for conducting reviews C Get training on how to conduct performance discussions D Share forms and process with staff (employee meetings recommended) XV Employee Perception Survey A Go back to HR Toolkit and develop survey B Follow process detailed in HR Toolkit XVI Celebrate Successes! Conclusion Well, we hope you made it this far! Just remember, this is a process, not an event The good news is that you can follow the plan at your own pace, and still see dramatic improvement rather quickly The other good news is that when you start to see the benefits of implementing the recommendations in this kit, you will be motivated to continue improving your organization’s human resources capabilities This kit has introduced you to a lot of information, which can be a little overwhelming at first To be successful in human resources, both strategically and operationally, we like to use the analogy of a bath rather than a vaccination Becoming an employer of choice requires daily diligence; it’s not an annual event It’s a mindset, not a program Although a lot of the initiatives in this kit involve processes and forms, the ultimate litmus test is your intentions and motivations for adopting these processes For example, your intention for implementing a solid performance management process should have retention and motivation as its primary goal, not just getting your ducks in a row to terminate someone Or, your motivation for paying bird-dog bonuses for employee referrals should not just be to get great candidates, but to leverage your HR as PR, and to make everyone an ambassador for your organization Get it? 239 240 Conclusion As you go through each of the best practices, recommendations, and processes in the kit and on the CD, ask yourself what your intention or motivation is, and also what are the “other” benefits from or reasons for implementing that particular item Discuss this with your leadership team; by doing this, you will start to become “big-picture” leaders and have greater motivation and commitment to see your initiatives through to success Goals without action are just dreams! As we have mentioned, the laws and regulations for human resources are constantly changing, so please be sure to check with us or with your own legal counsel when you are implementing a policy or process that may be subject to current or changing legal requirements Healthcare and insurance reform legislation will create a lot of game-changers in the coming years, but the underlying principles and philosophies in this kit are evergreen and will be applicable in any environment Finally, you can actually speak with John or David, the authors of this kit, or one of their specialists, if you would like guidance or assistance in moving forward with any of these initiatives In fact, you can even subscribe to their HRx Hotline for ongoing teleconsultation services as needed This is a very cost-effective way to work through the process without the expense of a consultant traveling to you For more information, please feel free to call our toll-free HRx Hotline at 877HRxHotline (479-4685) or e-mail John@FirStepInc.com, or 724-934-0272, e-mail djb@HCAdvisors.net Good luck! Index Action Plan, 231, 233–234 details, 235–238 active job candidates, vs passive, 27–28 adjustment of status (Form I-485), 114 advance notice of planned layoffs, 205 Age Discrimination in Employment Act of 1967 (ADEA), 165, 169 age, interview questions about, 73 agenda, for leadership team meeting, 231 alcohol, testing for, 105 alumni (former employees), maintaining contact with, 32 Americans with Disabilities Act of 1990 (ADA), 102–103, 139, 165, 168 amphetamines, testing for, 105 applicants, see candidates Arthur Andersen, 124 assessment, 89–96 authority, for discipline administration, 197 average employer, 91 B-1 (visa waiver program) visa, 108, 115 B-2 (tourist) visa, 115 Bain & Co., 33 bankruptcies, and potential employees, 39 behavioral interviewing guide, 55–66 performance skill questions, 61–66 benefits, 117–140 enrollment paperwork, 150 standard packages, 117–118 tools, 193–194 see also specific types bereavement, sample time-off policy, 137 best practices, selfassessment, 1–3 bird-dog incentive, 29 body language, 86 bonuses, for recruiting employees, 29, 41–43 boomerangs, 30–34 Booz Allen Hamilton, 32–33 borrowing, 401(k) plans and, 125 brainstorming, 15 brochure, for recruiting employees, 17–19 business cards, 29, 146 calculations, cost of employee turnover, 4–7 candidate assessment form, 94–96 