Human Resources Management

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601keyconceptsIMP.dotx

NEGOTIATIONS

KNOW WHERE THE PROCESS ENDS

PUBLIC

NON-SAFETY

FACT-FINDING – STRIKE

SAFETY

FACT-FINDING

60 OF ELIGIBLE TO REJECT

100 PEOPLE COVERED

59 VOTE NO – CONTRACT ACCEPTED

CONCILIATION

PRIVATE

STRIKE

UNDERSTAND WHAT THE OTHER SIDE EXPECTS IN TERMS OF THE PROCESS

MEDIATION BEFORE?

STRIKE NOTICE BEFORE?

THE SMOOTH HOSPITAL RATIFICATION

TIMING OF THE FINAL OFFER

PREPARING TO NEGOTIATE

FUBAR FILE

THE NON-NO-STRIKE CLAUSE

THE GRIEVANCE PROCEDURE

REVIEW WHAT THEY DIDN’T GET LAST TIME

READ THE CBA AGAIN FOR THE FIRST TIME

THINGS THAT DO NOT WORK

THE GRIEVANCE PROCEDURE TRAP

DECIDE WHETHER IT IS WORTH FIXING

DETERMINE IF YOU REALLY KNOW WHAT IT MEANS

THE TWINSBURG STEP SYSTEM

CREATE COMMITTEE

SELF

COUNSEL

HR

SME SUBJECT MATTER EXPERT

HEALTH CARE

DEPARTMENT HEADS

PREPARE A PROPOSAL

IDENTIFY COMMITTEE TO PPOVIDE INPUT

SEEK INPUT FROM ALL DEPARTMENTS/LOCATIONS

IDENTIFY ISSUES YOU WANT TO CHANGE

IDENTIFY A FAIR PROPOSAL AS A TARGET

DOES IT SERVE THE TOTAL BOTTOM LINE

IDENTIFY STRATEGY

IDENTIFY TIMING

IDENTIFY OPENING

BEST RATIONALIZABLE PROPOSAL

HAVE A RATIONALE OTHER THAN I WANNA

BEST TO LET UNION PROPOSE FIRST

RECIPROCAL “THROW-AWAYS”

IDENTIFY THE INTERESTS OF THE OPPOSING COMMITTEE

A MONKEY COULD DO THAT JOB

SET GROUND RULES

ONE SPOKESMAN

TO AVOID YOUR SIDE BEING PICKED APART

NON-ECONOMIC FIRST

TO ASSURE FULL DISCUSSION

TO AVOID MAKING YOUR ECONOMIC PROPOSALS TOO SOON

CONFIDENTIALITY

SIGN OFF TENTATIVE AGREEMENTS IN FINAL LANGUAGE FORM

INCLUDING WAGE TABLES AND EXAMPLES

INCLUDING “RED CIRCLE RATES”

INCLUDING AGREEMENTS NOT TO CHANGE

REVIEW LETTERS OF UNDERSTANDING OUTSIDE OF CONTRACT

GET UNION COMMITTEE TO RECOMMEND TENTATIVE AGREEMENTS

RESPONDING TO PROPOSALS

REVIEW AND REFLECT

ARTS

DO WHAT IFS

THE RETIREMENT PROPOSAL – MAHONING COUNTY

THE VACATIONS AND THE BREAKS – THE HALLE BUILDING

GO OVER EXAMPLES

WAGE SCALE

VACATION ACCRUAL

FINAL OFFER

MASSAGING THE PACKAGE

SAME COST PUT IN DIFFERENT PLACES

WAGES V. HEALTHCARE

KEY CONCEPTS – FINAL

Note: You are also responsible for the prior Key Concepts

IF UNIONIOZED AND THE UNION IS ENTITLED TO DISCIPLINARY NOTICES, THE

NOTICE ITSELF SHOULD BE GENERIC, STATING RULE VIOLATED TO AVOID

PROBLEMS WITH PRIVACY

STRUCTURE OF A GOOD PROGRESSIVE DISCIPLINE POLICY

PROGRESSIVE DISCIPLINE POLICY

MINOR OFFENSES

COUNSELING

VERBAL

WRITTEN

SECOND WRITTEN

SUSPENSION

DISCHARGE

MAJOR OFFENSES

SUSPENSION

DISCHARGE

INTOLERABLE OFFENSES

DISCHARGE

RESERVE THE RIGHT TO CONSIDER AGGRAVATING AND MITIGATING FACTORS

TO BE ABLE TO DO THE RIGHT THING

REASON TO DO SUSPENSION PENDING INVESTIGATION

TO AVOID DOUBLE JEOPARDY ISSUES

STEPS IN INVESTIGATING DISCIPLINARY MATTER

GET WITNESS STATEMENTS

WHO, WHAT, WHERE, WHEN

NOT SUMMARIES AND VALUE JUDGMENTS

CROSS EXAMINE YOUR OWN WITNESSES

CONSIDER MOTIVE

CONSIDER PERCEPTION

CROSS EXAMINE EVEN THOSE WHO ARE NOT LYING

HAVE EXAMINATION PLAN

WRITTEN DOWN

SO YOU REMEMBER WHAT YOU ASKED

WHY WASN’T IT DONE? IS NOT THE SAME AS “WHY DIDN’T YOU DO IT?”

