Chapter 9 Flashcards
Functions of HR AT participates in:
- recruiting
- interviewing
- hiring personnel
- performance eval/appraisal
Equal Employment Opportunity Commission (EEOC)
Federal agency responsible for enforcing federal anti-discrimination laws in employment
Content specific to:
- job postings
- questions asked during interviews
- employee testing procedures
- other pertinent areas
Bona Fide Occupational Qualification (BFOQ)
Allows for specific circumstances where large portions of the population are excluded from the hiring process (i.e. foreign language requirement)
Sexual Harassment
Harassment that:
- has a sexual overtones
- includes unwelcome sexual advances
- requests for sexual favors
- other verbal or physical conduct of a sexual nature
2 Types:
1. Quid pro quo
2. Hostile work environment
Quid pro quo
“this for that”
- employment/pay/benefits are dependent on sexual favors
- employer follows through on threat
Hostile Work Environment
- employee is regularly exposed to the offensive sexual environment, making work duties difficult
- created through any offensive materials (not only sexually oriented materials)
- conduct must be:
1. repeated sexual behavior that pervades the workplace
2. offensive to a reasonable person
3. offensive to the recipient
Bantering
workplace joking/comments directed towards one or more protected group
(can lead to a hostile work environment)
Bullying
Persistent use of offensive conduct that gradually undermines self-esteem and confidence
(can lead to decreased productivity and physical/psychological consequences)
Employee Life Cycle
- Hiring process
- Preboarding
- Onboarding
- Performing
- Offboarding
Hiring Process
(Job application to offer accepted)
- creation of job description
- advertising
- interviewing
- extending offer
Preboarding
(offer accepted to first day)
- paperwork completion
- background check
- physical
- drug screen
Onboarding
(first day to 3 or 6 months)
- general orientation
- tours
- meeting key people
- assigning mentor
- check-ins 30, 60, 90 days in
Performing
(from the 3-6 month mark to termination)
- employee makes contribution
- roles can change during this phase (promotion)
Offboarding
(termination to 2-4 weeks after last day)
- 2 weeks notice if resigning
- help train new employee
Recruitment
planned process that follows labor laws
Job Description
- provides a means to evaluate candidates based on position needs (key qualifications & required vs preferred skills)
- improves position retention
Workforce Demographic Categories
- generational trends (i.e. gen-x)
- minority/gender trends (i.e. increase in minorities and women in the workplace)
- information technology trends (i.e. virtual office)
- Employee classification trends (i.e. temporary)
Employee Classifications
- full-time
- regular part-time
- per diem
- temporary
- contingent
Full-Time Employment
- work full weeks (eligible for benefits)
- company must withhold taxes
Regular Part-Time Employment
- sub-40 hour weeks with regular schedule
- set tasks
- set location of work
- benefits often same as full time
Per diem Employment
- work when the company needs them
- irregular work schedule
- typically no benefits
Temporary Employment
contracted to organization by outside party or are an independent contractor
Contingent Employment
work for multiple agencies in a given year
Messmer’s 4 Tasks of the Interviewing Process:
- Obtain info about candidates background, work experience, and skill level; confirm info on resume and/or previous interviews
- get a general sense of the candidates overall intelligence, aptitude, enthusiasm, and attitudes; along with how these qualities match up to job requirements
- better sense of candidates basic personality traits and motivation for the job
- estimate the candidates ability to assimilate into the organizations work environment/culture
4 classifications of questions
- Theoretical (context of job situation)
- Leading (hit at answer)
- Closed-ended
- Open-ended
Behavioral Interviewing
- Based on the idea that past performance is the best predictor of future performance
- open-ended questions that ask the candidate about past experience
Compensation
all rewards an employee revieces in exchange for their work:
- base salary or hourly pay
- raises, bonuses, incentives
- benefits
Benefits
aligned to national average or by setting
Raises
Justified increase in pay based on documented evaluations
Bonuses/Incentives
often exist in sales driven positions
What to look for in a benefits package
- health insurance and type
- dental insurace
- vision insurance
- long-term disability
- short-term disability
- retirement/pension plan
- 401k
- incentives/bonuses
- time off/leaves of absence
- CEU reimbursement
Equal Pay Act of 1962
Prohibits pay differences between men and women performing the same role
Exempt Status
Receive salaries and are thus ineligible for overtime pay
Typically work as:
- executive
- supervisor
- professional
- outside sales positions
To be exempt, an employee must:
- be paid at least $35,568 per year
- be paid on a salary basis
- perform exempt job duties
Non-exempt Status
- paid an hourly wage that must be at least federal minimum wage
- entitled to overtime pay (at least time and a half of hourly rate for hours worked over 40 each week)
- covered by the provisions of the Fair Labor Standards Act & comparable state laws
Counter-offer should look at
- the pay grade of the current employees
- what similar employees are paid nationally
Signing Bonus
- an attempt to offset pay scale versus counter-offer differences
- up-front lump payment
- may have stipulations on performance and tenure
Performance Evaluation
- a key factor in employee retention
- reinforce behaviors
- a reminder of inappropriate behaviors
- annual event
Progressive Discipline
- increasingly harsher penalties each time employee is disciplined
- verbal warning - written warning - suspension - termination
- tool in performance management
- based on severity
ADA
Americans with Disability Act
- prevents discrimination of qualified individuals w/ disabilities
- the reason for disability does not have to be related to on-the-job injury/illness
- determining accommodations can be difficult
FMLA
Family and Medical Leave Act
- must meet a minimum service requirement to take leave
- continuous or intermittent
- also military leave
Workers’ Compensation
- job protection and income replacement due to injury/illness suffered on job
- employers must carry workers’ compensation insurance
