Introduction to Human Resource

Management

ELP LAW ENFORCEMENT FACULTY 1–1

LEARNING OUTCOMES
1. Explain what human resource management is
and how it relates to the management process.
2. Show with examples why human resource
management is important to all managers.
3. Illustrate the human resources responsibilities of
line and staff (HR) managers.
4. Briefly discuss and illustrate each of the
important trends influencing human resource
management.
5. List and briefly describe important trends in
human resource management.
6. Define and give an example of evidence-based
human resource management.
7. Outline the plan of this book.
ELP LAW ENFORCEMENT FACULTY 1–2
Human Resource Management at Work
• What Is Human Resource Management (HRM)?
 The process of acquiring, training, appraising, and
compensating employees, and of attending to their labor
relations, health and safety, and fairness concerns.
• Organization
 People with formally assigned roles who work together
to achieve the organization’s goals.
• Manager
 The person responsible for accomplishing the
organization’s goals, and who does so by managing the
efforts of the organization’s people.

ELP LAW ENFORCEMENT FACULTY 1–3

 The Management Process

Planning

Controlling Organizing

Leading Staffing

ELP LAW ENFORCEMENT FACULTY 1–4

Human Resource Management Processes

Acquisition

Fairness Training

Human
Resource
Management
Health and Safety (HRM) Appraisal

Labor Relations Compensation

ELP LAW ENFORCEMENT FACULTY 1–5

Personnel Aspects of a Manager’s Job
• Conducting job analyses
• Planning labor needs and recruiting job candidates
• Selecting job candidates
• Orienting and training new employees
• Managing wages and salaries
• Providing incentives and benefits
• Appraising performance
• Communicating
• Training and developing managers
• Building employee commitment

ELP LAW ENFORCEMENT FACULTY 1–6

Personnel Mistakes
• Hire the wrong person for the job
• Experience high turnover
• Have your people not doing their best
• Waste time with useless interviews
• Have your firm in court because of discriminatory
actions
• Have your firm cited by OSHA for unsafe practices
• Have some employees think their salaries are unfair
and inequitable relative to others in the organization
• Allow a lack of training to undermine your
department’s effectiveness
• Commit any unfair labor practices

ELP LAW ENFORCEMENT FACULTY 1–7

Basic HR Concepts
• The bottom line of managing:
Getting results
• HR creates value by engaging in
activities that produce the employee
behaviors that the organization needs
to achieve its strategic goals.
• Looking ahead: Using evidence-based
HRM to measure the value of HR
activities in achieving those goals.

ELP LAW ENFORCEMENT FACULTY 1–8

Line and Staff Aspects of HRM
• Line Manager
 Is authorized (has line authority) to direct the work
of subordinates and is responsible for accomplishing
the organization’s tasks.
• Staff Manager
 Assists and advises line managers.
 Has functional authority to coordinate personnel
activities and enforce organization policies.

ELP LAW ENFORCEMENT FACULTY 1–9

Line Managers’ HRM Responsibilities
1. Placing the right person on the right job
2. Starting new employees in the organization
(orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth
working relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition

ELP LAW ENFORCEMENT FACULTY 1–10

 Human Resource Managers’ Duties

Functions of
HR Managers

Line Function Coordinative Staff Functions

Line Authority Function Staff Authority
Implied Authority Functional Authority Innovator/Advocacy

ELP LAW ENFORCEMENT FACULTY 1–11

FIGURE 1–2Human Resources Organization Chart for a Small Company

ELP LAW ENFORCEMENT FACULTY 1–12

 Human Resource Specialties

Recruiter

Labor relations
specialist EEO coordinator
Human
Resource
Specialties
Training specialist Job analyst

Compensation
manager

ELP LAW ENFORCEMENT FACULTY 1–13

New Approaches to Organizing HR

New HR Services Groups

Transactional HR Corporate Embedded Centers of

group HR group HR unit Expertise

ELP LAW ENFORCEMENT FACULTY 1–14

 Trends Shaping Human Resource
Management

Globalization
and Competition
Trends

Indebtedness
(“Leverage”) and Technological
Deregulation Trends in Trends
HR
Manageme
Trends in the
nt Workforce and
Demographic
Nature of Work
Trends

Economic
Challenges and
Trends

ELP LAW ENFORCEMENT FACULTY 1–15

Trends in the Nature of Work

Changes in How We Work

High-Tech Service Knowledge Work

Jobs Jobs and Human Capital

ELP LAW ENFORCEMENT FACULTY 1–16

Workforce and Demographic Trends

Demographic Trends

Generation “Y”
Trends Affecting
Human Resources
Retirees

Nontraditional Workers

ELP LAW ENFORCEMENT FACULTY 1–17

 Important Trends in HRM

The New HR
Managers

Strategic High-Performance
HRM Human Work Systems
Resource
Manageme
Evidence-Based
nt Trends Managing
HRM Ethics

HR
Certification

ELP LAW ENFORCEMENT FACULTY 1–18

 Meeting Today’s HRM Challenges

The New Human Resource

Managers

Acquire broader
Focus more on Find new ways
business
“big picture” to provide
knowledge and
(strategic) transactional
new HRM
issues services
proficiencies

ELP LAW ENFORCEMENT FACULTY 1–19

High-Performance Work Systems
• Increase productivity and performance by:
 Recruiting, screening and hiring more
effectively
 Providing more and better training
 Paying higher wages
 Providing a safer work environment
 Linking pay to performance

ELP LAW ENFORCEMENT FACULTY 1–20

 Evidence-Based HRM

Providing Evidence for

HRM Decision Making

Actual Existing Research

measurements data studies

ELP LAW ENFORCEMENT FACULTY 1–21

Managing Ethics
• Ethics
 Standards that someone uses to
decide what his or her conduct should
be
• HRM-related Ethical Issues
 Workplace safety
 Security of employee records
 Employee theft
 Affirmative action
 Comparable work
 Employee privacy rights

ELP LAW ENFORCEMENT FACULTY 1–22

 CHAPTER 2

ELP LAW ENFORCEMENT FACULTY 1–23

 Human Resource Management

Matching process,
All managers Employees are integrating the
are resource viewed as organization’s
managers assets goals with
employees’ needs

How a company manages its workforce may be single

more important factor in sustained competitive success
24
Current Strategic Issues

Determine a company’s need for skills and employees

• Becoming more competitive globally

• Improving quality, productivity, & customer
service
• Managing mergers & acquisitions
• Applying new information technology for e-
business

Experiential Exercise: Do You Want to be an HR Manager?