ALL ASKED THE SAME

GET IN WRITING FROM WITNESS AND PERPETRATORS

ASK THE PERSON BEING DISCIPLINED HIS SIDE OF THE STORY

BEWARE OF WEINGARTEN RULE

GET IT IN WRITING

LOCKS IN THE STATEMENTS

GIVE YOU A CHANCE TO FIND OUT THAT YOU ARE WRONG

GIVES YOU A CHANCE TO SETTLE

GIVES YOU A CHANCE TO GET AN ADMISSION

GIVES YOU A CHANCE FOR THE PERSON TO IMPLICATE OTHERS

DEFINITION OF A RIGHT TO WORK STATE

A STATE WHERE IT IS ILLEGAL FOR A UNION AND EMPLOYER TO AGREE TO A CONTRACT WHICH REQUIRES THE PAYMENT OF DUES

BE ABLE TO RECOGNIZE ACTIONS WHICH CONSTITUTE A SECONDARY BOYCOTT

REASON TO PROVIDE THE UNION ALL DOCUMENTATION ON DISCIPLINE

SO THAT THEY HAVE A BASIS TO DENY ARBITRATION

UNDERSTAND WHY A UNION MAY SEEK TO ORGANIZE YOUR EMPLOYEES

PAYING UNDER MARKT

BAD UNFAIR SUPERVISORS

YOUR INDUSTRY IN THE LOCATION IS ORGANIZED

A GOOD TARGET

MORE THAN 100 EMPLOYEES

ALL IN ONE PLACE

VULNERABLE TO STRIKE

WHY YOU IN HR DO NOT WANT A UNION TO COME IN

YOU CAN BE CONSIDERED PART OF THE PROBLEM

YOU HAVE NO LABOR RELATIONS EXPERIENCE

EVERYTHING MUST BE NEGOTIATED WITH OUTSIDER WITH DIFFERENT INTERESTS

WILL COST MORE EVEN IF NO RAISES

CAN BE LESS EFFICIENT NOT FREE TO CHOOSE THE BEST

CONTESTABILITY COST

SUCCESORHIP CLAUSES WITH A COMPANY THAT IS SELLING

NOT BINDING ON THE BUYER

BUT, UNION MAY SEEK TO ENJOIN SALE

REQUIRED TO RECOGNIZE AND BARGAIN IF TAKE MORE THAN 50% OF EMPLOYEES COVERED BY UNION CONTRACT

WHAT ENTITY HANDLES ELEECTION TO RECOGNIZE A UNION

FOR PRIVATE EMPLOYERS

NATIONAL LABOR RELATIONS BOARD

FOR PUBLIC EMPLOYERS IN OHIO

STATE EMPLOYMENT RELATIONS BOARD

PUBLIC SECTOR NON-SAFETY FORCES CAN GO TO FACT-FINDING

FACT FINDER CAN RECOMMEND ANYTHING

EVEN THINGS NOT PROPOSED BY EITHER PARTY

CAN REJECT BY 60% OF MEMBERSHIP

EXAMPLE 200 COVERED BY CONTRACT

120 UNION MEMBERS

80 SHOW UP TO VOTE

70 NO

10 YES

CONTRACT NOT REJECTED

BECAUSE 70/120 = 58%

NON-SAFETY FORCES CAN STRIKE

SAFETY FORCES CAN GO TO CONCILIATION

CONCILIATOR CAN ONLY CHOSE THE FINAL POSITION OF ONE SIDE OR ANOTHER ON AN ISSUE BY ISSUE BASIS

CONCILIATION AWARD CAN NOT BE REJECTED

BE ABLE TO DESCRIBE ALL YOU AS MANAGEMENT WILL DO TO PREPARE FOR NEGOTIATIONS, NEGOTIATE AND GET RATIFIED A UNION CONTRACT

