Monday, December 14, 2009
TrendHR Receives "The Dallas 100"
Nov., 2009 - Trend Personnel Services, Inc. receives the prestigious Dallas Business Journal’s “The Dallas 100”. This is a special honor given by SMU’s Cox School of Business for being one of the top 100 fastest-growing private companies in North Texas.
Tuesday, December 8, 2009
SHRM Reports Job Security Today's Most Important Job Satisfaction Factor
Employees at all levels in all industries are fearful of losing their jobs and being unable to find other work quickly. SHRM reports that 65% of employees identified job security as "very important" in determining job satisfaction. Benefits are another important aspect of employee job satisfaction at 60%. Compensation was rated the third most important aspect at 57%. SHRM does report some positive economic signs during this last quarter - a more stable financial sector; a slowing job-loss rate; a slight rise in consumer confidence; and indications that hiring is beginning again in some sectors.
Expect Spike in Unemployment Taxes in 2010
Employers should expect their unemployment insurance taxes to rise significantly this year. The increase in layoffs is exhausting state trust funds. States are borrowing from the federal government to pay state unemployment benefits as state funds are depleted. Many states are spreading the repayments over a number of years.
Wednesday, December 2, 2009
Don't Terminate...Yet
Managers always "want to get it over with" once they've decided they want to fire someone. That's no surprise, but HR can't let it happen. Step back and assess the whole picture before acting.
Yesterday we covered the critical termination policy issues that you must address. Today, again courtesy of BLR's SmartPolicies® program, we'll look at key questions you must answer before terminating an employee.
Documentation. Do you have the records you need to show a legitimate business reason for the termination?
Treatment in relation to others. Does it look as if you're out to "get" this employee?
Discrimination. Is there a possibility that discrimination (sex, age, race, religion, workers' compensation, disability, national origin, marital status, garnishment, leave status, polygraph, etc.) could have been a factor in the decision to terminate?
Unfair treatment. Will the employee soon vest in any bonus, retirement benefit, or other benefit?
Retaliation. Has the employee recently filed a claim or made a complaint about safety, wages, harassment, etc.?
Adequate notice. Will the employee be surprised? (Unless the reason for termination is a sudden single act, the employee should be aware of performance or behavior problems.)
If you answer any of the above questions in the affirmative, step back and satisfy yourself that going ahead with the termination is the best course.
Investigation. Did you investigate to find out what really happened?
Policy. Did you follow your policy?
Opportunity to explain. If you are terminating the employee for cause, have you provided the employee an opportunity to correct the behavior or to explain the behavior?
Consistency. Is this action consistent with the action that has been taken in the past in similar circumstances?
If you answer no to any of the above questions, you may want to reconsider the decision to terminate.
Reassignment
Further training
Counseling
OK, that's 2 days worth of termination policy tips. Now, how about 50 or so other policies that should be written or updated? It's easy to let it slide, but you can't backburner work on your policies—they're your only hope for consistent and compliant management that avoids lawsuits.
Fortunately, BLR's editors have done most of the work for you in their extraordinary program called SmartPolicies.
SmartPolicies’ expert authors have already worked through the critical issues on some 100 policy topics (just as they did for termination), and have prewritten the policies for you.
In all, SmartPolicies contains some 350 policies, arranged alphabetically from Absenteeism and Blogging to Cell Phone Safety, Voice Mail, and Workers' Compensation. What's more, the CD format makes these policies easily customizable. Just add your company specifics or use as is.
Just as important, as regulations and court decisions clarify your responsibilities on workplace issues, the policies are updated—or new ones are added—as needed every quarter, as a standard part of the program.
SmartPolicies is available to HR Daily Advisor subscribers on a 30-day evaluation basis at no cost or risk ... even for return postage. If you'd like to have a look at it, let us know and we'll be happy to arrange it.
Yesterday we covered the critical termination policy issues that you must address. Today, again courtesy of BLR's SmartPolicies® program, we'll look at key questions you must answer before terminating an employee.
Documentation. Do you have the records you need to show a legitimate business reason for the termination?