candidate interview folder, 51 candidate interview worksheet, 51–54 241 242 I n d ex candidates active vs passive, 27–28 permission for reference checks, 97 see also interviews; questions in candidate interview capability, 182–183 career counseling, 193 career days at schools, 36 career paths, 195 CD with book Action Plan, 231 candidate assessment form, 95 candidate interview worksheet, 50 checklists for bringing new employees on board, 144 employee perception survey, 181 Employee Perception Survey Results Calculator, 189 Employee Referral Program, 29 exit checklist, 220 exit interview templates, 218 handbook template, 153, 158, 159 Human Resource Best Practices SelfAssessment, job description templates, 19 leadership team meeting agenda sample, 231 Montana Department of Environmental Quality, recruitment brochure, 19 orientation checklist, 148 performance review and development template, 173 recommended use, xi, 240 Recruitment Folder, 93 U.S Consumer Product Safety Commission’s brochure, 19 “Why Work Here?” statements, 16 “cease and desist” letters, 192 celebration, of returning employees, 34 child care, subsidized, 194 children, interview questions about, 73 citizenship, interview questions about, 73 Civil Rights Act of 1964, 164, 165 Civil Rights Act of 1991, 164, 165 clarifying questions, 69–70, 80 classified ads, for recruiting employees, 35 clerical interview questions, 81 clothing for interview, 85 COBRA (Consolidated Omnibus Budget Reconciliation Act of 1985), 165, 169, 208–214 filing claim for benefits, 211 cocaine, testing for, 105 collective bargaining agreements, and progressive discipline, 198 communications, between departments, 230 company shutdowns, and potential employees, 39 company, tour of, 147 compensation tools, 192–193 competitive advantage, health benefits as, 118–119 competitors, 37–38 confidentiality, in exit interviews, 215 Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA), 165, 169, 208–214 filing claim for benefits, 211 Consumer Credit Protection Act of 1968, 164 Consumer Product Safety Commission, 19 contingency employment agency, 38 continuous improvement dimensions of, 181 phases, 182–183 continuous recruitment, 28 contrast error, 83 controller/manager, success profile for, 56–60 Copeland Act of 1934, 165, 171 costs calculation for employee turnover, 4–7 of new employee, 191–192 creativity, interview questions about, 80 criminal record, interview questions about, 73 customer focus, 182–183 customer loyalty, customer satisfaction, I n d ex Cycle of Employment, 9–11 Cycles of Satisfaction, 8–9 Datatel, 31 Davis-Bacon Act of 1931, 165, 170–171 Department of Transportation, and drug testing, 104–105 departments communications between, 230 evaluation of turnover, Dictionary of Occupational Titles (DOT), 108 direct deposit form, 151 disabilities interview questions about, 73, 74 reasonable accommodation for persons with, 139 discipline, see progressive discipline displaced workers, recruiting, 39 dispute resolution procedures, 195 divorce, COBRA coverage after, 212 documentation of company history and culture, 15 of disciplinary action, 199 of exit interviews, 216 of leadership team meeting, 231 for medical leave, 139 of verbal counseling, 200 downsizing organization, 203 dress code, 195 driver’s license, interview questions about, 74 Drug-Free Workplace Act of 1988, 165, 170 drug testing, 102–106 for cause—reasonable suspicion, 104 Department of Transportation and, 104–105 employment contingent on successful, 103–104 policy acknowledgment/ release, 106 random, 104 sample policy, 105 in workplace, 102–103 e-mail addresses, from former employees, 33 education interview questions about, 74, 78 requirements for occupation, 108 EEO-1 Report, 165, 170 80/20 rule, 68–69 eligibility, for referral bonus, 42 employee handbooks, 150, 153–161 multiple versions, 153, 158 need for official, 158 for orientation program, 154–158 template, 159–161 employee perception survey, 181–183 analyzing and sharing results, 189–191 instructions, 188–189 sample, 184–188 Employee Polygraph Protection Act of 1988, 164 243 employee relations tools, 192 employee retention toolkit, 191–195 Employee Retirement Income Security Act of 1974 (ERISA), 164, 166 employee satisfaction, employee turnover, x calculating cost, 4–7 negative or positive, 217 employees contributions to 401(k) plan, 125 federal labor laws by number, 164–166 health insurance benefits for, 123 involvement, 182–183 on-premises services, 194 referrals from, 41–43 and “Why