UNDERSTAND THE POWERS OF A MEDIATOR AND HOW A MEDIATOR CAN BE HELPFUL

UNDERSTAND PATTERN BARGAINING AS AN EMPLOYER IN PUBLIC EMPLOYMENT WITH MULTIPLE UNIONS

TRY TO SETTLE WITH STRONGEST FIRST TO SET PATTERN

BURY ADDITIONAL MONEY TO THAT UNIT WITH THINGS THAT DO NOT

APPLY TO OTHER UNITS, LIKE UNIFORM ALLOWANCE

WHAT GRIEVANCES ARE INARBITRABLE

ALMOST NONE

PROCEDURAL ARBITRABILITY UP TO THE ARBITRATOR

SUBSTANTIVE TO THE COURTS

TIMELINESS DEFENSE

MUST BE RAISED AT EACH STEP

LOOK TO CONSEQUENCES

IF NONE, UNION MAY ARGUE THAT NO DAMAGE

CONTINUING VIOLATION

MAY LIMIT REMEDY TO OFFENSES JUST BEFORE THE FILING

IN HANDLING GRIEVANCES

ANSWER GRIEVANCE

WITH ALL DEFENSES

WITH A RATIONALE

WITH DOCUMENTATION

BECAUSE PERSON RECEIVING ANSWER

MAY NOT BE SOPHISTICATED AND MAY NOT COMMUNICATE WELL

MAY HAVE AN AGENDA

KNOW PERSON WHO MAKES THE ULTIMATE DECISION ON WHETHER THE UNION WILL ARBITRATE

GRIEVANCE MUST HAVE A DEFINITE ENDING

WITHDRAWN IN WRITING

SETTLED WITH THREE PARTY DOCUMENT

NON-PRECEDENT BASIS

ACKNOWLEDGMENT OF FAIR REPRESENTATION

SET OUT TERMS

REHIRED

REINSTATED

WITH OR WITHOUT BACK PAY

ARBITRATORS MAY HAVE

DOCKETING FEES YOU SELECT THEM AND YOU OWE

CANCELATION YOU CANCEL LATE (AS DEFINDED BY THE ARBITRATOR’S BIO, YOU OWE

USUALLY 1 PER DIEM OF ABOUT $ 1,000

ARBITRATOR SELECTION IS DONE AS STATED IN THE CONTRACT WITH THE UNION

STRIKE OFF METHOD FROM PANEL

ALTERNATELY STRIKE OFF NAMES

RANKING

RANK ALL ACCEPTABLE ARBITRATORS

TRICK – RANK ONLY THE GUY YOU WANT

AD HOC WE BOTH LIKE THIS GUY EVEN IF NOT ON PANEL

TAKING A CASE TO ARBITRATION

AS MANAGEMENT, REVIEW CBA FOR MAGIC WORDS

DETERMINED

ARBITRATOR SHOULD ONLY QUESTION WHETHER

MANAGEMENT ACTUALLY BELIEVED IT WAS RIGHT

DEEMED

ARBITRATOR SHOULD NOT TOUCH

FRAME THE ISSUE

WAS THE GRIEVANT RELATIVELY EQUAL IN QUALIFICATIONS

TO THE SUCCESSFUL BIDDER

DID THE UNION PROVE THAT MANAGEMENT WAS ARBITRARY AND

CAPRICIOUS IN FINDING THAT THE GRIEVANT RELATIVELY EQUAL IN

QUALIFICATIONS TO THE SUCCESSFUL BIDDER

GATHER AND ORGANIZE YOUR DOCUMENTS, EXHIBITS AND WITNESSES

WHAT NEEDS TO BE PROVEN

HOW TO PROVE IT

THROUGH WITNESS

THROUGH DOCUMENT

EXHIBITS

4 COPIES IN BINDER

PREPARE OPENING STATEMENT

STATE THE ISSUE

THE STANDARD AND BURDEN OF PROOF

WHAT WILL BE PROVEN

HOW IT WILL BE PROVEN

LITTLE BITES

ORDER YOUR PRESENTATION

PREPARE CLOSING STATEMENTS

BRIEFS USUALLY FILED

STATEMENT OF THE FACTS

RELEVANT CONTRACT PROVISIONS – NAH

STATEMENT OF THE ISSUE

ARGUMENT

POINT BY POINT

SUMMARY

COPY OF CASES AND LAW CITED

EVEN A GROSSLY ERRONEOUS AWARD IS ENTITLED TO BE UPHELD

AWARD MUST BE CONFIRMED

CONFIRMATION WITHIN A YEAR

90 DAYS TO MOVE TO VACATE

SMART UNION WILL WAIT 91 DAYS TO ENFORCE

ALOCHOLISM AND SUBSTANCE ABUSE

SIGNS

CHANGES IN BEHAVIOR

PATTERNED ABSENCES

IRRITABILITY

MORE LIKELY WITH COCAINE

PINPOINT PUPILS

HEROIN

RED EYES

RUNNING NOSE

FIRST IN THE MORNING

AFTER BREAKS

DEAING WITH SUBSTANCE ABUSE

KYP

FRIENDLY APPROACH

HAVE A POLICY

COME FORWARD NO PENALTY

DRUG/ALCOHOL TESTING

FOR ACCIDENTS

FOR PROBABLE CAUSE

VERIFIED BY TWO

RANDOM

RANDOM ONCE PRE CALENDAR YEAR IS NOT RANDOM

TESTED ON JANUARY 2ND – PARTY ON

PROCEDURE

ALL INFORMED AND TESTED

REPUTABLE LAB

RETAIN SPECIMEN

STRICT CHAIN OF CUSTODY

QUICK RESPONSE

RETEST

ENSURE PRIVACY

TWO STRIKES, YOURE OUT

Additional Key concepts

NEGOTIATIONS

KNOW WHERE THE PROCESS ENDS

PUBLIC

NON-SAFETY

FACT-FINDING – STRIKE

SAFETY

FACT-FINDING

60 OF ELIGIBLE TO REJECT

100 PEOPLE COVERED

59 VOTE NO – CONTRACT ACCEPTED

CONCILIATION

PRIVATE

STRIKE

UNDERSTAND WHAT THE OTHER SIDE EXPECTS IN TERMS OF THE PROCESS

MEDIATION BEFORE?

STRIKE NOTICE BEFORE?