25
Human Resource Management Goals
HRM Environment
Company Strategy Legislation
Trends in society
International events
Changing
Attract an Effective Workforce technology

HRM planning
Job analysis
Forecasting
Recruiting
Selecting
Maintain an Effective Workforce
Develop an Effective Workforce
Wage and salary
Benefits Training
Labor relations Development
Terminations Appraisal

26
Environmental Influences on HRM

• Competitive Strategy
 Building Human Capital

 Information Technology

• Federal Legislation

27
 Three Ways HR Is Changing

1 human capital
Focus on building

2
Development of
global HR strategies
3 IHRM

The using of
information technology

28
Human Capital - IHRM
• Human Capital = economic value of the
knowledge, experience, skills, and capabilities of
employees

• IHRM = addresses the complexity that results

from recruiting, selecting, developing, and
maintaining a diverse workforce on a global scale

29
Information Technology

• Human resource information technology = an

integrated computer system designed to
provide data and information used in HR
planning and decision making
• Traditional HR to e-HR significantly affected
every area of human resource management
• Some organizations are close to a paperless
HRM system – saves time, money, frees staff

30
Federal Legislation
• Discrimination = hiring or promoting of applicants
based on criteria that are not job relevant
• Affirmative action = policy requiring employers to
take positive steps to guarantee equal
employment opportunities for people within
protected groups

31
Major Federal Laws - HRM

Exhibit 12.3

• Equal Opportunity/Discrimination Laws

• Compensation/Benefits Laws
• Health/Safety Laws

32
The Changing Social Contract

New Contract Old Contract

Employee Employability, personal responsibility Job security

Partner in business improvement A cog in the machine
Learning Knowing

Employer Continuous learning, lateral career Traditional compensation package

movement, incentive compensation
Creative development opportunities
Challenging assignments Standard training program
Information and resources Routine jobs
Limited information
SOURCE: Based on Louisa Wah, “The New Workplace Paradox “ Management Review, January 1998,7; and Douglas T. Hall and Jonathan B. Moss, “The New Protean Career
Contract: Helping Organizations and Employees Adapt,” Organizational Dynamics, winter 1998, 22-37.

33
HR Issues in the New Workplace
• Teams and Projects
• Temporary Employees
• Technology
• Work-Life Balance
• Downsizing

34
 HR Issues in the Teams and
New Workplace Projects

• Teams and Projects – major trend in today’s

workplace
• With emphasis on projects, distinctions between job
categories and descriptions are collapsing
• Many of today’s workers straddle functional &
departmental boundaries; handle multiple
tasks/responsibilities
• Virtual team = made up of members who
 are geographically or organizationally dispersed,
 rarely meet face to face, and
 do their work using advance information technologies.
35
 HR Issues in and
• Telecommuting the virtual teams are related
New Workplace
trends Technology
• Telecommuting = using computers and
telecommunications equipment to perform work
from home or another remote location
• Work anywhere - wireless Internet devices,
laptops, cell phones, fax machines
• Extreme telecommuting = people live nd work in
countries far away from the organization’s
physical location

36
 HR Issues in the Work-Life
New Workplace Balance
Many European companies ahead of U.S. companies

• Telecommuting is one way organizations help

employees lead more balanced lives
• Flexible scheduling important in today’s
workplace – 27% of workforce/flexible hours
• Broad Work-Life Balance initiatives – critical
retention strategy – on-site gym & childcare,
paid leaves & sabbaticals

37
 HR Issues in the
Downsizing
New Workplace

• Downsizing = intentional, planned reduction in

the size of a company’s workforce
• Managers can smooth the downsizing process
 Regularly communicating with employees
 Providing them with as much information as possible
 Providing assistance to workers who will lose their jobs
 Using training and development for remaining
employees

38
HR Issues in the New Workplace

• HR issues present many challenges for

organizations and HR managers as they work
toward the three primary HR goals
● Attracting
● Developing
● Maintaining an effective workforce

39
Matching Model

Attracting an Effective Workforce

• An employee selection approach in which the

organization and the applicant attempt to match each
other’s needs, interests, and values

40
 Attracting an Effective Workforce

HR Planning Choose
ChooseRecruiting
Recruiting Select the Welcome New
Retirements Sources
Sources Candidate Employee
Want Application
Growth Wantads
ads
Resignations Headhunters Interview
Headhunters
Internet Tests
Internet
Company Needs Employee Contributions
Strategic goals Matching Model Ability
Current & future competencies Education
Market changes Creativity
Employee turnover Match with Commitment
Corporate culture Expertise

Company Inducements Employee Needs

Pay and benefits Stage of career
Meaningful work Match with Personal values
Advancement Promotion aspirations
Training Outside interests
Challenge Family concerns

41
Human Resource Planning
• Forecasting of human resource needs and the
projected matching of individuals with expected
vacancies
● ? = New technologies emerging

● ? = Volume of business likely next 5-10 years

● ? = Turnover rate, how much is avoidable, if any

42
Recruiting
• Recruiting = activities or practices that define the
desired characteristics of applicants for specific
jobs
● Internal – promote-from-within policies used by many
to fill high-level positions
● External = recruiting newcomers from outside has
advantage of multiple sources

● E-cruiting = use of Internet - fastest-growing

approach to recruiting

43
 Basic Building Blocks
of HR Management

Job Analysis

Job Description

Job Specification

44
Selecting
• Selection = process of determining the skills,
abilities, and other attributes a person needs to
perform a particular job
• Validity = relationship between an applicant’s
score on a selection device and his or her future
job performance

45
Selecting
• Application form - device used for collecting
information about an applicant’s education,
previous job experience, and other background
characteristics
• Research = biographical information inventories
can validly predict future job success

46
Interviewing An Applicant

Know what you want

Prepare a road map
Use open-ended questions
Do not ask irrelevant questions
Do not rush interview
Do not rely on your memory
47
Reasons For Not Asking
About Home Ownership

● Might adversely affect applicants chances at the job

● Minorities and women may be less likely to own a
home
● Home ownership is probably unrelated to job
performance

48
Interview as Predictor of Success

• Interview is not generally a valid predictor of

job performance – has high face validity as a
selection tool
• Panel interviews – candidate meets with
several interviewers who take turns asking
questions – increases interview validity
• Computer-based interviews - complement
traditional interviewing information

49
Inappropriate or Illegal Questions

Employment Applications and Interviews

• Race-related questions
• Age
• Religion
• Gender
• National origin
• Marital/family status

50
Testing and Assessment
• Employment Test = written or computer-based
test designed to measure a particular attribute
such as intelligence or aptitude
• Assessment Center = technique for selecting
individuals with high managerial potential based
on their performances on a series of simulated
managerial tasks

51
Performance Appraisal

• Process of observing and evaluating an

employee’s performance, recording the
assessment, and providing feedback to the
employee
• Steps
● Observing and assessing performance
● Recording the assessment
● Providing feedback to employee

52
Making Performance Appraisals A Positive
Force

1. The accurate assessment of performance

through the development and application of
assessment systems such as a rating scale
2. Training managers to effectively use the
performance appraisal interview to provide
feedback that reinforces good performance
and motivate employee development

53
Assessing Performance Accurately

• 360° Feedback Process

• Performance Evaluation Errors
 Stereotyping
 Halo effect
 BARS – Behaviorally-anchored rating
scale

54
 Behaviorally Anchored Rating Scale

Job: Production Line Supervisor - Work Dimension: Work Scheduling

Have no plan or Make a list of due dates Develop a comprehensive

schedule of work and revise them but are schedule, observe target dates,
and no concept of frequently surprised by and update the status of
realistic due dates unforeseen events operations relative to plans,
making schedule modifications
as quickly as necessary

1 2 3 4 5
Have a sound plan but
Usually satisfy time
neglect to keep trace of
constraints, with time and
target dates or to report
cost overruns coming up
schedule slippages or other
infrequently
problems as they occur
Sources: Based on J.P. Campbell, M.D. Dunnette, R.D. Arvey, and L.V. Hellervik, “The Development and Evaluation of behaviorally Based Rating Scales,”Journal of Applied
Psychology 57 (1973), 25-22; and Francine Alexander, ‘performance Appraisals,” Small Business Reports (March 2989), 20-29.