Work Here?” statement development, 15 employer-sponsored retirement plans, 124–127 employers, contributions to 401(k) plan, 125 employment agencies, 38 employment application referral requests on, 40 release statement on, 97 employment benefits, 117–140 enrollment paperwork, 150 standard packages, 117–118 tools, 193–194 see also specific types employment classifications, 162–163 244 I n d ex employment contingent on successful drug test, 103–104 employment, cycle of, 9–11 employment loss, 206 employment records, searching for new employees, 40 enthusiasm, 182–183 environment, for effective interview, 67 Equal Employment Opportunity Commission (EEOC) Applicant Data Record, 48–49 EEO-1 Survey, 46–48 and tests, 93 Equal Pay Act of 1963, 164, 166–167 exchange visitor (J-1) visa, 116 exempt employees, 162–163 suspension, 201 exit interviews, 192, 215–216 questionnaires, 222–226 exit procedures, 214–228 checklist, 220–222 expectations of candidate, for interview, 67–68 F-1 (practical training) visa, 108, 111 Fair Credit Reporting Act of 1970 (FCRA), 164 Fair Labor Standards Act of 1938 (FLSA), 162, 164, 167 faltering company exception, 208 Family and Medical Leave Act of 1993 (FMLA), 136, 165, 169 family, interview questions about, 72 Federal Insurance Contributions Act of 1935 (FICA), 164 federal labor laws, 162–171 employment classifications, 162–163 by number of employees, 164–166 federal laws, on drug testing, 102–103 fee for service plans, 120–121 felony conviction, interview questions about, 73 filing claim for COBRA benefits, 211 final warning, 199, 200 financial status, interview questions about, 74 firing, 202 first day of employment, 149–150 flexibility interview questions about, 79 of orientation program, 144 flexible scheduling arrangements, 194 flowchart, for hiring process, 44 focus groups, 192 food, for leadership team meeting, 232 for cause—reasonable suspicion testing, 104 Form I-485 (adjustment of status), 114 former employees, maintaining contact with, 32 Forrester Research, Inc., 34 401(k) savings plan, 118, 124–125 4Es format for candidate sharing of bio, 68 full-time employees, 163 gender, interview questions about, 74 “Get Out of Jail Free” card, 30–31 goals, interview questions about, 78 green card process, 112–114 group dynamics, for leadership team meeting, 232 H-1B (occupational visa), 108–112, 115 alternatives, 111–112 dependent employers, 109–110 issues, 110–111 process, 110 H-2B (temporary worker) visa, 115 H-3 (trainee) visa, 115 handbooks, see employee handbooks handshake, 85 Harvard Business Review, 93, 94 health insurance benefits, 117–118 COBRA coverage, 208–214 as competitive advantage, 118–119 health maintenance organization, 119–120 managed care plan selection, 121–123 obtaining for employees, 123 I n d ex preferred provider organization, 120 traditional indemnity plans, 120–121 Health Insurance Portability and Accountability Act of 1996 (HIPAA), 164 high school career days, 36 hiring candidate assessment form use, 94–96 flowchart, 44 Human Resources responsibility, 45–46 manager responsibility, 43, 45 philosophies for, 89–94 hobbyists, 36 holidays sample policy, 136 and sample vacation policy, 131 honesty, in exit interviews, 215 housing, interview questions about, 74 Human Resources responsibility in hiring process, 45–46 self-assessment, 1–3 I-9 form (employment eligibility verification), 107, 150 I-140 (immigrant visa petition), 114 illness, and sample vacation policy, 131 immigrant visa petition (I-140), 114 immigration, 107–116 Immigration and Naturalization Service (INS), 107, 150 Immigration Reform and Control Act of 1986 (IRCA), 164, 167–168 In-Focus Systems, Inc., 33 independent contractor review (1099), 167 intellectual property agreements, 192 intensive recruitment, 28 Internal Revenue Service, W4 form, 150 Internet, job boards, 39–40 internships, 194 interviews behavioral guide, 55–66 best practices for conducting, 67–70 candidate interview worksheet, 51–54 80/20 rule, 68–69 first question for, 68 legalities, 71–74 most common errors, 82–84 note taking, 70 open-ended questions, 69 preparation, 50–51 red flags and warning signs, 84–86 see also questions in candidate interview intracompany transfers (L-1 visa), 112, 116 investigations, suspension of employee pending, 201 J-1 (exchange visitor) visa, 116 jail, recruiting workers after, 40 J.D Power & Associates, 37 job boards, on Internet, 39–40 job candidates, see candidates 245 job descriptions, 19–26 reasons for, 19 job fairs, 36 job-posting