October, 2009

Hello ...

The year may be coming to a close but there is still a lot of activity in the Human Resources industry! I have several news updates for you that need your attention. My main article is on the importance of updating your job descriptions ...something that is a "must do" each year and please know that MJMS can help you with that. (See more on this below the article.) And of course we have our monthly quiz which this month will test you on some H1N1 management guidelines .. .how well will you do?

Let's begin with the news updates:

EEOC Releases New Equal Employment Opportunity Poster Federal law requires postings in workplaces informing individuals of their rights under federal employment discrimination laws. The Equal Employment Opportunity Commission has published a notice revising its "Equal Employment Opportunity is the Law" poster to reflect changes required by the employment provisions (Title II) of the Genetic Information Nondiscrimination Act (GINA), which become effective on November 21, 2009. The new poster can be found at http://www.eeoc.gov/posterform.html According to the EEOC, the poster will be available in Spanish, Chinese and Arabic before GINA becomes effective on November 21, 2009. Employers may want to update handbook policies to incorporate language concerning GINA, consistent with the new posting requirement.

Another State Bans Texting While Driving. Even if you state does not ban this activity, as an employer you may want to put a policy in place to prohibit such a practice. In today's litigous society, be proactive and reduce your exposure. Contact us for a sample policy that covers texting and hands-free phones - 480-924-6101 or 310-798-4569 or margaret@mjms.net North Carolina Bans Texting While Driving Effective December 1, 2009, it will be unlawful for any motor vehicle operator to text message while driving. Violations of the new law will constitute an "infraction" punishable by a $100 fine. However, no points or insurance surcharges can be assessed for a violation, and the statute expressly states that a violation "shall not constitute negligence per se or contributory negligence" in a civil lawsuit arising from an accident caused by texting. Nonetheless, employers should alert their employees who drive of this change. (House Bill 9)

Tips for "Irreplaceable" Employees with the Flu In our last newsletter, we provided information from the CDC on preparing for H1N1 in the workplace. If you missed that article, you can find it here Our September Newsletter. We all know that many employees have been hit hard with the flu, whether seasonal or H1N1, and some are still reporting to work. We can't stress enough the importance of infected people staying home to take care of themselves and get better. Here is a light-hearted but pointed list of 7 Flu Tips for Stubborn Employees. http://tinyurl.com/yk523bu Whether it's you who are ill, but feel you "cannot miss work," or one of your employees who believes they are "indispensible", check out the article. And, remember Grandma's advice - rest, drink lots of fluids (including chicken soup) and stay home.

October is "Cultural Diversity Month! To recognize "cultural diversity" I have invited my colleague from Global Diversity Consulting, Karen Thomas, to write a short article on the value of diversity in the workplace. Karen's contact information appears at the end of the article. Diversity is A Competitive Advantage for a Successful Business. True, our world is getting smaller. We benefit from globalization and phenomenal technological benefits including affordable consumer goods, year round fresh produce, PDAs that provide instant information no matter our location and GPS to tell us exactly where we are. However, it is important to point out the impact of these changes has not changed who we are or how we get our daily work done. We still have to communicate effectively, work collaboratively and drive results leveraging our employees, which mean we must value our human capital. Without knowing who our people are and what motivates them, our human capital is not producing at their highest capacity. Now, this is where diversity comes in as your organization's competitive advantage. High performing and motivated employees are those who are individually respected, in the right job and fully understand how their responsibilities meet the company's business objectives. Diversity's focus should be on the attributes each employee brings to your organization, rather than how they look. It's not about what we do when we go home, it's how we are supported and valued when we're earning our living. As business owners and HR professionals, take the lead to connect your human capital to your organizational objectives while reminding leaders what your true competitive advantage is--your employees. Karen Thomas Managing Director, Global Diversity Consulting karen@globaldiversityconsulting.com 602.339.7863

Now on to our quiz ....

The CDC has released new guidance that recommends actions that employers should take to decrease the spread of seasonal flu and 2009 H1N1 flu (swine flu) in the workplace. How long should employees stay home if they have flu-like symptoms, according to the CDC's guidance? A) The CDC's guidance recommends that workers not come to work until at least 24 hours after their fever has resolved B) The CDC's guidance recommends that workers not come to work until at least 48 hours after their cough has gone away. C) The CDC's guidance recommends that workers not come to work until at least 72 hours after their headache has gone away D) The CDC's guidance recommends that workers not come to work until at least 96 hours after their sore throat has gone away.

(C)2009 Business & Legal Reports, Inc. All rights reserved.

The correct answer to our quiz is found at the end of our feature article!
Please continue down for both!

"Despite the fact that a sound job description is the basis for a meaningful compensation plan, all too often job descriptions are the weakest link in the connection between compensation and performance management" says Michele Whitehead, PHR.

Not sure about your job descriptions? You can poll your people to find out where you stand, Whitehead suggests.She is a senior human resources consultant and manager of HR Services for Berkshire Associates, a provider of software products and consulting services, specializing in human resources and affirmative action.

Several years ago, Whitehead says, a valued client conducted an employee opinion poll on the company's performance management program. The results were grim.