55
 Maintaining
• Compensation
an Effective Workforce
 Wage and Salary Systems
 Compensation Equity
 Pay for Performance

• Benefits
• Termination

Ethical Dilemma: A Conflict of Responsibilities

56
Termination

Value of termination for maintaining an effective

workforce is two fold

 Employees who are poor performers

can be dismissed
 Employers can use exit interviews in a
positive manner

57
 CHAPTER 3

ELP LAW ENFORCEMENT FACULTY 1–58

Training & Development

Training as a management skill / Training

and developing your staff
Topics
• Why do we Need Training?
• What is Training & Training Principles?
• A Systematic Approach to Training
• A Training Lesson Plan

60
Your Objectives
Following this presentation you should be
able to complete the following
objectives:
1. Describe why training is important and
distinguish amongst training, education
and development
2. Define the ASK concept, and comment
upon the relative difficulty in developing
people’s attitudes, skills and knowledge
3. List the nine steps in the training process
and be able to explain each step with
reference to hospitality examples
4. Develop an appropriate training lesson
plan.

61
 Do Organizations Need Training

• The answer is “YES”

• However, we must know
the purpose and
functions of training
before we can use it.

62
Training Needs

The reasons for As training experts we

not making the must analyze the
1,000 cars: situation to
determine if:
• Not enough
• Expected result too high
resources
• Target achievable
• Poor machines
• Is training the only way
• Poor staff skills to make it happen
• Are there other factors.

63
3 Reasons to Consider Conducting
1.
an Employee
Internal obsolescence/out-dated
Needs Analysis –
 Technical advancements, cultural changes, new
systems, computerization
2. Career plateaus
 Need for education and training programs
3. Employee Turnover
 Development plan for new employees

64
Importance of Training

• Maintains qualified products / services

• Achieves high service standards
• Provides information for new comers
• Refreshes memory of old employees
• Achieves learning about new things; technology,
products / service delivery
• Reduces mistakes - minimizing costs
• Opportunity for staff to feedback / suggest
improvements
• Improves communication & relationships - better
teamwork
65
 Benefits of Training

• Most training is
targeted to ensure
trainees “learn”
something they apply
to their job.

66
What is Training?

• Training is a systematic process through which

an organization’s human resources gain
knowledge and develop skills by instruction and
practical activities that result in improved
corporate performance.

67
Differences between Training, Education &
Development

• Training is short term, task oriented and

targeted on achieving a change of
attitude, skills and knowledge in a specific
area. It is usually job related.
• Education is a lifetime investment. It
tends to be initiated by a person in the
area of his/her interest
• Development is a long term investment
in human resources.
68
The ASK Concept
• If we follow the GAP concept, training is
simply a means to use activities to fill
the gaps of performance between the
actual results and the expected results.
• This GAP can be separated into 3 main
themes
1.Attitude
2.Skills
3.Knowledge

69
Exercise 2
Rank ASK by difficulty to develop in people

• Attitude
• Skills
• Knowledge
•Easy
•Moderately
difficult
•Most difficult

70
Five Principles of Learning

• Participation: involve trainees, learn by doing

• Repetition: repeat ideas & concepts to help
people learn
• Relevance: learn better when material is
meaningful and related
• Transference: to real world using simulations
• Feedback: ask for it and adjust training
methods to audience.

71
A Systematic Approach
to Training

Key Concepts in Preparing a Training Plan

Before you train and develop people identify what:
 They must know - before they can perform job
 They should know - to improve performance
 Would be nice for them to know – but not necessary to
perform duties.

72
Nine Steps in the Training Process

1. Assessing training needs

2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training
73
 1) Assessing Training Needs

Conduct a training needs analysis by either one, or

both, of the following

• External approach (company, guests, society)

• Internal approach – using a staff opinion survey.

74
Response to exercise 3
• Accidents report • Staff discipline report
• Sick leave report • Staff enquiries &
• Employee complaints
compensation • Guests complaints
statistics
• Product quality control • Refusal of orders made
report • Quality of product
• Wastage report report
• Efficiency report • Market needs & trends
• Machinery out-of-order • Demographic data &
report background of
employees

75
3) Specifying Training Objectives

Training Objectives must be specific &

measurable. Why? Very difficult to measure
effectiveness after course is finished.
 What should trainees be able to accomplish after
participating in the training program?
 What is the desired level of such accomplishment,
according to industry or organizational standards?
 Do you want to develop attitudes, skills,
knowledge or some combination of these three?

76
 4) Designing the
1. Program
Trainingduration 7. Training location
Program(s)
2. Program structure & environment
3. Instruction 8. Criteria &
methods methods for
4. Trainers assessing
qualification participant
learning and
5. Nature of trainees achievement
6. Support resources 9. Criteria &
– materials, OHP, methods for
classroom evaluating the
program

77
5) Selecting Instructional Methods
Note: This is the most important step

On-the job-training (OJT)

 learn while you’re working
Off -the job-training
 In house, training or classroom
 External, consultancies or attending external classes
 Independent bodies, such as government talks
 Distance learning, from books or notes
 Computer-assisted learning
 Interactive-video training
 Video conferencing, same as classroom except teachers
and students are in different locations.

78
 6) Completing the Training Plan
• Target group – assess your audience
• Topic – task, skill or attitude ingredient
• Method – direct (one way
communication) or indirect (discussion,
games, experimental exercises…).
Important as evaluation of trainees usually
lies on the perception on what they did in
the training session
• Time – length, period, breaks important
to consider
• Location – away from the office?

79
Besides trainers qualifications and
experience:
7) Implementing the Training
• Participant selection
Program
• Group comfort - physical & psychological
• Trainer enthusiasm & skills
• Effective communication
• Feedback mechanism
• The need to learn new training skills
• Preparation by trainers

80
8) Evaluating the Training

Three Levels of Evaluation

1. Immediate Feedback
 Survey or interview directly after training
2. Post-Training Test
 Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
 Conducted by immediate supervisors of trainees

81
 CHAPTER 4

ELP LAW ENFORCEMENT FACULTY 1–82

Compensation

©Orion HR Group, LLC

Tonight
• Review any questions on workforce planning and
employment exam
• Compensation
• Compensation Jeopardy (if time allows)
A Total Compensation System

Total compensation

Direct Indirect
compensation + compensation

Pay Benefit
systems programs
Total Compensation Overview

oLegal/legislative considerations
oDirect Compensation (cash, capital
accumulation); programs, methods,
rationale, pros and cons, etc.
oIndirect Compensation (health and welfare,
retirement, paid time off, etc)
oRelational Returns (affiliation, coworker
relationship, challenging assignments,
training, location, etc)
oCommunication (policies, methods,
programs)
 Objectives of a Total Compensation System

• Compatible with organizational mission, values

and strategy
• Compatible with corporate culture
 Entitlement
 Performance based / contribution oriented
• Appropriate for the workforce
• Attract and retain talent
• Externally equitable
• Internally equitable
• Compliant
• Easy to communicate and understand
• Cost effective
Compensation Design Criteria and Issues

Determine Compensation Philosophy: Match, lead or lag the

market?
 Match = median, middle of pack
 Lag decision may occur due to ability to pay/compete; and/or if strong
emphasis on performance and variable pay
 Lead decision may presuppose higher caliber employees; is this true?
 Consider union factors, if any

Fairness elements (perception)

•Contributions recognized; no negative rewards; lingerers as example.
Why? Manager reluctance. May include lack of differentiation for merit
pay. And, employee reaction to rater inconsistency
•Internal and external equity
•Non-discrimination
•Meet employee needs for fair wage/adequate benefits (living wage
issue)
Basic Elements of Compensation Plan
Administration