Treatment in relation to others. Does it look as if you're out to "get" this employee?
Discrimination. Is there a possibility that discrimination (sex, age, race, religion, workers' compensation, disability, national origin, marital status, garnishment, leave status, polygraph, etc.) could have been a factor in the decision to terminate?
Unfair treatment. Will the employee soon vest in any bonus, retirement benefit, or other benefit?
Retaliation. Has the employee recently filed a claim or made a complaint about safety, wages, harassment, etc.?
Adequate notice. Will the employee be surprised? (Unless the reason for termination is a sudden single act, the employee should be aware of performance or behavior problems.)
If you answer any of the above questions in the affirmative, step back and satisfy yourself that going ahead with the termination is the best course.
Investigation. Did you investigate to find out what really happened?
Policy. Did you follow your policy?
Opportunity to explain. If you are terminating the employee for cause, have you provided the employee an opportunity to correct the behavior or to explain the behavior?
Consistency. Is this action consistent with the action that has been taken in the past in similar circumstances?
If you answer no to any of the above questions, you may want to reconsider the decision to terminate.
What Alternatives Are Available?
Finally, it's important to ask (because the jury will want to know), did you consider alternatives? Naturally, there are many clear-cut cases where termination is the only alternative. There are, however, other possibilities to consider. For example:Reassignment
Further training
Counseling
OK, that's 2 days worth of termination policy tips. Now, how about 50 or so other policies that should be written or updated? It's easy to let it slide, but you can't backburner work on your policies—they're your only hope for consistent and compliant management that avoids lawsuits.
Fortunately, BLR's editors have done most of the work for you in their extraordinary program called SmartPolicies.
SmartPolicies’ expert authors have already worked through the critical issues on some 100 policy topics (just as they did for termination), and have prewritten the policies for you.
In all, SmartPolicies contains some 350 policies, arranged alphabetically from Absenteeism and Blogging to Cell Phone Safety, Voice Mail, and Workers' Compensation. What's more, the CD format makes these policies easily customizable. Just add your company specifics or use as is.
Just as important, as regulations and court decisions clarify your responsibilities on workplace issues, the policies are updated—or new ones are added—as needed every quarter, as a standard part of the program.
SmartPolicies is available to HR Daily Advisor subscribers on a 30-day evaluation basis at no cost or risk ... even for return postage. If you'd like to have a look at it, let us know and we'll be happy to arrange it.
Tuesday, December 1, 2009
Terminations—Without Good Policies, a Lawsuit Jungle
Terminations—where the rubber meets the road in HR. The most angst, the most tears (or screams), and the most lawsuits. Your terminations policy is critical. Want a peace of mind for worker compensation? Visit TrendHR Website
Today, courtesy of BLR's SmartPolicies® program, we'll review the key elements your policy should cover.
Unemployment Compensation. Do you have required procedures or paperwork?
Sick leave/vacation pay/PTO. Does a terminating employee receive pay in lieu of unused time?
Health/Life Insurance. When does insurance terminate? What opportunities exist to continue coverage? How about COBRA coverage?
Compensation. What rules govern final paychecks? What will be the status of bonus payments and commissions? Stock options, etc.?
Repayment of debt. What provisions will cover repayment of loans or advances, or other outstanding debts?
Pensions/401(k), and other retirement plans. What are the rules for payouts? What options are there for transfer of funds, etc.?
Perquisites. What policies and procedures govern the return or purchase of company cars? What will happen with club or gym memberships?
Termination Definitions and Procedures
Type of termination. What constitutes "voluntary" and "involuntary" termination? Examples of voluntary terminations might include written resignations, job abandonment, extended absences without the proper notification, retirement, refusal of a transfer after a job elimination, failure to report for light duty, failure to report status during a leave of absence, and failure to return after a leave of absence. Examples of involuntary terminations might include permanent layoffs, discharge for cause, death, and disability.
Notice. If an employee decides to resign voluntarily, how much advance notice must he or she give? Must this be in writing?