There was an overwhelming consensus that employees were unclear about job expectations. Equally bad, they believed that their job descriptions did not reflect the work they were actually performing.

If this scenario sounds all too familiar, or if your employee poll shows the same, consider reviewing the current state of your job descriptions, Whitehead says. Here are the things you might consider:

• Do you have job descriptions for every job?

 
• Are the descriptions consistent in format and content across departments, divisions, etc.?

 
• Are descriptions electronically accessible for easy upkeep?

 
• What is your process for creating or editing job descriptions?

 
• Do your job titles make sense?

 
• Are essential functions and qualifications included and current?

 
• Are you in violation of any compliance requirements?

If you conclude that your job descriptions are in need of an "extreme makeover," Whitehead says, you'll want to begin by conducting a comprehensive job analysis of each position.

This can be accomplished through a job analysis questionnaire. The questionnaire should be designed to identify the "compensable factors" that help you to quantify the relative value the job brings to your organization.

For example, one compensable factor that most companies pay for is a minimum level of education and experience, Whitehead says. Other compensable factors might include degree of autonomy, degree of problem solving, management of others, and working conditions.

Whitehead suggests that the questionnaire be written in a multiple choice format so that managers and/or job incumbents can choose the phrase that best describes how a particular job relates to each of the company's compensable factors.

Once the job analysis is complete, you will have a wealth of information at your fingertips to:

• Write a comprehensive, up-to-date job description.
 
• Conduct a job evaluation.
 
• Conduct a market analysis.
 
• Create or update your compensation structure.
 
• Communicate job expectations for performance management.
 
• Pay for performance.

Well-Written Job Descriptions Are the Basis

Without a doubt, a well-written job description will provide the necessary job-related criteria for fair and consistent performance evaluations and, subsequently, fair and equitable pay increases based on performance, Whitehead says. Performance evaluations become more meaningful, and the company will be better able to forecast pay increases and budgetary impact.

Fortunately, says Whitehead, the client mentioned earlier took its employees' feedback seriously and set out to rewrite all of the 1,000-plus job descriptions that were flawed. The new job descriptions provided the foundation of a revamped performance management process and compensation philosophy.

The end result was a high-tech, automated system for creating and updating job descriptions and conducting performance evaluations; a better-managed salary budget; and a successful link between the job descriptions, performance management, and compensation.

The moral of this story is, don't underestimate the value of a comprehensive and up-to-date job description when it comes to paying your employees fairly and equitably.

(c)2009 Business & Legal Reports, Inc. All rights reserved. www.blr.com

This sounds like a big job, and it can be. Our HR Department On Call™ is ready to handle this project for you or support your staff in doing it. We have a comprehensive job analysis system that is easy to administer and has provided proven results. Now is the perfect time to review your job descriptions and remodel them to be ready for the upswing in business that will be coming soon.

To learn how we can serve you, just call us at 480-924-6101 in AZ, or 310-798-4569 in CA or e-mail us at margaret@mjms.net

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Answers To The Quiz

Your Response: A is Correct
The CDC's guidance recommends that workers not come to work until at least 24 hours after their fever has resolved.

Explanation: The CDC says workers who have symptoms of influenza-like illness are recommended to stay home and not come to work until at least 24 hours after their fever has resolved. Fever is usually described as 100°F or greater.

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ABOUT MJMS, INC.

President and Principal Consultant: Margaret Jacoby, SPHR

Margaret Jacoby has more than 25 years of Human Resources and professional management experience in a variety of industries. She has designed human resources infrastructure and implemented systems to ensure compliance with state and federal employment laws. She has directed high quality human resources functions for small and emerging businesses, and served as an external consultant to a wide range of diverse organizations, including non-profits.
 
Her work has included: 

• Conducting H.R. Needs Assessments
• Drafting employee handbooks and policy manuals
• Conducting job analysis and developing position descriptions
• Conducting on-site compliance audits
• Counseling management on progressive discipline
  
• Drafting and review of employee disciplinary actions
• Providing mediation in employee/employee conflict
  
• Training employees/supervisors/managers in the implementation of human resources systems and policies such as Sexual Harassment
• Conducting workshops for business owners on H.R. compliance issues.

 
Ms. Jacoby has earned the nationally-recognized certification of Senior Professional in Human Resources (SPHR) from the HR Certification Institute, Society for Human Resource Management (SHRM).
 
Ms. Jacoby's professional affiliations include:

• Professionals in Human Resources Association (PIHRA)
• Society for Human Resource Management (SHRM)
• National Association of Women Business Owners (NAWBO), Los Angeles and Phoenix
• California Chamber of Commerce


• Arizona Small Business Association (ASBA)
• Long Beach Community Business Network (LBCBN)
• Institute for Management Consultants (IMC)

The information contained in this newsletter is provided as general information and is not a substitute for legal or professional advice. The information is provided by MJ Management Solutions, Inc. and while we endeavor to keep the information up-to-date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the newsletter or the information, products, services, or related graphics contained on the website for any purpose. Any reliance you place on such information is therefore strictly at your own risk.