THE SMOOTH HOSPITAL RATIFICATION

TIMING OF THE FINAL OFFER

PREPARING TO NEGOTIATE

FUBAR FILE

THE NON-NO-STRIKE CLAUSE

THE GRIEVANCE PROCEDURE

REVIEW WHAT THEY DIDN’T GET LAST TIME

READ THE CBA AGAIN FOR THE FIRST TIME

THINGS THAT DO NOT WORK

THE GRIEVANCE PROCEDURE TRAP

DECIDE WHETHER IT IS WORTH FIXING

DETERMINE IF YOU REALLY KNOW WHAT IT MEANS

THE TWINSBURG STEP SYSTEM

CREATE COMMITTEE

SELF

COUNSEL

HR

SME SUBJECT MATTER EXPERT

HEALTH CARE

DEPARTMENT HEADS

PREPARE A PROPOSAL

IDENTIFY COMMITTEE TO PPOVIDE INPUT

SEEK INPUT FROM ALL DEPARTMENTS/LOCATIONS

IDENTIFY ISSUES YOU WANT TO CHANGE

IDENTIFY A FAIR PROPOSAL AS A TARGET

DOES IT SERVE THE TOTAL BOTTOM LINE

IDENTIFY STRATEGY

IDENTIFY TIMING

IDENTIFY OPENING

BEST RATIONALIZABLE PROPOSAL

HAVE A RATIONALE OTHER THAN I WANNA

BEST TO LET UNION PROPOSE FIRST

RECIPROCAL “THROW-AWAYS”

IDENTIFY THE INTERESTS OF THE OPPOSING COMMITTEE

A MONKEY COULD DO THAT JOB

SET GROUND RULES

ONE SPOKESMAN

TO AVOID YOUR SIDE BEING PICKED APART

NON-ECONOMIC FIRST

TO ASSURE FULL DISCUSSION

TO AVOID MAKING YOUR ECONOMIC PROPOSALS TOO SOON

CONFIDENTIALITY

SIGN OFF TENTATIVE AGREEMENTS IN FINAL LANGUAGE FORM

INCLUDING WAGE TABLES AND EXAMPLES

INCLUDING “RED CIRCLE RATES”

INCLUDING AGREEMENTS NOT TO CHANGE

REVIEW LETTERS OF UNDERSTANDING OUTSIDE OF CONTRACT

GET UNION COMMITTEE TO RECOMMEND TENTATIVE AGREEMENTS

RESPONDING TO PROPOSALS

REVIEW AND REFLECT

ARTS

DO WHAT IFS

THE RETIREMENT PROPOSAL – MAHONING COUNTY

THE VACATIONS AND THE BREAKS – THE HALLE BUILDING

GO OVER EXAMPLES

WAGE SCALE

VACATION ACCRUAL

FINAL OFFER

MASSAGING THE PACKAGE

SAME COST PUT IN DIFFERENT PLACES

WAGES V. HEALTHCARE

601 TEST 2 KEY CONCEPTS

KNOW THE RISKS OF POOR SELECION PROCESS

LACK OF PRODUCTIVITY

HIGH TURNOVER

POSSIBLE LIABILITY FOR NEGLIGENT HIRING

DISCRIMINATION SUITS

CAN MAKE RIGHT SELECTION AND NOT BE ABLE TO PROVE

MUST TRUST ALL ATTRIBUTES

REASONS WHY INTERVIEWS SHOULD BE STRUCTURED

SHOULD BE STRUCTURED, AT LEAST IN PART

TO SHOW RELEVANT QUESTIONED ASKED AND RESPONSES

TO AVOID CREATING APPEARANCE OF BIAS

DIFFERENCE BETWEEN A SITUATIONAL AND BEHAVIORAL INTERVIEW QUESTION

AND POTENTIAL PROBLEMS WITH EACH

SITUATIONAL

WHAT WOULD YOU DO

MEASURES INSTINCTS

BUT, BEFORE TRAINING

MEASURES WHAT PERSON SAYS HE WILL DO

LIES

WHAT HE INTENDS, BUT NOT NECESSARILY WHAT WOULD DO

BEHAVIORAL

HOW HAVE YOU ACTED IN THE PAST

ANSWER MAY BE BASED ON DIFFERENT TRAINING IN A DIFFERENT JOB

COMMON BIASES

TALL = SMART/AUTHORTATIVE

HEAVY – LAZY

LIKE ME – GOOD

STRUCTURE AND REASONS FOR SELECTING BY PANEL

PANEL STRUCTURE

HR

SUBJECT EXPERT

POTENTIAL SUPERVISOR

FOR EXPERTISE

FOR MULTIPLE PERSPECTIVES

FOR DIVERSITY IF PANEL IS DIVERSE

KNOW IF THESE QUESTIONS ARE GOOD, BAD OR NEUTRAL AND WHY

GOOD OR BAD QUESTIONS

WHAT KINDS OF THINGS DO YOU LOOK FOR IN A JOB

WHAT TYPE OF HOBBIES

DO YOU HAVE ANY HANDICAPS

DO YOU HAVE ANY (ANY PLANS FOR) CHILDREN

WHAT DO YOU HAVE TO OFFER

WHAT IS YOUR DATE OF BIRTH

HAVE YOU EVER BEEN ARRESTED

DISCLAIMER

THIS CONFIRMATION OF EMPLOYMENT SHOULD NOT BE READ TO BE A STATEMENT AS TO THE SUITABILITY OF THE EMPLOYEE FOR ANY PARTICULAR JOB OR FOR EMPLOYMENT IN GENERAL

