Hire the Right Employees Manage Employee Benefits

Transcription

1 Hire the Right Employees Manage Employee Benefits Karen Boublis HRBusinessSolutionz.com SCORE Chapter 255 Ventura County

2 Why is hiring right important? Performance Revenue - Monetary Growth Being able to go on vacations or to trade conferences Sanity

3 Hiring Right Whether hiring a gardener, a babysitter, a virtual assistant, or an employee, the process is similar. Know what you need, what you want and what you don t want Create a job description with expectations of competency (knowledge, skills, experience). Include percent of time spent with essential and supplemental duties and responsibilities.

4 Know what you need and want Be very specific What qualities/ attitudes should the ideal candidate have? What skills should they have when they come in and what can be trained? What type of training would they be expected to already have? Where would they have received their experience? What are their goals and objectives? Have they had a lot of different jobs? Are they applying for the job because of a layoff and they will take anything?

5 Intern Employee Status Leased Employee / PEO Temporary Employee / Agency Independent Contractor Job Classifications - FLSA Non-Exempt Exempt

6 Hiring Right Carefully review the resume, job application, or credentials Administer a skills test Conduct a behavioral interview Objectively assess each candidate for capabilities and compatibilities

7 This is an important area: Skills Testing Don t take their word they can type quickly and accurately - test them The same goes for specific software like Quickbooks, CAD, Power Point or any other software or other specific knowledge that is a must have The level of proficiency is a nice to have Use realistic company samples for tests

8 The Purpose of the Interview More than a gut feeling Use an objective assessment of qualifications for the position Develop a norm or standard against which all applicants will be matched An effective interviewer will Evaluate each person against specific job responsibilities Use the same techniques for every interview; the only variable in the interview is the applicant

9 The Purpose of a Behavioral Interview The Behavioral Interview is used to determine if: The candidate capable of performing the essential functions of the job The candidate be compatible with the organization

10 Behavioral Questions The best questions to ask to ascertain this information are open ended and relate to the desired level of competency. Examples are: Tell me a time when Or How would you handle Or Describe your leadership/management style. Or What would you do if..

11 Before the Interview Prepare a list behavioral questions to ask each candidate Be careful not to lose sight of the whole picture when there are specific, immediate challenges, think strategically

12 General Rule: An effective interviewer asks as few questions as possible. If you have to ask too many questions, it probably means you are asking closed-ended questions.

13 After the Interview Record information you ve obtained about the applicant; the longer you wait, the less accurate you ll be!! Studies show that taking even one phone call first can reduce your ability to remember interview information by 40%! Write down the facts about what you heard and observed (not your feelings or assumptions) For Example: Lacks confidence, is an opinion. Record a specific statement, such as Applicant said she had a hard time talking to new people, and asked twice how much training was provided. Record the impact of test scores, such, as 42 wpm, which is 18 wpm below job requirement don t write your opinion, such as, not strong enough.

14 What you can t ask Race - Color Religion Sex Sexual orientation, transgender and pregnancy, childbirth, & related medical conditions Gender, gender identity & gender expression Marital status Criminal convictions check the box National origin - Ancestry Disability (mental & physical including HIV & AIDS) Medical condition Genetic information Age (age 40 & above) Denial of family & medical care leave or impeding/discouraging an employee from requesting and/or taking the leave Denial of pregnancy disability leave or reasonable accommodation

15 Creating the Hiring Process Resume and/or Employment Application received Meets minimum qualifications > job skills test > pass > interview Interview evaluation to identify top candidates Job Offer to top candidate Notify those not selected

16 The Job Offer Extend a verbal offer provides an opportunity to discuss / negotiate any aspects of the job Follow up with an offer letter or Notice to Employee (non-exempt) Include start date and time; documents to bring on first day; provisions for lunch

17 Beginning The Job Tour the facilities (include restrooms & coffee areas) Introductions to key people (the ones they will be working with each day) Set up with a buddy or mentor someone to ask general company questions Job Specific Training

18 Teaching Skills Tell Show Do Feedback Repeat

19 Setting Expectations What do you need to see to say That s a Great Hire! Define goals - overall and specific to the week/ month/quarter Learn proprietary software by Be proficient in proprietary software by Use essential responsibilities from the job description Use the company vision / mission statements

20 Giving Feedback Informal When you see it good & corrective Remember catch them doing something good and recognize it Staff meetings Formal Regular 1:1 Meetings review progress to goals, discuss obstacles Performance Review days at start; quarterly goal review; annual summation Performance Improvement or Behavior Correction meetings

21 Giving Feedback Be specific what did the employee do, what did they overcome Reinforce what they are doing well Describe how it is helping the team, company, themselves Ask for the employee s ideas and their frustrations Ask how can I help you?

22 Wrap Up Know what you need, want, and don t want Don t settle for less hire the best Be consistent in hiring practices Keep employees engaged by Setting expectations Providing regular feedback Valuing the employees contributions to the Company

23 Managing Employee Benefits Healthcare Reform Affordable Care Act Obamacare What you need to know 50+ employees must provide minimum essential coverage Small Employer Tax Credits Available Only through the Exchange: up to 50% of employer s contribution toward the employee s health insurance premium if the employer contributes at least 50% of the total premium Benefit Waiting Periods no more than 90 days

24 Managing Employee Benefits Healthcare Reform Affordable Care Act Obamacare What you need to know Small Group Re-Defined as employees Large Groups must file form 1094 & 1095 with IRS demonstrates compliance with ACA requirements SCORE Chapter 255 Ventura County

25 Managing Employee Benefits Mandatory Sick Pay Minimum Wage in 2016 SCORE Chapter 255 Ventura County 2011

26 SCORE Expo Offer 1 ½ hours of consulting or $100 More than 75% discount from regular rates Leave your business card with SCORE Expo written on it Karen Boublis HRBusinessSolutionz.com