• Design – plan features, main elements, mix (base versus

variable, etc.)
 Base pay
 Variable pay (individual / team / group / organization)
 Benefits
 Pay Mix issues
• Funding – how to pay for it, how much it costs.
• Frequency of changes
• Administration – policies, practices, procedures.
• Communication – message emphasis, delivery method,
format, frequency.
Employee vs. Contractor
• Legal Risks
 FLSA (overtime)
 Tax Issues (withholding)
 Benefits
 Workers’ Compensation
 Unemployment

• Common Misconceptions
 But the individual wants to be a contractor
 But we’ve always done it this way
 But it saves time and money
 How the IRS looks at employee vs.
contractor
◦Behavioral Control ◦Type of Relationship
 Type of instructions given  Written contract
 Degree of instruction  Employee benefits
 Evaluation systems  Permanency/Length of
 Training the relationship
◦Financial  Key activity of the
 Significant investment business
 Unreimbursed expenses
 Opportunity for profit or loss
 Services available to the
market
 Method of payment

Similar tests used by other agencies and with other laws

Student Interns
• Employees or contractors?
• Common misconceptions
 “…but they get credit”
 They are learning something
 Minimum wage and overtime are not required
 “…but we pay a stipend”
• New audits
• IRS and DOL standards
 Type of internship
 Credit provided?
 Productive work performed?
Overtime

• Overtime after 40 hours in a workweek

• Comp time only for public sector
• 8 and 80 hour rule (health care)
• Union contracts
• Overtime paid based on the “regular rate”:

TOTAL REMUNERATION IN A WORKWEEK

(except statutory exclusions)
÷
TOTAL HOURS ACTUALLY WORKED
=
REGULAR HOURLY RATE OF PAY
Overtime—Regular Rate
• What’s Remuneration?
 Commissions
 Non-cash compensation
 Nondiscretionary bonuses
 Shift Differential
 On-call pay
 Blended rate issues
• Not included:
 Discretionary bonuses
 Gifts or gratuities
 Tuition or loan forgiveness programs
 Pay for time not worked (vacation, sick leave and
holidays)
 Profit-sharing, pension and welfare payments
Record Keeping Requirements

Exempt Employees (3 years)

Some of the same:
1. Full Name
2. Home Address
3. Zip Code
4. Birth Date (if under 19)
5. Gender
6. Occupation in Which Employee is Employed
As well as records reflecting basis on which wages are paid,
including enough to permit calculation, for each pay period,
of the employee’s total compensation (wages, fringe
benefits, etc.)
Determining exemption category

When in doubt….
Burden of proof is on
employer to justify exempt
status
General requirements for exempt status

Employer must demonstrate:

• Paid minimum salary of $455 / week (for most)
without deductions based on quantity or quality of
work
AND

• Primary duties fall into one or more exempt

categories, including:
 Executive
 Administrative
 Learned or creative professional
 Highly Compensated
 Computer professional
 Outside sales
Issues
• First responders
• Insurance adjusters
• Mortgage officers
• Financial service industry
• Telemarketers
• HR employees
• Nurses
• Technologists and technicians
• Paralegals
Safe Harbor Protections
• Clearly communicated policy

• Prohibit improper pay deductions - good faith

commitment to comply with law

• Include complaint mechanism

• Reimburse employees for improper deductions

Traps – Be Wary

• Docking of pay/ out of PTO

• Define pay week and pay period
• Comp time
• Time cards with employee signature
• Take home training
• Blended rates
• Supervisors doing non-exempt work
• “Donning and doffing”- prep and cleanup
time
• Bonus awards for non-exempts
Traps, continued

• On call time
• Travel Time
• Employee Volunteers
• Tip credit
• Waiting time
Travel Time-
Portal-to-Portal Act provides guidance
• Normal commuting time does not count as time worked
• Additional travel time to client work site is compensable
• Travel may be compensable if person is performing work
(driving, piloting, writing reports, etc)
• If person is passenger or free to engage in other
activities, not necessarily compensable
• Time at conferences and trade shows
• Normal work schedule is critical
 Person normally works 8am – 5pm
 All travel within 8am – 5pm is paid, regardless of day
of week
 Time outside of these hours (regardless of day of
week) is not required to be paid if work not performed

102
Travel Pay
Non-Discrimination Laws

• Civil Rights Act; protected class concept; difference

between disparate treatment and disparate impact – that
concept applies to compensation and benefits as well.

• Equal Pay Act / Fair Pay Act – Started as gender based,

now expanded to include all forms including Title VII,
ADEA, ADA. Expanded time frame to 180/300 days to each
paycheck

• Various tax and work program/disadvantaged and

socio-economically affected groups

• Work Opportunity Tax Credit (and laws similarly

named): applies tax credits based on hiring certain kinds of
disadvantaged workers; defined by regulation.
Job Analysis
• Definition: systematic study of jobs to determine activities,
relationships, qualifications, conditions.
• Used in multiple ways:
- Job design and organization structure
- Recruitment, selection, placement
- New employee orientation and training
- Performance appraisal
- Career development
- Identifies job families
- Compliance (FLSA, ADA as examples)

• Documented output is a job description.

Methods of Conducting Job Analysis
• Observation
• Interview
• Open ended or highly structured questionnaire
• Work diary or log
• PAQ (Position Analysis Questionnaire)
• FJA – functional job analysis (government), using
DOT as basis (Dictionary of Occupational Titles)

Benchmark job concept

Job Descriptions
• Elements typically include:
- Summary (purpose)
- Essential functions, non-essential functions
- Knowledge, skills, abilities
- Any supervision
- Working conditions
- Success measures or performance factors (rare)
- Disclaimer; standard
- ADA requirements
Job Evaluation

• Method to determine worth/value of a job by a hierarchical

approach
- Internal vs. external equity
- Can be quantitative or qualitative.
Types:
1. Ranking; simple ranking based on organizational hierarchy
2. Quantitative; Factor comparison, point factor
3. Paired Comparison; Ranking using paired comparison (two jobs,
compared to each other, a pair at a time, including job evaluated
compared to every other job rated)
4. Classification; using benchmark jobs as basis, organizing into a
hierarchy with grades
5. Market based evaluation (not a true internal factor job evaluation
system, is based on external data)
Job Evaluation Methodology Examples

Point Factor: Typically evaluates compensable factors on a scale, with

total points added at end of the process. Uses a management / HR
committee to evaluate, may be HR alone. Most widely recognized in
the period of widespread use was Hay Guide Chart Profile method.

Typical factors may include job knowledge (education, experience);

complexity (degrees of how routine duties are or freedom to solve
novel problems, with a continuum; and impact, results or
accountability – the measured or observed impact of a job on revenue,
cost, or things like efficiency, customer interactions, etc.)

Education Example – Job Requirements and Rating Scale (This is a

compensable factor, one of several):

High school = 5 points

Post secondary = 10 points
Bachelor degree = 15 points
Masters degree = 20 points
Ph.D. = 25 points
Some terms used in compensation

• Compa-ratio; term used to describe actual pay relative to the

range assigned. Salary divided by midpoint is traditional
calculation.

• Red Circled: pay is over the range maximum. Can solve via
freeze/lump sum in lieu of base merit raise; lump sums also
called “performance bonus” sometimes.

• Green Circled: pay is under the range minimum.

• Pay Compression: new hire gets higher starting salary than

existing employees. This is typically a market phenomena or
may occur with first line supervisors.
Base Pay

Various ways to provide:

- Single pay rate (or flat rate)
- Time based
- Time based with performance element

Performance Based or Merit Pay

- Historically the philosophy most organizations choose. But there are
challenges that are inherent, not easily solved. Inextricably tied to
management practices.