DECRIBE THE “QUALIFIED PRIVILEDGE” OF EMPLOYERS IN GIVING REFERENCES

AN EMPLOYER IS NOT LIABLE FOR LIBEL OR SLANDER FOR SAYING WHAT IT BELIEVES

IN GOOD FAITH TO BE TRUE WITH RESPECT TO EMPLOYMENT

KNOW THAT IN PRIVATE EMPLOYMENT THERE IS AN EXTREE LIMIT ON THE USE OF POLYGRAPHS

“POLYGRAPH” COVERS MORE THAN POLYGRAPHS

ALSO VSA – VOICE STRESS ANALYSIS DETECTORS

TO DO POLYGRAPH

NEED ONGOING INVESTIGATION

EMPLOYEE MUST HAVE HAD ACCESS TO MISSING ITEMS

CAN NOT FIRE FOR REFUSING

CAN NOT FIRE FOR FAILING

CAN ONLY RELEVANT QUESTIONS

MUST GIVE QUESTIONS IN ADVANCE

MUST TAKE 90 MINUTES

KNOW WHAT TO TELL EMPLOYEES HOW TO PHRASE QUESTIONS

DO YOU MEAN ---?

BE ABLE TO GIVE EXAMPLES OF SPECIFIC PROBLEMS THAT COULD OCCUR IF YOU USE

TECHNICAL TERMS OR JARGON

KNOW WHAT SHOULD BE IN A HANDBOOK TO MAKE SURE EMPLOYEES ARE EMPLOYEES AT WILL

DISCLAIMERS – THIS IS NOT A CONTRACT

HAVE THEM CONFIRM THAT EMPLOYEE AT WILL

THAT NO PROMISES MADE

THAT CAN NOT BE ALTERED EXCEPT IN WRITING BY

NAMED OFFICER

KNOW THE STEPS IN THE TRAINING PROCESS

ADDIE FIVE STEP TRAINING PROCESS

DETERMINE THE MISSION

KYP TO DETERMINE WHO WOULD BE QUALIFIED AND INTERESTED IN BEING

TAUGHT AND THE BEST WAY TO TEACH

ANALYZE THE TRAINING NEED

WHAT DO THEY NEED TO KNOW = WHO NEEDS TO KNOW WHAT

DETERMINE THE COST-BENEFIT

IF COST/MISSION EFFECTIVE, DEVELOP TRAINING

IMPLEMENT TRAINING

EVALUATE EFFECTIVENESS

SETTING UP A PROGRAM MEETING

WHAT TO ASK WHEN DEVELOPING THE PLAN OR PROGRAM

WHO NEEDS TO HEAR

WHEN AVAILABLE IN THE LEAST EXPENSIVE MANNER

AFTER WORK – OT

ON DAY OFF FOR PT – STRAIGHT TIME

DURING WORK HOURS – COST OF REPLACEMENT

WHERE

APPROPRIATE SET UP OF CHAIRS

FIXED ROWS

NO GOOD FOR GROUP BREAK DOWN

DOES IT HAVE NEEDED EQUIPMENT

HOW LONG

MANAGEABLE

NOT MONDAY MORNING OR FRIDAY AFTERNOON

BREAKS

FEED

SHOULD SAY AHEAD

KOSHER, VEGETARIAN, VEGAN, GUTEN

ORDER AHEAD OR HAVE OPTIONS

BEVERAGE

WATER, COFFEE, DECAF

KNOW THE DIFFERENCE BETWEEN

SHADOWING YOU FOLLOW

GUIDED SHADOWING YOU FOLLOW. I EXPLAIN WHAT I AM DOING

MENTORING I WILL TRAIN YOU

BE ABLE TO IDENTIFY GOOD THINGS TO TRAIN BY ROLE PLAYING’

GRIEVANCE HANDLING

HANDLING A DIFFICULT CUSTOMER

KNOW THAT IF HOSTILE WORK ENVIRONMENT SEXUAL HARASSMENT OCCURRED

THE EMPLOYER IS NOT LIABLE IF

IT HAS A POLICY FORBIDDING SEXUAL HARASSMENT

THE POLICY HAS BEEN ENFORCED IN GOOD FAITH

THE COMPAINING PARTY UNREASONABLY FAILURED TO REPORT

PRIOR OCCURRENCES

KNOW THAT TO HAVE THE BEST CHANCE TO DEFEAT A HOSTILE WORK ENVIRONMENT SEXUAL

HARASSMENT CLAIM

HAVE A WRITTEN POLICY SIGNED FOR BY EMPLOYEES

HAVE AN IN-SERVICE MEETING

PREFERABLY WITH A VIDEO

TO PROVE WHAT TRAINING WAS DONE

TO AVOID TALKING FACE TO FACE ABOUT TOUCHY SUBJECTS

NAMED OFFICER TO WHO TO REPORT AND ALTERNATIVE, IF THE PERSON

QUILTY OF HWESH IS THE NAMED OFFICER

HAVE THE “SILVER BULLET FORM”

TO AVOID HAVING AND/OPR LOSING DISCRIMINATION SUITS

GIVE DIVERSITY TRAINING

HAVE GOOD HR

REAL JOB DESCRIPTIONS AND TESTS FOR HIRING

REAL EVALUATIONS

REAL POSTINGS FOR BLPA

REAL RULES AND PROGRESSIVE DISCIPLINE POLICIES ACTUALLY ENFORCED

TAKE TIMELY ACTION

KNOW TO ARGUE YOUR FAVORABLE STATS FOR EEO

HIRING RATIO

PROPORTION TO POPULATION

RELEVENT MARKET

KNOW ADVANTAGES AND DISADVANTAGES OF GOING INTERNAL OR EXTERNAL

FOR HIGHER RATED OPENINGS’

