Human Resources Policies

Using Statistics in Compensation

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Isn’t pay essentially about statistics, designed and administered as it is around math? And given the inseparable link between math and all aspects of pay, right from the structure to the analysis of data, the connection between statistics and compensation becomes complete.

The link between statistics and compensation can be gauged from the fact that all the vital concepts of pay, such as pay ranges, pay survey data, individual and group pay rates, and other elements of a compensation program, are devised and analyzed only by using statistics.

A learning session to help discern the link between statistics and compensation

TrainHR, a leading provider of professional trainings for the human resources industry; is organizing a webinar which will examine the close relationship between statistics and compensation. David J. Wudyka, SPHR, Managing Principal of Westminster Associates in Wrentham, MA, an independent Human Resource Consultant with over 30 years’ experience in the profession, will be the expert at this session.

Kindly register for this webinar by visiting https://www.trainhr.com/webinar/using-statistics-in-compensation-702491LIVE.

This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

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Deep insights into statistics as an indispensable element of compensation

At this session, David will describe some of the assumed complexities of the pay structure, which will give the participants an understanding of the role that statistics play in the pay structure. He will ask questions about some of the most intriguing aspects relating to statistics in pay structure and answer them. Some of these questions are:

  • What are the ways by which to calculate minimums and maximums of a pay range, knowing just the new midpoints?
  • How does one understand a compa-ratio, and how is it used?
  • How is a percentile calculated, and how are percentiles used?
  • Why is it that weighted averages, and not the median, that are used by the majority of Compensation practitioners?
  • How does simple regression analysis differ from multiple regression analysis, and how are these concepts used in a practical way by practitioners?
  • How does one understand correlation analysis and how does this analysis help in pay program administration?
  • How can one estimate the number of grade levels between new midpoints using selected midpoint to midpoint spread percentages when creating new pay structures?
  • What is the logic that drives practitioners to divide pay ranges into quartiles?

The point of discussing these statistical concepts is that they can be very effective in improving one’s ability for creating and analyzing one’s compensation program. The measures that Compensation professionals use when they design and administer pay programs, from the creation of pay structures through the analysis of pay survey data, will be discussed.

At this webinar, David will cover these areas:

  • How to create and analyze pay range widths (“spreads”)
  • Why “weighted averages” are more widely used than “medians”
  • Defining “means”, “medians” and “modes” (and how to use them)
  • How to understand the statistics of pay structure design
  • Understanding the difference between regression and correlation analysis, and how to apply them effectively in pay program analysis
  • How “percentiles” differ from “percents”, and how to calculate them
  • How to calculate rate range minimums and maximums from estimated midpoints
  • Calculating the “penetration” of pay rates in pay ranges
  • The Compa-ratio: what it is, how to calculate it and how to use it
  • Why pay ranges are divided into “quartiles”
  • The difference between “linear regression” and “multiple regression”
  • How to estimate the number of grade levels between two new pay structure midpoints
  • What are “measures of central tendency” and why are they important for analysis?

 

All personnel connected with compensation and statistics will benefit from this webinar. these include Compensation Analysts, Human Resource Managers, Human Resource Generalists, Financial Managers, and Human Resource Managers who are new to the Compensation function.

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About the expert: David has more than thirty years of experience in his specialty, Compensation Consulting. David has taught extensively in colleges and universities such as UMass Boston, Bryant University, and the U.S. Coast Guard Academy. David looks at ways by which the HR department in an organization can enhance its role to become a Strategic Partner in businesses today. He writes extensively on topics of vital interest to the industry, such as how to improve pay transparency and how to narrow the gender pay gap in which the bottom lines for businesses improves, irrespective of their size.

 

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Human Resources Policies

Employee Handbooks: 2019 Updates

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The employee handbook is the document that provides clarity about the nature of employer-employee relationships in an organization. Many organizations tend to overlook its importance, often at their own peril. The employee handbook is a very core tool that provides vital information to employees on what they can and should expect from their employers and offers a means for helping employees fit into the organization in their respective roles.