Productivity Based (historical, when economy was more manufacturing based)

- Straight and differential piecework: examples.
- Historical perspective; times have greatly changed prevalence.

Person Based
Focus is on the worker, not a system. Includes “skill based pay” and “competency
based” pay.
 Key Motivation Theories –

• Maslow’s hierarchy of needs. Pyramid. Theory is that where someone is on the

pyramid will determine what reward will be effective with that person.

• Hygiene Motivator – Herzberg. Says there are hygiene factors in the workplace that
affect performance such as policies and how administered; supervisory practices;
working conditions.

• Expectancy Theory – Vroom. Expectancy, Valence, Instrumentality.

 Expectancy – estimate of probability that effort produces desired outcome

 Valence – how much the goal is valued by the person
 Instrumentality – what is likelihood that if the effort is there, reward will actually
occur

• Equity Theory – Adams. Fairness is a matter of perception, based on perceived

equity or inequity, this applies to pay as well as other aspects of employment
relationship. Inputs = Outputs

• Daniel Pink - DRIVE

Pay Plans for Selected Groups

• Executive compensation. In today’s news, big-time. Mix is

now in question, amount debated. Gets to very essence of a
capitalist, free enterprise system.
• Short term incentives
• Long term incentives
• Sarbanes Oxley
• Golden handcuffs
• Golden parachutes
• Section 409a
• Executive perquisites (perks)
• Taxation is key issue. Deferred compensation and non-
qualified deferred compensation. Must be “substantial risk
of forfeiture” to avoid immediate taxation. Often placed in a
Rabbi Trust.
Equity based compensation

• Stock options
 Incentive Stock Options
 Non-Qualified Options
• Restricted stock
• Stock Appreciation Rights
• Phantom Stock
• FAS 123R deals with expensing treatment
• May or may not have added performance element.
• Appreciation of value is the key. No real downside
to employee, lots of upside potential.
• Underwater options
Sales compensation

• Sales
- Straight salary
- Straight commission (commission is
compensation expressed as a % of sales)
- Draw
- Combination (bonus/commission also can be
combined, terms used interchangeably at
times but technical definitions are different)
Incentive Pay

• Be careful in design; implementation also key, particularly in first

measurement and payout period. Involve cross-functional representation
to cover all business aspects.
• Organizational readiness is key; circumstances must be right to
implement.
• Individual, group, organization-wide; all can be used in combination as
well.
• Forms of currency and time horizon are important considerations – overlap
into benefits and capital accumulation, at some point blurring the lines
between cash or direct compensation and indirect. If used for retention,
represents form of “golden handcuffs”. Be careful with that. Be familiar
with Deferred Compensation plans – those that defer some or all of pay
into the future.
• Line of sight is important concept; addresses the need to have employee
ability to relate to the incentive by understanding specifically what they
can do/how they can control and impact the results on which the incentive
is based.
Incentive Pay
• Discretionary bonus
• Performance based incentive
• Formula based incentive

• Cash or Noncash
 Gift cards
 Awards
 Trips
 Time off
 Prize
• De minimus issues
Incentive Plan Design Considerations

• Alignment to organization values and strategies

and direction.
• Be careful about transplanting. Plans don’t
necessarily work from organization to
organization.
• Must consider how data will be captured and
administered, in up front planning.
• First year is key – reasonable chance of payout
is important.
• Communication and understanding is key.
• Be careful what you ask for…..
International, continued
• Expatriate concept
 Duration of assignment
 Funding
 Balance sheet
 Ad hoc / negotiation
 Pure locationization
 Higher of home or host country
 Lump sum
 Cafeteria

 Totalization agreement
 Home vs host country
Payroll Administration

• Gross earnings = earnings before taxes and other

deductions.
• Taxable wages and witholding
• Know how to calculate overtime, other premium pay;
state and local tax administration compliance;
required reporting to governmental authorities
(identification verification, agency notifications, wage
garnishment orders).
• Voluntary deductions (union dues, health insurance,
flexible spending accounts, retirement, charity)
• Involuntary deductions (child support, garnishments,
tax levies)
Payroll, continued
• For our purpose, focus on knowing the options available
and when each is typically used.
• Administration
 In house
 Service bureau
 Outsourced
• Considerations
 Cost
 Security
 People
 Compatibility
Administrative Controls
• Salary ranges, guidelines, management of these.
 Green and red circling
 Pay compression
 Lump sum

• Budgeting process is usually partnering with

finance/accounting for forecasting compensation amounts,
which are fixed versus variable, etc.

• Auditing and reporting system must be in place, no matter

if manual to some extent, or else visibility is lost and
controls are considered weak, exposed.

• One can always apply the “how’s it all working?” question.

Communication of Compensation Programs
• Trend toward transparency

• Public companies have SEC filings and disclosure rules through

proxy statements.

• Voluntary communications – most do some. Manuals, references

in handbooks, manager training content; balance of too much
versus too little.

• Cannot discipline employees for discussing compensation

• Dealing with concerns – develop a philosophy. Communicate and

arm managers with this, proactively. A written policy is
somewhat common.
 Administrative Controls /
Evaluating Whole System
• Know the purposes of budgeting and where compensation
planning fits.

• Most companies have at least some compensation philosophy,

policies and procedures in writing.

• Merit pay means existence of performance measurement system

• Is the program/system
 Effective
 Competitive (market),
 Equitable (fair and consistent in administration)
 Compliant with the regulations affecting compensation?
Key terms to be familiar with
• Balance sheet
• Benchmark job
• Blended rate calculation
• Call back pay
• Compa ratio
• Comparable worth
• Compensable factors
• Consumer price index (CPI)
• Cost of living adjustment (COLA)
• Deferred compensation
• Draw
• Dual ladder career progression
• Equal Pay Act
• Emergency shift pay
• Equity
• Exempt
• Expatriates
 CHAPTER 5

ELP LAW ENFORCEMENT FACULTY 1–126

RECRUITMENT AND
SELECTION
Meaning of Recruitment
• According to Edwin Flippo: “Recruitment is the
process of searching the candidates for
employment and stimulating them to apply for
jobs in the organisation “
• Recruitment is the activity that links the
employers and the job seekers
Other definitions
• A process of finding and attracting capable
applicants for employment
 process begins when new recruits are sought and end
when their applications are submitted.
 The result is a pool of applicant form which new
employees are selected
Other definition cont..
• It is a process to discover sources of manpower
to meet the requirement of staffing schedule and
to employ effective measures of attracting that
manpower in adequate numbers to facilitate
effective selection of an efficient workforce
Other definitions cont…
• Recruitment is the first step in filling a vacancy.
Includes:
 Examine the vacancy
 Considering the source of suitable candidates
 Making contacts with the candidates
 Attracting applications from them
Other definitions cont…
• Recruitment is the function preceding the
selection which helps create a pool of
prospective employees for the organization so
that the management can select the right
candidates from this pool ( to expedite the
selection process
selection
• Selection on the other hand is a process whereby
out of the many job applicants the best are taken
to fill the vacancy. Selection means whittling
down the application pool by using the screening
tools such as test, assessment centers,
background and reference checks.
Difference between recruitment and selection

RECRUITMENT SELECTION

The recruitment is the process of Selection involves the series of steps

searching the candidates for employment by which the candidates are
and stimulating them to apply for jobs in screened for choosing the most
the organisation suitable persons for vacant posts.

