The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know

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More About This Book

Overview

If your company has a full-fledged human resources department, consider yourself lucky. But whether it does or not, you as a manager need to be well versed in several critical HR areas. Hav­ing a thorough grasp of basic human resources issues means you can make better decisions—and faster ones—on everything from hiring and firing to performance appraisal to compensation.

A thorough and accessible guide written in plain English, The Manager’s Guide to HR gets right to the point on dozens of major topics, hot-button issues, and common misconceptions. The book provides a litany of dos and don’ts to follow regarding:

 

·       Hiring. How to write the perfect job description, then recruit, interview, and check the eligibility of candidates.

·       Training. How to make sure your employees have everything they need to do their jobs well, safely, and legally—and how to document it all. Includes information on sexual harassment training.

·       Compensation. How the Fair Labor Standards Act and Equal Pay Act affect your business, how overtime must be calculated, and how to avoid violating these seemingly complex regulations.

·       Benefits. The nuts and bolts of healthcare coverage, life insurance, the Family and Medical Leave Act, COBRA, leave eligibility, and much more.

·       Employment Law. An overview of federal laws, what they protect against, and how they are enforced, and what compensation may be required when they are broken. Includes key information on federal, state, and local protected classes.

·       Sexual Harassment and Workplace Violence. Detailed definitions and case law examples to prevent your company from allowing harass­ment, and necessary precautions, documen­tation, training, and reporting pertaining to violence or the threat of violence.

·       Privacy. What you are and are not entitled to know when conducting background checks, how (and how closely) you can monitor your employees, and what constitutes an invasion of privacy. Plus valuable information on defama­tion, inten­tional provocation, and much more.

·       Performance Evaluation. How to bring your appraisal, the employee’s self-review, and the job description together to create a fair, consistent, and effective evaluation.

·       Termination and Separation. What does at-will employ­ment mean? Right and wrong ways to fire an employee, how to use progressive disci­pline, what you need to know about the Worker Adjustment and Retraining Notification Act, and much more.

Finally, The Manager’s Guide to HR gives you step-by-step instructions for documenting everything and keeping bulletproof records. You’ll learn the elements of a well-kept and up-to-date personnel file, including what records should not be kept in that file. The book also includes sample docu­ments from OSHA and other regulatory agencies, with thorough explanations of their purpose and value to you, your company, and your employees.

With the priceless information in this book, you’ll be on the same page as your HR department (and your company), and you’ll know that you are treating your employees as they deserve to be treated—and as the law requires.

 

Max Muller is an attorney who has specialized in human resources law for more than 30 years. Formerly house counsel for Isis Foods and president of Electronic Processing, Inc., he has presented thousands of human resources seminars for premier organizations including the American Management Association. Mr. Muller lives in Overland Park, Kansas.

Product Details

  • ISBN-13: 9780814410769
  • Publisher: AMACOM
  • Publication date: 1/14/2009
  • Pages: 304
  • Sales rank: 68,493
  • Product dimensions: 6.20 (w) x 9.10 (h) x 1.30 (d)

Meet the Author

Max Muller (Overland Park, KS), an attorney, began his involvement in human resources law in 1976 when he became house counsel for Isis Foods. He has presented thousands of seminars on the topic of human resources, including many for the American Management Association.

Read an Excerpt

CHAPTER 1 Hiring

Introduction

Hiring dumb is easy. Hiring smart is hard.

All it takes to hire dumb is to select a job description written by someone

once upon a time, a long time ago—one that is hopelessly out of date

when compared with the job as it currently exists—and then use that job

definition to recruit a candidate who fits the job description, not the actual

job.

Hiring dumb also involves advertising job openings in ways that discriminate

against potential candidates based on their race, religion, age,

sex, national origin, physical disabilities, or other legally protected characteristics.

Hiring smart involves defining the job properly, and then developing

a job description that is more than a bullet list of generalized descriptors of

technical skills.

A well-researched and well-developed job description is the foundation

stone of smart recruiting, interviewing, and hiring, as well as staff

retention.

Defining the Job

The first order of business in hiring smart is to analyze the job in terms of:

• Skills and knowledge required

• How the work is performed

• Typical work settings

Analytic Steps

Identify and determine in detail the particular job duties, requirements,

and the relative importance of these duties and requirements for a given

job by undertaking the following steps:

1. Review existing job description, if any.

2. Review public source information and job classification systems.

3. Conduct incumbent surveys and interviews.

4. Conduct supervisor surveys and interviews.

Review Existing Job Description

Although your existing job description could well be out of date, it does

represent a starting point from which to derive basic technical skills, reporting

relationships, and other information.

The existing description also provides you with a baseline against

which to measure the current job—in other words, how the job has

evolved or materially changed.

Review Public Source Information and Job Classification Systems

Looking at how other companies describe jobs will help you write a good

job description. Here are some examples of public sources of that information:

The Occupational Information Network (O*NET) System

(onetcenter.org)

• Database of occupational requirements and worker attributes

• Comprehensive source of descriptors, with ratings of importance,

level, relevance, or extent, for more than nine hundred occupations

• Common language and terminology describing occupational requirements

The Occupational Outlook Handbook (OOH) (bls.gov/oco/

home.htm)

• Publication of the U.S. Department of Labor Bureau of Labor

Statistics

• Includes information about the nature of the work, working conditions,

training and education, earnings, and job outlook for hundreds

of different occupations

• Released biennially with its companion publication the Career

Guide to Industries

These sources will give you a good idea of how to classify a job.

Conduct Incumbent Surveys and Interviews

Find out what the people who have actually been doing the job think.

What technical skills do they think are required, to whom do they believe

they report (irrespective of what an organization chart says), whom do

they believe reports to them, whom do they interact with on an ongoing

basis, how do they believe the job is actually performed, what percentage

of their time is being spent on various tasks or undertakings, and so forth?

Help them help you. Most staff members do not think of their jobs in

an organized fashion or spend any time trying to measure how many minutes

or hours per day they engage in any particular task versus any other.

However, that is precisely the information you need to successfully analyze

the job and develop a meaningful job description. Consequently, provide

incumbents with box checklists, surveys, and questionnaires to fill out.

Excerpted from The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know by Max Muller. Copyright © 2009 Max Muller. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission.

All rights reserved. amacombooks.org.

Table of Contents

CONTENTS

CHAPTER 1 Hiring

CHAPTER 2 Performance Evaluations

CHAPTER 3 Training

CHAPTER 4 Benefits

CHAPTER 5 Compensation: The Fair Labor Standards Act

CHAPTER 6 Employment Laws

CHAPTER 7 Hot-Button Issues: Sexual Harassment and Workplace Violence

CHAPTER 8 Privacy Issues

CHAPTER 9 Firing and Separation

CHAPTER 10 Documentation and Records Retention

INDEX

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  • Anonymous

    Posted March 16, 2012

    I learned some important laws, when I could keep my eyes open!

    This book is not for the narcoleptic. It reads like a law textbook, but I was trying to familiarize myself with some of the laws that I need to know in order to be a competent manager. I was looking for a book that would give some examples and legal guidance on documenting employee behavioral and performance problems. This book didn't answer my questions and I have not yet found one that does. However, I did learn a lot about employment laws that has been helpful in my supervisory position.

    Was this review helpful? Yes  NoThank you for your feedback.   Report this reviewThank you, this review has been flagged.
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