INTERNAL OR EXTERNAL

INTERNAL

ALREADY VETTED

ALREADY KNOW THE SYSTEM

MAY OWE FAVORS

HAVE NEVER BEEN SUPERVISORS

CREATE DOMINO VACANCIES

EXTERNAL

NOT VETTED

HAVE ALREADY BEEN SUPERVISORS

NEW IDEAS/PERSPECTIVE

MAY BE NEEDED FOR STATS

DON’T OWE ANYONE

MAY CREATE RESENTMENT/TURNOVER OF THOSE BELOW WHO HAD WANTED PROMOTION

HOW TO UNDERSTAND WHAT THE UPPER EXEC DOES

MENTORING

SHADOWING

JOURNALING (BY EXEC)

REVIEW OF COMMUNICATIONS

ASK THE SECRETARY

GIVE CONSULTING CONTRACT TO EXEC AFTER RETIREMENT

REASONS TO OFFER TUITION REIMBURSEMMENT

CAN CREATE LONGEVITY

FOR PROMOTIONS

CNA, LPN, RN, NURSE PRACTITIONER

PROBLEMS OF POOR EVALUATION SYSTEM

WRONG PERSON PROMOTED

MAY MAKE DIFFICULT TO DISCIPLINE

PERCEIVED UNFAIRNESS

EVALUATORS

MUST BE EXPERTS IN WHAT BEING EVALUATED

MUST BE CONSISTENT WITH EACH OTHER

EMPLOYEES SHOULD KNOW WHAT MEASURED

WHAT IS MEASURED SHOULD MATCH THE MISSION,

COMMON ERRORS IN EVALUATION

HALO OR HORNS EFFECT

CENTRAL TENDENCY

LENIENCY OR STRICTNESS

BIAS

CONTRAST

PHYSICAL ATTRACTIVENESS

THE THREAT

THE SCHMOOZER

STEPS IN CREATING/ADMINISTERING EVALUATION PROCESS

STEPS

DO JOB ANALYSIS TO MAKE SURE APPRAISAL MEASURES RELEVANT AREAS

COMMUNICATE STANDARDS TO EMPLOYEES

AVOID GENERIC AND UNQUANTIFIABLE TRAITS

TRAIN SUPERVISORS

MAKE SURE RATERS HAVE SUFFICIENT CONTACT TO BE ABLE TO RATE

SHOULD MEASURE ALL RELEVANT QUALITIES

HAVE PERSONNEL ACTIONS DECIDED BY A GROUP

HR

SME

POTENTIAL SUPERVISOR

EEO OFFICER

GIVE EMPLOYEES OPPORTUNITY TO REVIEW AND MAKE COMMENTS

GIVE THEM A COPY

IF NO COMMENTS FILL UP SPACE

DOCUMENT AND RETAIN DOCUMENTATION

THE APPRAISAL INTERVIEW

PREPARING TO CONDUCT THE APPRAISAL INTERVIEW

BE PREPARED TO ADDRESS WHAT MIGHT BE THE EMPLOYEE CONCERNS

WITH DEMONSTRABLE EVIDENCE

BE PREPARE TO BE OBJECTIVE AND NOT INTIMIDATED

CONDUCT IN PRIVATE AREA

DO NOT SCHEDULE FOR LATE IN THE DAY ON A FRIDAY

EMPLOYEE MAY FEAR BEING DISCHARGED

EMPLOYEE WANTS TO GO HOME

MAKE OBJECTIVE OBSERVATIONS BACKED UP BY FACTS

MAKE SUGGESTIONS AND SEEK AGREEMENT

GOAL AND METHOD TO MONITOR AND EVALUATE

SET TIME FOR UPDATES

REASON TO MANAGE CAREERS

SUCCESSION PLANNING

LOWERING TURNOVER FOR PERSONS SEEKING ADVANCEMENT

LOWER LEVEL PROMOTIONS UNDER UNION CONTRACTS

PROBATIONARY PERIOD AND RETURN TO FORMER POSITION WITH THOSE

ADVANCED ALSO SET BACK

UNION SENIORITY CLAUSES MAY REQUIRE PROMOTION OF A PERSON

WHO IS NOT THE MOST QUALIFIED

LANGUAGE PRESSURES EMPLOYER TO MAKE SURE PERSON DOES NOT FAIL

90 DAY PROBATIONARY PERIOD

VACANCY FILLS IN 30 DAYS

UNION CONTRACTS GUARANTEE RETURN AND SET BACK

ADVANTAGES TO HIRING OLDER WORKERS

PROBABLY WANT PART-TIME AND ARE AVAILABLE

WANT TO BE THERE FOR SOCIALIZATION

ALREADY HAVE HEALTH CARE THROUGH MEDICARE

TEND TO BE MORE RELIABLE AND ON-TIME

HAVE NO CHILDREN AT HOME

MAY BE WILLING TO BE SENT HOME DUE TO SS EARNING LIMITS

TO UNDERSTAND WAGE PROGRESSION SCALE LIKE THE ONE BELOW MUST KNOW