The basic purpose of selection is to

The basic purpose is to create a talent choose the right candidate
pool of candidates to enable the selection
of best candidates for the organisation, by
attracting more and more employees to
apply in the organisation
Recruitment selection

A positive process i.e. A negative process as it

encouraging more and more involves rejection of the
employees to apply unsuitable candidates.
Is concerned with tapping the Is concerned with selecting the
sources of human resources most suitable candidate through
various interviews and tests

There is no contract of Results in a contract of service

recruitment established in between the employer and the
recruitment selected employee
Recruitment needs
• Are of three types
 Planned – arising form changes in organizational g
structure, policy of retirement etc
 Anticipated – movement in personnel which an
organisation can predict by studying trends in internal
and external environment
 Unexpected – resignation, death, accident, illness
Purpose and Importance of effective
recruitment
• The increasing unemployment means that the
labour market is large, hence the need to ensure
that you attract the right candidates for the jobs
• High turnover for some occupations are another
problem for recruiting
• Finding the right inducements for attracting and
hiring employees can be a problem also
purpose
• Attract and encourage more and more candidates
to apply in the organisation
• Create a talent pool of candidates to enable the
selection of the best candidates for the
organisaion
• Determine present and future requirements of
the organisation in conjunction with its personnel
planning and job analysis activities as
• Minimize unwarranted cost of selection
• Help increase the success rate of selection
process by decreasing the number visibly under
qualified or overqualified job applicants
• Help reduce probability that job applicants once
recruited and selected will leave the organization
only after a short period of time
• Meet the organisaion legal and social obligation
regarding composition of workforce
Factors affecting recruitment
• Internal factors
 Recruitment policy
 HR planning
 Size of the firm
 Cost of recruitment
 Growth and expansion
Factors affecting recruitment
• External factors
 Supply and demand
 Labour market
 Image/goodwill
 Political-social-legal environment
 Unemployment rates
 Competitors
Sources of recruitment: internal and
external
• Internal:
• seeks to fill positions from among the rank of
those currently employed
• Best suitable in succession planning – the process
of ensuring a suitable supply of successors for
current and future senior or key jobs
• Advantages:
• 1. It is less costly than external recruiting
• 2. Organisations have a better knowledge of
internal applicants skills and abilities than that
which can be acquired of candidates in an
external recruiting effort
• 3. Through performance appraisal and other
sources of information about current personnel,
decision makers typically will have much more
extensive knowledge on internal candidates and
thus make more valid selection decisions
• 4. An organisation policy of promotion from
within can enhance organizational commitment
and job satisfaction, leading to lower employee
turnover and productivity
• 5. Best used for succession planning
• Disadvantages:
• 1. If the organisation has decided to change its
business strategy, entrenched managers are
problem not the best “change masters”” since the
internal recruitment approach simply propagate
the old way of doing things
• 2. Complaints of unit poaching good employees
from another unit
• 3. Politics have a greater impact on internal
recruitment. Personal biased decisions towards
specific candidates not necessarily based on
performance or job requirements
• 4. Employees who apply for jobs and do not get
them may become discontented,: telling
unsuccessful applicants why they were rejected
and what remedial action might take to be more
successful in future is thus crucial
• 5. Although many times managers post job
opening and interviews to all candidates, the
manager often knows ahead of time exactly
whom he or she wants to hire . Requiring the
person to interview a stream of unsuspecting
candidates can be a waste of time for all
concerned
• 6. Groups are sometimes not as satisfied when
their new boss is appointed form within their own
ranks as when he/she is a newcomer. It may be
difficult for the insider to shake off the reputation
of being “one of the gang”
• 7. Inbreeding is another potential drawback.
When all managers come up through the ranks,
they may have a tendency to maintain the status
quo, when a new direction is what is required.
Balancing the benefit of morale and loyally with
the possible inbreeding problem can be a
challenge
Sources of internal recruitment
• Job posting/advertising
• The most efficient way to do it is to have a job-posting
system where announcement for positions is made
available to all employees through newsletters, bulletin
boards and so on.
• When properly done, job posting can substantially
improve quality of job placement that are made within
the organisations
• Personnel records
• Another way is to examine personnel records which may
reveal employees who are working in job below their
education or skill levels, or/and have potential for
further training or who already have the right
background for the opening
External recruitment
• Can be important when:
 A firm cannot get all the employees they need from the
current staff
 When the firm wants to inject a new perspective into
running the organisation
EXTERNAL SOURCES
• External sources
 Advertising
 Colleges
 Agencies
 Agency Search and Selection
 Head Hunting
 Open Evening
 Referrals and walk –ins
 Recruitment on the internet
Advertising
• For this to be successful the firm must address
tow issues:
• The advertising media
• The advert construction
Advertising media
• The selection to the media depends on the
positions which the firm is recruiting for
• Local newspapers – for blue collar jobs and jobs
whose labour is in plenty supply
• Specialized jobs will be adverted in trade and
professional journals like the economists , etc
• Jobs with an international focus will be advertised
in international dailies or magazines
• Should contain the following information:
 Job content ( primary task and responsibilities)
 A realistic description of the work conditions
 The location of the job
 The compensation including fringe benefits
 Job specification (e.g. education and experience)
 To whom one should apply
Employment agencies
• Agencies that charge employees or employers for
the placement services
• Major functions:
• To increase the pool of possible applicants and to
do preliminary screening
Guidelines for choosing recruiters
• Make sure the firm is capable of conducting a
thorough search. Make sure they are professional
and will not approach the executive talent of a
former client for a vacancy with a new client.
• Meet the individual who will actually handle your
assignment. Ensure that the person has the
ability to seek out the best candidate and sell
them to your firm
College recruiting
• Sending an employers representative to college
campuses to prescreen applicants and create an
applicant, pool from that college graduating class
is an important source of management trainees,
promotable candidates, and professional and
technical employees
• Problems with on campus recruiting:
• Its expensive and time consuming – schedules
must be set well in advance, company brochures
printed, record of interview kept, and much time
spent on campus
• Some recruiters are ineffective and/or show little
interest in the candidates and act as superiors
Referrals and walk-ins
• The firm posts announcements of openings and request
for referral's in its bulleting and on its wall boards and
intranet.
• Pros:
• Current employees can and usually provide accurate
information about the job applicants they are referring,
especially since their are putting their own reputation at
risk
• The new employee may come with more realistic picture
of what working in the firm is like after speaking with
friends there
• Cons: employees bringing their friends who are not
necessity qualified
Recruiting on the internet
• Firms post job description and vacancies on their
websites
Developing and using application forms
• Once you have a pool of applicants, the selection
process can begin, and the application form is
usually the first step in this process
• A filled application form provides four types of
information:
• 1. You can make judgment on substantive
maters, such as whether the applicant has the
education and experience to do the job.
• 2. you can draw conclusion about the applicants
previous progress and growth, a trait that is
especially important for management candidates
• 3. you can draw tentative conclusion regarding
the applicants stability on previous work record
(here, however, be careful not to assume that an
unusual number of job changes necessarily
reflects on the applicants stability
• 4. you may be able to use the data in the
application form to predict which candidates will
succeed on the job and which will not
Employee selection
• With a pool of applicants, the next step is to
select the best candidate for the job.
• This means whittling down the application pool by
using the screening tools such as test,
assessment centers, background and reference
checks
Why careful selection is important
• Selecting the right employee is important for
three main reasons:
• 1. Performance:
• Your own performance always depends in part on
your subordinates. Employees with the right skills
and attributes will do a better job for you and
the company. Employees without these skills or
who are uncompromising or obstructionist wont
perform effectively and your won performance
and the firm will suffer. The time to screen out
undesirables is before they are in the door, not
after
• 2. it is costly to recruit and hire employees in
terms of interviewing time, reference checking,
traveling etc
• 3. legal implication of incompetent hiring can be
costly and lead to court redress. If you hire a
criminal who swindles customers, you will be
liable
Basic tests for selection
• For effective recruiting, therefore, the selection
test must be valid and reliable
• Validity:
• The test should measure what is supposed to
measure. The evidence that is being tested
should be job related, in other words, the
performance on the test is a valid predictor of
subsequent performance on the job
• There are two ways to demonstrate test validity:
criterion validity and content validity
• Criterion validity – shows that those who do well
in the test also do well on the job and vise versa
• Content validity – show that the test constitutes a
fair sample of the content of the job
reliability
• Reliability refers to its consistency.
• It is “the consistency of scores obtained by the
same person when retested with the identical test
or with an equivalent form of test”
• If a person score 90% on Monday, then they
should score the same on Tuesday for the same
test
Types of tests
• We can classify test according to whether they
measure:
 Cognitive (mental) abilities.
 Or psychomotor (motor and physical)
 Personality
 Interest or achievements
Test for cognitive abilities
• These includes:
 Test of general reasoning ability (intelligence)
 Test of specific mental abilities like memory and
reasoning, verbal comprehension, numerical ability
• ( these are normally referred to as aptitude tests
)
• Test for motor and physical abilities
 These includes test such as manual dexterity, reaction
time, speed of hands, arms, mechanical ability, weight
lifting, body coordination etc
• Measuring personality and interest
 These includes persons motivation and interpersonal
skills , attitudes, temperaments etc
 It will measure basic aspects of a applicants personality
such as introversion, stability and motivation. These test
are done in a projective manner – for example being
presented with a picture and asked what you see,
picking two statements from one etc
Achievement tests
• Measure what a person has learned
• Measure your “job knowledge” in areas like
marketing, human resources. E.g. giving people a
problem in human resources to solve
Other selection techniques