Dismissal procedures and responsibilities. Who makes final decisions about terminations? Who must approve? Who must be notified, when and how? What other procedures must be followed and by whom (supervisor, manager, decision maker, HR, payroll, security)?
Special responsibilities, offices. If the person terminating held certain positions or was authorized for certain tasks, be sure to remove the terminated person and appoint someone new.
For example, if this person was authorized to do banking, eliminate the person from the signature cards and appoint someone new. Or, if this person has password access to certain important websites, say customer sites or vendor sites, get the password and change it.
Security. What will security's role be? The working situations and attitudes of certain terminating employees may suggest that special procedures should be used. For example, if the person has access to sensitive information or critical computer systems, the company may want to block the person's access. In some cases, such procedures might be required, for example, for people with unescorted access to nuclear facilities.
Company Property. Whose responsibility will it be to ensure that the employee returns all company property, drawings, tools, reference data, uniforms, ID cards, credit cards, keys, etc.? Computers, Blackberry®, and other electronic equipment?
Layoff notice. If callbacks are possible, what are the procedures and order of callback?
Restoration of Length of Service. When former employees return from layoff or other status, will they be restored to their former status?
Source from: http://hrdailyadvisor.blr.com/archive/2009/11/30/HR_Policies_Procedures_Termination_Firing_Layoff.aspx?source=HAC&effort=7
Today, courtesy of BLR's SmartPolicies® program, we'll review the key elements your policy should cover.
Compensation, Benefits, and Financial Issues
Severance pay. What are your guidelines (e.g., how many years of service to obtain certain levels of severance)? Are there any situations in which severance will not be granted?Unemployment Compensation. Do you have required procedures or paperwork?
Sick leave/vacation pay/PTO. Does a terminating employee receive pay in lieu of unused time?
Health/Life Insurance. When does insurance terminate? What opportunities exist to continue coverage? How about COBRA coverage?
Compensation. What rules govern final paychecks? What will be the status of bonus payments and commissions? Stock options, etc.?
Repayment of debt. What provisions will cover repayment of loans or advances, or other outstanding debts?
Pensions/401(k), and other retirement plans. What are the rules for payouts? What options are there for transfer of funds, etc.?
Perquisites. What policies and procedures govern the return or purchase of company cars? What will happen with club or gym memberships?
Termination Definitions and Procedures
Type of termination. What constitutes "voluntary" and "involuntary" termination? Examples of voluntary terminations might include written resignations, job abandonment, extended absences without the proper notification, retirement, refusal of a transfer after a job elimination, failure to report for light duty, failure to report status during a leave of absence, and failure to return after a leave of absence. Examples of involuntary terminations might include permanent layoffs, discharge for cause, death, and disability.
Notice. If an employee decides to resign voluntarily, how much advance notice must he or she give? Must this be in writing?
Dismissal procedures and responsibilities. Who makes final decisions about terminations? Who must approve? Who must be notified, when and how? What other procedures must be followed and by whom (supervisor, manager, decision maker, HR, payroll, security)?
Special responsibilities, offices. If the person terminating held certain positions or was authorized for certain tasks, be sure to remove the terminated person and appoint someone new.
For example, if this person was authorized to do banking, eliminate the person from the signature cards and appoint someone new. Or, if this person has password access to certain important websites, say customer sites or vendor sites, get the password and change it.
Security. What will security's role be? The working situations and attitudes of certain terminating employees may suggest that special procedures should be used. For example, if the person has access to sensitive information or critical computer systems, the company may want to block the person's access. In some cases, such procedures might be required, for example, for people with unescorted access to nuclear facilities.
Company Property. Whose responsibility will it be to ensure that the employee returns all company property, drawings, tools, reference data, uniforms, ID cards, credit cards, keys, etc.? Computers, Blackberry®, and other electronic equipment?
Layoff notice. If callbacks are possible, what are the procedures and order of callback?
Restoration of Length of Service. When former employees return from layoff or other status, will they be restored to their former status?
Source from: http://hrdailyadvisor.blr.com/archive/2009/11/30/HR_Policies_Procedures_Termination_Firing_Layoff.aspx?source=HAC&effort=7
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