START 8

6 MOS 9

1 YEAR 10

2 YEARS 11

3 YEARS 12

HOW LENGTH OF SERVICE CALCULATED

CALENDAR DATES

CALENDAR DATES, NOT COUNTING CERTAIN PERIODS LIKE LOA OR LAYOFF

PRORATED BY HOURS OR DAYS WORKED

WHEN THE CHANGE COMES INTO EFFECT

THE ACTUAL DATE WITHIN A PAY PERIOD

THE FIRST PAY PERIOD WHICH ENDS AFTER THAT DATE

THE FIRST PAY PERIOD THAT ENDS AFTER THAT DATE

“STEP” SYSTEMS USE STEPS RATHER THAN LENGTH OF SERVICE

YOU ALSO HAVE TO KNOW WHEN THE CHANGE COMES INTO EFFECT AS ABOVE

BUT ALSO

WHAT DOES EACH STEP STAND FOR

HOW DOES ONE EARN A STEP INCREASE

MANDATORY OR DISCRETIONARY

GENERALLY, A STEP SYSTEM IMPLIES THAT THE EMPLOYER MAY HIRE HIGHER THAN THE

FIRST STEP TO RECOGNIZE

SKILLS

EXPERIENCE

MARKET

(BUT WATCH OUT THAT UNION CONTRACT MAY REQUIRE THAT EXISTING EMPLOYEES

RECEIVE SOMETHING TO MATCH)

BAND OR RANGE SYSTEMS

EXAMPLE GRADE 1 11-13

GRADE 2 12-14

GRADE 3 13-15

RECOGNIZE THAT INCREASING THE BAND OR RANGE FOR A GRADE DOES NOT NECESSARILY

INCREASE THE RATE OF INDIVIDUALS

EXAMPLE. EMPLOYEE A IN GRADE 1 IS EARNING 12.50 AND THE RANGE IS INCREASED BY 10%. THE RANGE FOR GRADE 1 BECOMES FROM 12.15 T0 14.30. THE EMPLOYEE REMAINS AT 12.50 SINCE THAT IS STILL WITHIN THE NEW RANGE.

FOR ALL SYSTEMS WHICH INVOLVE MUTLIPLE CLASSIFICATIONS AND WAGE PROGRESSION SCALES YOU MUST ASK

WHAT HAPPENS ON

PROMOTION

DEMOTION

BUMP DOWN

AND HOW DO YOU PROGRESS THROUGH THE WAGE PROGRESSION OR STEPS AFTER THE

MOVE

YOU MUST ASK, “WHAT ABOUT THE RATE FOR A TEMPORARY TRANSFER?”

YOU MUST BE ABLE TO TRACK WAGES FROM CONTRACT YEAR TO CONTRACT YEAR UNDER

A UNION CONTRACT

LONGEVITY

LONGEVITY INCREASES

10 YEARS .25

15 YEARS .30 IS THIS JUST ANOTHER NICKEL

20 YEARS .35 IS THIS JUST ANOTHER NICKEL

LONGEVITY BONUS

MUST ASK IS IT ONLY IN THE PARTICULAR YEAR OR THAT YEAR AND EVERY YEAR AFTER THAT

COSTING MUST INCLUDE

ROLL-UP FOR THINGS DRIVEN BY PAYROLL, LIKE

WC

PERS

UEC

401K

MUST ALSO COST FOR VACATION COVERAGE

IF WORK SHORT, NO ADDITIONAL COST

IF COVER BY O.T. COST X 1.5

IF COVERED BY STRAIGHT TIME, JUST COST

PAYROLL TAXES ARE NOT PAID ON AGENCY PROVIDED EMPLOYEES SINCE THOSE ARE PAID BY THE

AGENCY

KNOW THAT OVERTIME, UNLESS BY UNION CONTRACT OR YOUR POLICY

IS ONLY FOR OVER 40 IN A WEEK

“EXEMPT” FROM OVERTIME

EXECUTIVE

MANAGER OF ENTERPRISE OR RECOGNIZED DEPARTMENT OR DIVISION

ADMINISTRATIVE

LEARNED PROFESSIONAL

CREATIVE PROFESSIONAL

IT

OUTSIDE SALES

KNOW THAT PROBLEMS MAY BE CREATED BYD

DOCKING SALARIED EMPLOYEES

MAY HAVE TO BE TREATED AS HOURLY

ROUNDING TIME DOWN AND NOT UP

1 HOUR AND 7 MINUTES PAID AT 1.00 HOURS IF ROUND ON QUARTER HOUR

1 HOUR AND 7 MINUTES PAID AT 1.10 HOURS IF ROUND BY 10THS

1 HOUR AND 8 MINUTES PAID AT 1 ¼ HOUR IF ROUND BY QUARTER HOUR

MUST KNOW THE REQUIREMENT OF THE

DAVIS BACON ACT

MUST PAY COMPENSATION EQUIVALENT OF THE “PREVAILING WAGE” IN FEDERAL CONSTUCTION CONTRACTS. THIS MEANS COST OF WAGES AND BENEFITS