• Background investigation and reference check

• Polygraph (lie detector) and honesty testing
• Graphology
• Physical examination
• Substance abuse screening
Background investigation and reference
checks
• Purpose is to verifying job applicants background
information and references:
• These include making telephone enquiries, credit
rating, use of reference letters
• Commonly verified data include legal eligibility for
employment, dates of prior employment,
education and identification (dates of birth,
address to confirm identity)
Reasons to conduct background check
• Two main reasons to conduct employment
background investigation and/or reference check:
 To verify faction information previously provided by the
applicants
 To uncover damaging information such as criminal
records
Physical/medical examination
• Takes place once the person is hired or
sometimes after the person is hired
• Reasons:
 To verify that the applicant meets the physical
requirements for the
 Discover any medical limitations you should take into
account in placing the applicants
 To establish a record and baseline of the applicants
health for future insurance or compensation claims
 By identifying health problems, the examination can
reduce absenteeism and accidents and, of course
determine communicable diseases that may be unknown
to the applicant
Interviewing candidates
• An interview is a procedure designed to obtain
information form a person through oral responses
to oral enquires. On the basis of these responses
the interviewer is able to predict future job
performance
• Interview is by far the most widely used
personnel selection method
Types of interviews
• Selection interview
• Appraisal interview
• Exit interview
• We can classify selection interviews according to:
 How they are structured
 Their content – type of questions they contain
 How the firm administers the interview
How they are structured
• Interviews can be :
• Structured or unstructured
• Unstructured or nondirective
 There is generally no set format to follow so the
interview can take various direction
 Lack of structures allow the interviewer to ask follow up
questions and pursue points of interest as they develop
Structured or directive interviews
• The questions and acceptable responses are
specified in advance and the responses rated for
appropriateness of content
• All interviewers generally ask all applicants the
same questions, and hence:
 Tend to be more reliable and valid
 It increases consistency across candidates
 Enhances job relatedness
 Reduces overall subjectivity ( and thus the potential for
bias)
 May enhance ability to withstand legal challenges
• On the other hand structured interviews do not
provide opportunity to pursue points of interest
as they develop
Interview content – type of questions
• These could be situational interview
questions - asking candidates how they would
behavior in a given hypothetical situation and
evaluating the applicant based on the choice
made
• Behavior interview questions asks interviewees
to describe how they would reacted to an actual
situation in the pasts
• Job related interviews – the interviewer tries to
deduce what the applicant on the job
performance will be base on his or her answers to
questions about past behavior. The question here
do not revolve around hypothetical questions but
ask job related questions e.g. what does human
resources recruitment and selection involve
• Stress interview – seeks to make the applicant
uncomfortable with occasionally rude questions
• Aims is supposedly to spot sensitive applicants
and those with low or high level of stress
tolerance
• Stress interviews may help unearth hypertensive
applicants who might overreact to mild criticism
with anger and abuse
Administering the interview
• Interviews can be administered in several ways:
• One on one
• A panel interview
• Sequentially or all at once
• Computerized or personally
Administering interviews (cont..
• Personal interviews (one on one) - two
people meet alone and one interviews the other
by seeking oral responses to oral inquires
• Sequential – several persons interview the
applicant in sequence, before a decision is made.
This can be structured or unstructured
• Panel – a group of interviewers question the
candidate. This may have advantage over the
others because in sequential candidates may
cover the same ground over and over again with
each interviewer. But panel format lets the
interviewers ask follow up questions based on the
candidates answer. This may elicit more
responses
• Candidates-order (contrast) error and
pressure to hire - The order in which you see
applicants affect how you rate them. After first
evaluating unfavorable candidates, an average
candidate can score quite highly
• Pressure to hire accentuate problems like the
error or contrast
• Non verbal behavior and impressions management -
- eye contact, energy levels , low voice etc can influence
the interviewers decision
• Body language, smile, posture may interfere with the
interviewers judgment
• Effect on personal characteristics stereotyping :
• Involves categorizing groups according to general traits
then attributing those traits to a particular individual once
the group membership is known
• attractiveness, gender, race - in general, individuals
ascribe more favorable traits and more successful life
outcomes to attractive people
• Some see men or women as more suitable or a certain race
as more suitable
• Interviewer’s behavior - some interviewers
talk so much that the applicant have no time to
answer questions. On the other extreme, some
interviewers let the applicant dominate the
interview and so don’t ask questions. Neither is
good situation
• Others play the role of a judge or psychologist
Designing and conducting an effective
interview – steps
1. The structured situational interview –procedure:
1. Job analysis -write a job description and list of duties,
knowledge, skills and abilities
2. Rate the job duties
3. Create the interview questions –situational questions,
job knowledge questions etc
4. Create benchmark answers with a five point rating
scale
5. Appoint an interview panel and conduct interview – 3
– 6 members preferably the same employees who
wrote the questions , also include job supervisor
and/or incumbent, and an HR representative
Conducting an interview - steps
• The questions:
Structure your interview questions so that it is
standardized, consistent and relevant. This will include
ensuring that :
 You base your questions on action job
 Use knowledge, situational and behavior oriented
questions and an objective criteria to assess the
interviewees response
 Train your interviewers
 Use the same questions for all candidates
 Use rating scales to rate answers
 Use multiple interviewers for panel interviews to reduce
bias
 Control the interview – limit the interviews follow up
questions
• 2. Prepare for the interview
• The interview should take place in a private room
with minimum interruptions
• Prior to the interview, review the candidates
application and resume and not areas that are
vague or that may indicate strengths or
weaknesses
• Remember the duties of the job and the specific
skills and traits that you are looking for – review
the job specifications
• Start the interview with an accurate picture of the
traits for the ideal candidate.
• 3. Establish rapport – put the person at ease –
greet the applicant, drop in some courtesy words
and start interview with non related question,
e.g.. About the whether
• Be aware of peoples background and make
additional efforts to make such people relax
•
• 4. Ask questions – follow your list of questions.
• Don’t ask questions which can be answered with
yes or no, don’t push words into the applicants
mount, don’t interrogate the applicant as if the
person is a criminal , don’t be patronizing,
sarcastic – ask open ended questions, listen to
the candidate, , encourage them
• 5. Close the interview – leave time to answer
any questions the candidates may have
• End the interview with a positive not, tell the
applicant the next steps, make any rejections
diplomatically
• 6. Review the interview – review notes and fill
in the structured interview guide
 CHAPTER 6