process, former employees in, 33–34 job shares, 194 jobs, matching candidate to, 89–94 judgment, withholding during interview, 82–83 jury duty, sample time-off policy, 137 “Just like me!” syndrome, 83 kaizen, 181 Keogh plan, 127 L-1 visa (intracompany transfers), 112, 116 Labor Certification, 112–113 Labor Condition Application (LCA), 108, 109 Labor-Management Relations Act of 1947 (Taft-Hartley), 164 language, appropriateness of applicants’, 86 Law of Attraction, 28 lawsuits, on negligent hiring, 99 leadership, 1–2 leadership team, 230 guidelines for conducting effective meetings, 231–232 leave of absence, sample policy, 135–140 legal issues in interviews, 71–74 lockouts, WARN Act and, 207 loyalty, of returning employees, 32 lump-sum payout, 193 246 I n d ex manageability, interview questions about, 80 managed care plan, selecting, 121–123 management, 1–2 interview questions about, 81–82 management team, 230 manager, responsibility in hiring process, 43, 45 mandatory attendance at leadership meetings, 231 marijuana, testing for, 105 marital status, interview questions about, 72, 74 mass layoff, 206 McNamara-O’Hara Service Contract Act of 1965 (SCA), 165, 171 meal reimbursements, 118 medical documentation, 139 medical leave, sample timeoff policy, 138 mentor, 146 military personnel recruiting, 37 sample leave policy, 137 military status, interview questions about, 74 money-purchase plan, 126 Montana Department of Environmental Quality, 19 monthly accrual of vacation, 134 moonlighters, 36 motivation, interview questions about, 80 National Labor Relations Act of 1935 (NLRA), 164, 168 National Small Business United, 124 natural disasters, WARN Act and, 207 negative turnover, 217–218 negligent hiring, 98–99 new hires checklist, 151–152 drug testing, 104 first day, 149–150 paperwork, 150–151 referrals from, 38 vacation accrual for, 133–134 see also orientation newspaper ads, for recruiting employees, 35 non-compete agreements, 192 nonexempt employees, 162–163 note taking, in interviews, 70 Occupational Safety and Health Act of 1970 (OSHA), 164, 168 occupational visa (H-1B), 108–112, 115 alternatives, 111–112 dependent employers, 109–110 issues, 110–111 process, 110 Office of Personnel Management, 204 offsite meetings, for leadership team, 231 older workers, 37 on-call arrangements, 195 open-ended questions, 69 opiates, testing for, 105 organization culture, describing, 88 organization, interview questions about, 80 organization structure, orientation explanation of, 146 orientation, 142–152, 195 checklist, 148 conditions necessary for success, 144–145 employee handbooks for, 154–158 suggested items to cover, 145–147 tour of organization, 147 outplacement services, 219 outsourcing, exit interviews, 216 overtime pay, exempt vs nonexempt employees, 162–163 paid time off (PTO), 127–129 paperwork, for new hires, 150–151 part-time employees, 163 vacation accrual for, 134 passive job candidates, vs active, 27–28 payments for referrals, 29, 41–43 performance appraisals, 195 Performance Coaching Questions, 93 performance feedback, failure to provide, 203 performance review and development, 172–173 templates, 173–181 personal leave of absence, 140 Personal Profile System (PPS), 91–92 I n d ex personality style, vs skills, 91 phencyclidine, testing for, 105 physical data, interview questions about, 74 plantwide closing, advance notice of, 205 plantwide shutdown, and sample vacation policy, 131 positive turnover, 217, 218–219 practical training (F-1) visa, 108, 111 preemployment substance testing, 103–104 preferred provider organization, 120 premiums, for COBRA coverage, 214 preventive-care services, 121 primacy/recency error in interviews, 84 privacy and drug testing, 102 for employee counseling, 202 problem solving, interview questions about, 78–79 process improvement, 182–183 professional development, expectations of new hire, 147 profit-sharing plan, 126 profitability, progressive discipline, 196, 197–203 term defined, 198–199 tips for successful, 202–203 psychological profile, 91 public relations, in employment market, 10 qualified beneficiaries, COBRA coverage, 209 qualifying events, COBRA and, 209–210 questions for reference checks, 100–101 questions in candidate interview from candidate, 87–88 by category, 77–82 first, 68 legalities, 71–74 open-ended and clarifying, 69–70 toughest, 75–77 race, interview questions about, 74 random drug test, 104 reasonable accommodation, 139 reasonable and customary medical expenses, 121 recruitment intensive vs