An employee handbook is also a kind of testament to the organization’s commitment to the employee. It will help them be realistic about their expectations from the organization. All these, however, hold good only when the organization crafts an employee handbook that is pertinent, exact and properly stated.

What happens when any of the critical elements are missing? It leads to a situation where the organization could embroiled in legal hassles. In the absence of clarity in the handbook, the organization presents the employee an opportunity to challenge it legally when she has been subjected to what may constitute unlawful termination. A recent memorandum from the General Counsel of the NLRB puts this in the proper context. To use its own words, incorrectly designed employee handbooks can violate the law and can have a “chilling effect” on employees’ activities.

So, what components does an employee handbook need to have? What aspects do employers need to keep in mind when writing them, and what legal safeguards do employee handbooks need to incorporate into them? All these and more will be explored at a very valuable learning session that is being organized by TrainHR, a leading provider of professional training for the human resources industry, on July 1.

Over the ninety minutes of this webinar, the expert at this webinar, Ronald Adler, the president-CEO of Laurdan Associates, Inc., will get down to explaining the finer elements that need to be kept in mind while creating employee handbooks, which should be written in such a manner both that the employer and the employee are absolutely clear about the legal aspects of the document.

Please visit https://www.trainhr.com/webinar/employee-handbooks:-2019-updates-702476LIVE to register for this session. This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

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Employee handbooks have evolved over the years from being staid documents containing a set of dos and don’ts to facilitating these among other functions:

  • Enhancing the employment brand
  • Playing a key role in recruitment and retention
  • Enhancing employee relations, employee morale, and productivity
  • Contributing to uniform and consistent application, interpretation, and enforcement of organizational policies and rules
  • Protecting the organization against claims of improper employee/supervisor conduct
  • Reducing the organization’s exposure to employment related liabilities

The expert will discuss a whole gamut of issues pertaining to employee handbooks, including giving an explanation of what is new for 2019. He will cover the following areas at this session:

  • Key employee handbook issues in 2019
  • A review of the NLRB’s recent memorandum on employee handbooks
  • How organizations can reduce the gap between policy issuance and effective implementation
  • Review the basics of employee handbook development
  • Discuss the expanding purposes and scope of employee handbooks
  • Learn the dimensions of critical handbook policies
  • Understand the framework of employee handbook audits activities

This webinar is of high value to those who deal with employee-employer relationships, such as HR Professionals, Risk Managers, Internal Auditors, In-house Counsel, CFO’s, CEO’s, Management Consultants, and other individuals who want to learn how to use develop and implement employee handbooks.

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About the Expert: Ronald Adler is the president-CEO of Laurdan Associates, Inc., a veteran owned, human resource management consulting firm specializing in HR audits, employment practices liability risk management, HR metrics and benchmarking, strategic HR-business issues and unemployment insurance. He is a co-developer of the Employment-Labor Law Audit (the nation’s leading HR auditing and employment practices liability risk assessment tool.

A certified instructor on employment practices for the CPCU Society, Ronald has conducted continuing education courses for the AICPA, the Institute of Internal Auditors, the Institute of Management Consultants, and the Society for Human Resource Management.

 

Human Resources Policies

Form I-9 Update

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At its simplest, the Form I-9, as described by the U.S. Citizenship and Immigration Services (USCIS), is a form used to verify the identity and employment authorization of individuals that are hired to work in the US. The USCIS requires all US employers to properly and duly complete Form I-9 for each individual they hire for employment in the US, irrespective of whether the employee is a US citizen or noncitizen.

The importance of the Form I-9 underscores the need for compliance in all areas of this document. Noncompliance carries a very heavy cost to the employer. What are the aspects that need to be kept in mind when filling out the Form I-9? How do employers fill it up in a way that is fully compliant with the requirements set out by the USCIS? How do they insulate themselves from legal complications when filling out the Form I-9 for each of their employees?