ELP LAW ENFORCEMENT FACULTY 1–193

Major Elements of an Effective
Safety and Health Program

Management Commitment and Employee

Involvement

Worksite Analysis

Hazard Prevention and Control

Safety and Health Training

 Management Commitment and
Employee Involvement Go Together!

 Top management involvement

should be visible and have
authority and resources to
implement program

 Employee involvement in the

program and in decisions that
affect their safety and health
should be encouraged
Management Commitment & Employee
Involvement

 A clearly stated worksite policy should be

established and communicated with specific
goals and objectives.

 All aspects of the program should have

assigned responsibility and accountability.

 Program operations need to be reviewed at

least annually, to evaluate and make revisions
as needed.
 Worksite Analysis

• Identify all existing hazards and conditions

that might create new hazards

• An efficient program includes actively

analyzing the work and the worksite to
anticipate and prevent harmful
occurrences
 Hazard Prevention and Control

• Triggered by a determination that a hazard or

potential hazard exists.

 Where feasible, prevent hazards by effective

design of job or job site.

 Where elimination is not feasible, control

hazards to prevent unsafe and unhealthful
exposure.

 Elimination or control must be accomplished in

a timely manner.
 Safety and Health Training

• Address the safety and health responsibilities of

all personnel.

• Ensure that all employees understand the

hazards to which they may be exposed and how
to prevent harm to themselves and others.

• Ensure that managers understand their safety

and health responsibilities.
What standards or regulations exist for the
hazards you identified?

200
 Recordkeeping

• Requires most employers with

more than 10 workers to keep
a log of injuries and illnesses.

 Workers have the right to review the current log, as well as the logs stored for the past 5 years.

 Workers also have the right to view the annually posted summary of the injuries and illnesses (OSHA
300A).
 OSHA 300 Log
• Used to document and
classify work-related
injuries and illnesses and
severity of each case.

• Annual summary shows

totals of injuries and
illnesses for the year in
each category.

• Summary must be posted

in a visible location
February 1 through April
30 each year.
Access to Exposure and Medical
Records: 1910.1020

• Exposure • Medical Records

Records  Questionnaires
 Environmental and  Results of examinations
biological  Laboratory tests
monitoring  Medical opinions, diagnoses,
 Personal etc.
 First aid records
 Workplace
 Description of treatments

 Material Safety
Data Sheets
 Hazard Communication
Standard 1910.1200
To ensure that employers and employees know about
work hazards and how to protect themselves so that the
incidence of illnesses and injuries due to hazardous
chemicals is reduced.

Hazard Container Material Safety

Communication Labeling Data Sheet
Program

Program MSDS

Label

OSHA Office of Training and

Education
204
 Occupational Exposure to Hazardous
Chemicals in the Laboratory 1910.1450

• Requires a Chemical Hygiene • Requires:

Plan  Standard Operating
 Capable of protecting Procedure
employees from health  Employee information and
hazards associated with training
hazardous chemicals in that  Designation of Chemical
laboratory Hygiene Officer
 Capable of keeping exposures
below the limits

Plan shall be readily available to employees and employee representatives

 Blood-borne Pathogen
Standard 1910.1030
• Purpose: To Prevent Needle sticks and Other
Exposures at Work to Blood and Body Fluids
that Contain Blood

• Employer Responsibilities:
 Identify Workers at Risk
 Provide Safe Needles
 Ensure Universal Precautions are Practiced
 Provide Personal Protective Equipment
 Provide Prompt Evaluation and Treatment
 Provide Hepatitis B Vaccinations
 Recordkeeping
 Train Workers Annually
 Asbestos Hazard Emergency Response Act –
AHERA
Applies to all schools!

• Requires Employers to:

 Establish Asbestos Management Plan for every school
site

 Conduct regular inspections and assess conditions of ACB

 Provide training for custodial/maintenance staff in

general awareness and more extensive training for
workers doing small jobs and/or emergency cleanups

 Covers state and local workers who perform asbestos

work who aren’t covered by OSHA

207
 Finding Information

• What reports,
logs and
documents should
be collected and
reviewed by the
committee?

• How often should

they be
reviewed? Image: nebarnix's photostream

How do you think you should ask for these programs and records?

208
 Committee Resources

• What training do you feel you need to be a

better committee member?

Legal Assistance, contacts?

Union resources?

Other allies/expertise? Who?

TIME, TIME, TIME……..

• Valuable resource for information on all
types of hazard exposures

• Can conduct Health Hazard Evaluations

(HHE) if requested by union or
members
OCCUPATIONAL
SAFETY AND HEALTH
(OSHA) ACT 1994
 Scope of OSHA 1994
(First Schedule)

 Manufacturing
 Mining & quarrying
 Construction
 Agriculture
 Forestry & fishing
 Utilities
 Transport, storage & communication
 Wholesale & retail trades
 Hotels & restaurants
 Public services & statutory authorities
 Finance, insurance, real estate and business services
OSHA 1994 Requirement
 The Seven Regulations of OSHA
1994
1. Employers Safety and Health General Policy Statement
(Exception) Regulation 1995
2. Control of Industry Major Hazards (CIMAH) Regulations 1996
3. Safety and Health Committee Regulations 1996
4. Classification, Packaging and Labelling of Hazardous Chemicals
(CPL) Regulations 1997
5. Safety and Health Officer Regulations 1997
6. Use and Standards of Exposure of Chemicals Hazardous to Health
(USECHH) Regulations 2000
7. Notification of Accident, Dangerous Occurrence, Occupational
Poisoning and Occupational Disease (NADOOPOD) Regulation 2004
 Functions of Safety & Health Committee
Regulation 11
• Assist in the development of safety & health rules and safe
systems of work
• Review the effectiveness of safety & health programmes
• Carry out studies on the trends of accident, near-miss accident,
dangerous occurrence, occupational poisoning or disease, and
shall report to the employer together with recommendations for
corrective actions
• Review the safety & health policies.
Qualification for Safety & Health Officer
(SHO)
Regulation 6
A person who –

Holds a diploma in occupational safety & health (OSH) or equivalent

which is approved by the Minister of Human Resources
Has successfully completed a course of training in occupational safety
& health and passed examination, both approved by the Minister and has
a minimum of 3 years of experience in OSH
Has been working in the area of OSH for at least 10 years
Holds such other qualifications or has received such training as
prescribed from time to time by the Minister.
 Duties of SHO
Regulation 18
 to advise employer on theRegulation 18
safety and health measures
 to inspect and determine the safety of work place
 to investigate any accident which has happened in the work place
 to assist employer in organizing and implementing OSH
programme
 to become secretary to the committee