continuous, 28 sourcing strategies, 27–41 recruitment brochure, 17–19 Recruitment Folder, 93 recruitment funnel, 11–12, 27 recruitment summary, 113 reduction in force, 203–204 references, 97–101 interview questions about, 74 process for checking, 99–100 questions for checking, 100–101 referrals, 29, 41–43 rehiring employees, 30–34 247 relatives, interview questions about, 74 release statement, on employment application, 97 religion, interview questions about, 73 relocation payback agreements, 193 reputation of company, in employment market, 10–11 responsibility, for orientation program, 144 retainer employment agency, 38 retention of employees, 191–195 bonuses, 193 retired workers, 37 retirement plans, employersponsored, 124–127 returnees, 30–34 Role Behavior Analysis (RBA), 91–92 rotational assignments, 194 sabbaticals, 194 salary discussion, in interviews, 85–86 salary increase schedules, 192 sale of business, notice requirement, 208 satisfaction, cycles, 8–9 savings incentive match plan (SIMPLE) IRA, 126 scheduling tools, 194–195 scheduling vacations, sample policy, 130–131 self-assessment, interview questions about, 77 self-assessment of human resources, 1–3 248 I n d ex self-screening, 20 self-selection, 20 seniority, and vacation accrual method, 132–133 seniors, as employees, 37 SEP (simplified employee pension) IRA, 126–127 short-term disability, sample time-off policy, 137 shutdown of plant, and sample vacation policy, 131 sign-on bonuses, 193 signed offer letter, 150 silence in interview, 70 SIMPLE (savings incentive match plan) IRA, 126 simplified employee pension (SEP) IRA, 126–127 skills interview questions about, 78 training for, 91–94 social security, interview questions about, 74 specific vocational preparation (SVP), 108 spot cash awards, 193 staff treatment by job candidate, 84–85 State Employment Security Agency (SESA) request, 108 state laws, on drug testing, 103 strikes, WARN Act and, 207 success, 88 success profiles, 19–26 for controller/manager, 56–60 supervisor, day-to-day relationship, 143 suspension of employee, 199, 201 teamwork, interview questions about, 79 technical groups, 195 technical training payback agreements, 193 telecommuting, 195 templates, see CD with book temporary employees, 163 temporary facilities, closing, 207 temporary worker (H-2B) visa, 115 1099 independent contractor review, 167 termination, 199 exit interviews after, 219 vs redeployment, 195 sample letter, 226–228 and sample vacation policy, 131 test, EEOC and, 93 TN (Trade NAFTA), 111–112, 115 tools for recruiting employees, 15–26 job descriptions, 19–26 recruitment brochure, 17–19 “Why Work Here?” statement, 15–16 “total compensation” statements, 194 “Total HR” concept, tour of organization, 147 tourist (B-2) visa, 115 Trade NAFTA (TN), 111–112, 115 trade publications, for recruiting employees, 35 trade schools, for recruiting employees, 35–36 trade secret agreement, 151 traditional indemnity plans, 120–121 trainee (H-3) visa, 115 training knowing objectives of, 172 orientation and, 143 transferable skills, 28, 39 tuition reimbursements, 194 “turnkey” packages, 125 turnover of employees, x calculating cost, 4–7 negative or positive, 217 Uniform Guidelines on Employee Selection Procedures (1978), 164 Uniformed Services Employment and Reemployment Rights Act of 1994, 164 union affiliation, interview questions about, 74 union representation, in disciplinary action, 201, 202 unique value proposition (UVP), 15 U S Consumer Product Safety Commission, 19 U S Department of Transportation, and drug testing, 104–105 U S Immigration and Naturalization Service (INS), 107, 150 U S Internal Revenue Service, W-4 form, 150 I n d ex U S Office of Personnel Management, 204 Usual Customary Rates (UCR), 121 UVP (unique value proposition), 15 vacancy, reasons for, 87 vacation accrual methods, 132–134 vs paid time off, 127–129 policies, 130–134 value-added, 15 values, orientation purpose and, 142 vendors, referrals from, 34 verbal communication, interview questions about, 79 verbal counseling, 198, 200 vetting of candidates, 97 Vietnam-Era Veterans’ Readjustment Assistance Act of 1974, 165 virtual office, 195 visa waiver program (B-1) visa, 108, 115 visas, 108–116 selected statuses, 115–116 Vocational Rehabilitation Act of 1973, 165 vocational schools, for recruiting employees, 35–36 voluntary termination, letters of agreement for, 114 voting leave, sample time-off policy, 137–138 Walsh-Healey Public Contracts Act of 1936, 165, 171 warning notice, 197 249 web