All these will be described in a thorough manner at a valuable webinar that is being organized by TrainHR, a leading provider of professional training for all the areas of human resources, on July 3. At this webinar, Dayna Reum, Payroll Tax Manager at PetSmart Inc., will be the expert. Please visit https://www.trainhr.com/webinar/form-i-9-update-702444LIVE to enroll for this session and gain the immense benefits it brings.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

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The core objective of this webinar is to help employers understand ways by which to remain compliant with filling up Form I-9. The expert will take up each section of the I-9, review each part, and explain how to properly complete each of these. She will also describe the laws around discrimination. Other core learning concerns what is allowed to be asked for during the I-9 process, the proper way to handle correcting the I-9 when mistakes are made, the timing and method of storage and retention, and how to understand the I-9’s e-verify.

Dayna will take up answering of the important questions relating to how to get set up and what process to take when doing I-9 and the verifying process. In other words, this is going to be a complete session on all aspects of the I-9, and brings the immense benefit of ensuring that the employer stays compliant with its requirements, the direct result of which is avoidance of penalties in money and legal terms.

This session is of immense value to those handling this important tool, such as HR Professionals, Payroll Professionals, and Managers that complete a form I-9 for new hires. Dayna will cover the following areas:

Working in the US and Employment Verification

Discrimination/Requirements

How to properly complete the I-9

Section by Section

Correcting Mistakes

Storage and Retention

E-verify

Questions?

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About the expert: Being experienced in the payroll field for over 15 years, Dayna specializes in payroll basics, global/cultural awareness, immigration basics for the payroll professional, multi-state and local taxation and quality control for payroll, international and Canadian payroll.

 

Human Resources Policies

Piercings, Tattoos and More: Dress Codes For the Workplace – Legally Compliant Policies and Guidelines

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As the workplace undergoes many changes, the dress code is one of the areas in which HR is confronted with a host of questions such as: Does the workplace allow only formal dressing? Does it allow semiformal dressing? Does it have a different dress code for different positions? And, as the Millennials enter the workforce, does the company allow tattoos and piercings from its employees?

Organizations should remove any ambiguity about all these issues. The ideal way of doing this is to make a formal dress code in a written form and publish it with the stakeholders, such as the employees and management. The absence of the dress code can lead to unnecessary quibbling between the management and the employees. Many employees may like to dress in a certain way which management might oppose. Where there is a clearly stated dress code, there is no scope for such misunderstanding or potential conflict. A written workplace dress code is also immensely useful where employees take the organization to court over this issue.

Given the importance of the dress code as a means to avoiding unpleasant confrontations between the employees and the management, it is necessary to understand the elements of a proper dress code that the organization will put in place. How do organizations understand the dynamics of a legally valid and compliant dress code?

This understanding will be offered at a webinar that is being organized by TrainHR, a leading provider of professional training for the human resources areas. Susan Strauss, a national and international speaker, trainer, consultant and a recognized expert on workplace and school harassment and bullying, will be the speaker at this session, which is being organized on June 10.

Please log on to http://bit.ly/2YLqJmU to register for this webinar.

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At this session, Dr. Strauss will help participants explore the reasons and benefits for having a dress code for the workplace. The aim of this learning is to help promote a dress code that is reflective of the organization’s culture and which shows it in a positive tone. She will highlight the importance of instituting a dress code that is safe and comfortable for the employees. The topic of what is considered appropriate for different generations will also be taken up at this session.

Dr. Strauss will also take up and clarify on delicate issues such as tattoos, makeup for women, jewelry, grooming and religious symbols will be taken up for discussion at this webinar.  she will cover the following areas at this webinar:

  • Reasons to have a Dress Code
  • Your rights as an employer to establish a dress code as a condition of employment
  • What to include in your dress code?
  • Defining business, business casual and casual
  • Professionalism: customer contact positions
  • Morale and respect among coworkers
  • Safety: office and manufacturing positions
  • Uniforms and logo wear
  • Piercings, tattoos and hair
  • Perfume and cologne
  • Hygiene
  • Cultural and religious considerations and other exceptions
  • Younger generation’s preference for informality
  • When companies have been taken to court about “dress”: discrimination cases related to sex or gender, religion, or race?
  • When does dress make a positive or negative impact on performance?
  • Designing a policy which corresponds to your business.

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About the expert: Dr. Susan Strauss conducts harassment and bullying investigations and functions as an expert witness in harassment and bullying lawsuits. The popularity of these exercises can be gauged from the vast spectrum of sectors that her clients hail from: business, education, healthcare, law, and government organizations from both the public and private sector.

She has conducted research, written over 30 books, book chapters, and journal articles on harassment, bullying, and related topics. She appears on television and radio programs and is frequently interviewed for newspaper and journal articles.

 

 

 

 

Human Resources Policies

New EEOC Report: Workplace Harassment Prevention Not Working-Harassment Continues to be a Problem

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You have been in Human Resources or management for years. Your plate is full-too much to do and to know in your increasingly stressful job. You are expected to stay current in discrimination and harassment case law for all the federal and state protected classes. Are you current? It seems like an unending responsibility. You remember hearing something in the news about a change in the pregnancy law, but can’t remember what it was.

You know that the American Disabilities Act and Title VII have expanded with something called an accommodation meeting, but what does that require? You heard that a company was required to pay a plaintiff an additional $1,000,000 because the company didn’t do harassment training-could that be true? You have a company wellness program and have heard that employees are suing for discrimination based on the incentives offered for those who take part in the program. And it still isn’t clear as to whether you can personally be sued for the misconduct.

It is almost impossible for managers and HR professionals to stay current in the ever evolving civil rights case law due to their busy workload. As a result, discrimination and harassment may go unrecognized and allowed to continue creating a hostile work environment for employees resulting in absenteeism, turnover, loss of productivity and physical and emotional health consequences to the target and witnesses of the abuse.

LEARN MORE :  http://bit.ly/2TA4bSY

Human Capital, human resources management, Human Resources Policies

Building Salary Budgets and Merit Matrices in Today’s Economy

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TrainHR, a leading provider of professional training for all the areas of human resources, is organizing a webinar on the topic, “Building Salary Budgets and Merit Matrices in Today’s Economy”, on March 6. Teri Morning, founder and President of Hindsight Human Resources, will be the speaker at this 60-minute session.

Please log on to http://bit.ly/2DuSdnN to enroll for this webinar.

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The rationale for salary raises is that the employee must have performed to expectations or exceeded them. Another criterion that triggers and justifies a raise is the employee’s exemplary attitude, work ethic, skill, and integrity at work. HR and management should decide the quantum of raise for an employee based on these criteria, plus the other important one, which takes the budgetary allocation for this exercise, into consideration.

Since the salary outlay is often the biggest chunk of expense for most companies, they need to use this resource very adeptly and wisely. The extra budgetary allocation for salaries should lead to more results by bringing about increased efficiency and improved skills from the employees.

This is the result that the concept of Merit Based Compensation (MBC) should bring about in the company. So, it is imperative for management and HR to understand how to make MBC work for the company in a just and effective manner.

Clarity on how to make Merit Based Compensation and Merit-based Performance Matrix work

This is the learning this webinar will impart. Teri will show how linking performance or other parameters mentioned above, or not linking, will drive home the message to employees about what management expects from them and what kind of work or attitude gets rewarded and what doesn’t.

Teri will also show what role a Merit-based Performance Matrix (MBM) can play in this process. Its full definition, namely merit-based, pay-for-performance matrix, should give an idea of what this concept means: MBM can be seen as an indicator for managers, HR and supervisors, using which they could suggest pay increases that are both fair and are supportive of the organization’s business objectives. The Merit-based Performance Matrix links performance with the market rate for pay in a particular sector.

This session is particularly useful for personnel that deal with performance and pay, such as CFO’s, HR Managers, HR Generalists, Plant Managers, Business Owners and CEO’s, Compensation Professionals and Benefit Professionals.

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About the speaker:

Teri Morning is the founder and President of Hindsight Human Resources. An SHRM-certified Senior Certified Professional, Teri has consulted with employers on their problems and trained managers and employees for over 20 years, during which she has met and worked with employees from all types of businesses.

During these two decades and more, Teri has acquired human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing, public sector and both profit and non-profit companies.