sites, for recruiting employees, 35 Weingarten Rule, 201 “Why Work Here?” statement, 15–16 work history, interview questions about, 77–78 Worker Adjustment and Retraining Notification Act of 1988 (WARN), 165, 170, 204–208 exceptions, 207 workers’ compensation, sample time-off policy, 137 workplace enhancement, 195 worksheets, cost of employee turnover, 5–7 written communication, interview questions about, 79–80 written warnings, 198–200 This page intentionally left blank About the Authors John Putzier, M.S., SPHR, is a best-selling author, and is the president of FirStep, Inc., a performance improvement consultancy founded in 1985 John is a noted expert on current and emerging workplace issues and trends, and a regular media source, appearing on CNN, NPR, and ABC News, and in the Wall Street Journal, USA Today, and many other publications John has served on the adjunct faculties of Carnegie Mellon University and Robert Morris University, where he taught human resource management and organizational behavior In 1994, John was awarded the highest lifetime certification, SPHR (Senior Professional in Human Resources), granted by the Society for Human Resource Management Certification Institute He was the founder and past president of the SHRM High-Tech-Net and the National Speakers Association Pittsburgh He has served on the board of directors of the Pittsburgh Human Resources Association, and as a judge for the People Do Matter Awards program As a professional speaker, consultant, trainer, and author, John is a sought-after presenter at conferences and associations across the country and around the world, and has even been invited to address the HR Summit in Singapore Through the study of demographics and psychographics, John always stays 251 252 About the Authors ahead of the curve on current and emerging workplace issues and trends His presentation and facilitation style is direct, pragmatic, and sometimes even irreverent; however, his concepts and philosophies are rooted in sound organizational behavior and theory John can be reached by going to www.FirStepInc.com and clicking on “Contact Us” or by calling him toll-free at (877) HRx-Hotline (479-4685) David J Baker, M.A., SPHR, is a renowned expert in the field of human resources, and is managing director and CEO of HC Advisors, LLC (aka Human Capital Advisors), an HR consulting firm that specializes in implementing turnkey HR solutions Dave developed his expertise by implementing HR operations in small to medium-sized companies, having served as the human capital partner for one of the largest venture capital firms in the country and creating the HR function in five national firms over the past 20 years Dave has been a guest speaker at numerous colleges and universities, including the University of Pittsburgh, Duquesne University, Saint Francis University, Clarion University, Carlow University, Chatham University, and Saint Vincent College, and has presented his “Hidden Secrets to Job Search Mastery” workshop to more than 3,000 people In 1993, Dave was awarded the highest lifetime certification, SPHR (Senior Professional in Human Resources), granted by the Society for Human Resource Management Certification Institute He has served on the boards of the Pittsburgh Human Resources Association, McGuire Home, and the Pittsburgh Venture Capital Association As a consultant, professional speaker, career coach, and HR expert, David has presented his unique perspective on a variety of HR topics at numerous conferences and workshops His HR “Concierge Service” brings together some of the most talented service providers in the country, from employment lawyers and headhunters to executive coaches, trainers, and insurance brokers—a network of world-class experts There isn’t anything that this team hasn’t seen or solved He can be reached by going to www.HCAdvisors.net and clicking on “Contact Us” or by calling (724) 263-5773 .. .THE EVERYTHING HR Kit This page intentionally left blank THE EVERYTHING HR Kit A Complete Guide to Attracting, Retaining, and Motivating High-Performance Employees John Putzier, SPHR and David... and consistency when assessing candidates They clarify for job candidates whether the job is something that they can or want to They are the basis for orientation and performance management They... Making the Case a “leadership” team There are tools, templates, and techniques throughout this book and the accompanying CD that address both roles, that is, management (operational) and leadership