SERVICE CONTRACT ACT

MUST PAY COMPENSATION EQUIVALENT OF THE “PREVAILING WAGE” IN FEDERAL SERVICE CONTRACTS

AND BE SURE TO LOOK FOR STATE OR LOCAL EQUIVALENTS OF THESE

KNOW THAT IF YOU TAKE MORE THAN 50% OF THE EMPLOYEES COVERED BY A UNION CONTRACT

AT A LOCATION, YOU MUST NEGOTIATE WITH THE UNION BEFORE CHANGING ANY WAGES, HOURS OR WORKING CONDITIONS

COMPENSABLE FACTORS

EDUCATION

SKILL

PHYSICAL EFFORT

RESPONSIBILITY

RISK/DISCOMFORT

PARTICULAR MARKET CONDITIONS

INCONVENIENCE

ADDING A NEW DUTY TO A PERSON DOES NOT MEAN IT IS A NEW CLASSIFICATION

YOU CAN COMPENSATE

IF A “CLASSIFICATION”, THE RATE IS PAID ON ALL HOURS

IF A DIFFERENTIAL, THE RATE IS PAID ONLY WHEN DOING THAT PARTICULAR DUTY

CAN BE A BONUS

ONCE

ANNUAL

BEWARE, IF YOU CALL IT A CLASSIFICATION, YOU HAVE TO LOOK AT ALL THAT MEANS FOR

SUCH THINGS AS LAYOFF, VACATION CHOICE, ELIGILITY FOR BID TO OTHER JOBS

BEWARE THAT EXECUTIVES ABOVE ALL HAVE CONTROL OVER THE ELEMENTS OF THEIR

BONUS

SHORT TERM PROFIT CREATED BY

DEFERRING SCHEDULED MAINTENANCE

CUTTING CORNERS

DECREASING QUALITY OF PRODUCT

CUTTING STAFF

CHANGES IN ACCOUNTING

SUMMARY PLAN DESCRIPTION

DOCUMENT EXPLAINING BENEFITS IN AN EMPLOYEE BENEFIT PLAN

IF AN OLDER RELATIVE IS ABOUT TO RETIRE OR HAS RETIRED, HE SHOULD CHECK FOR A

DEFERRED VESTED PENSION WITH PRIOR EMPLOYERS

EMLOYEE BENEFITS

PAY FOR TIME NOT WORKED

OLD SYSTEM

HOLIDAYS

VACATIONS

SICK DAYS

PERSONAL DAYS

NEW SYSTEM

PTO, PDO

EMPLOYER GAINS ON CONVERSION

THOSE WHO USE ALL THEIR SICK DAYS LOSE

THOSE WHO TAKE NONE HAVE EXTRA “VACATION”

NO NEED TO LIE TO TAKE A DAY OFF

LESS OVERTIME TO COVER UNEXPECTED ABSENCES

PTO ENABLES

CONVENIENCE DAY/CENSUS DAY SYSTEMS

SINGLE SHIFT LAYOFFS OFFERED BY SENIORITY

SAVES MONEY, BUT EMPLOYEE DOES NOT NOTICE

EMPLOYEE WITH 30 PTO COULD HAVE GOTTEN

290 DAYS OF PAY, NOW 289

MOST EXPENSIVE LOSE THE DAY

KEEPS LOW SENIORITY PEOPLE WHO WOULD OTHERWISE

ALWAYS BE THE PERSON LAID OFF

NO UE

AVOIDS STIGMA OF LAYOFFS

SEEN AS A BENEFIT BY SENIOR EMPLOYEES

KNOW IF YOU ARE SETTING UP A SYSTEM THAT PROVIDES BENEFITS BASED ON HOURS

MAKE ELIGIBILITY BASED ON’

REGULARLY SCHEDULED WORKING HOURS

NOT “WORKED” OR AVERAGE

TO AVOID PEOPLE GOING ON AND OFF COVERAGE FROM WEEK TO WEEK

IF YOU WANT TO ESTABLISH SICK LEAVE, YOU MUST DECIDE

DECIDE/UNDERSTAND: NOTICE, REASONS, DOCUMENTATION, CARRY-OVER,

SHARING AND PAYOUT(ANNUAL AND RETIREMENT)

NOTE THAT IN PUBLIC EMPLOYMENT, EMPLOYEES MAY BE ABLE TO DONATE DAYS TO OTHER

EMPLOYEES

NOTE THAT IF REQUIRING “DOCTOR’S SLIP”, YOU MUST BE CLEAR ON WHAT YOU REQURE

“BACK TO WORK SLIP” JUST MEANS OK TO WORK, NOT NECESSARILY DIAGNOSIS OR DISABILITY

PEOPLE ARE ELIGIBLE FOR UNEMPLOYMENT COMPENSATION IF

LAID OFF (INCLUDING BY AGREEMENT)

DISCHARGED WITHOUT JUST CAUSE (WILFUL MISCONDUCT)

INABILITY MAY NOT BE THE SAME AS WILFULL MISCONDUCT

ACTUAL ILLNESS CAUSING ABSENCES MAY QUALIFY

QUIT FOR JUST CAUSE

MAY INCLUDE QUIT TO RELOCATE WITH SPOUSE

LOCKED OUT

KNOW HOW TO HANDLE AN UNEMPLOYMENT CASE

DEFENDING

ANSWER QUESTIONNAIRE

BE SURE TO ALLEGE JUST CAUSE

ABSENTEEISM, PER SE, NOT JUST CAUSE

PROBATIONARY FAILURE/INABILITYNTO PERFORM NOT JUST CAUSE

DO NOT VIOLATE OWN RULES

SUBMIT EVIDENCE, INCLUDING DOCUMENTS

REQUEST “ADMINISTRATOR’S FILE”

HEARING

NO OPENING STATEMENT

EUROPEAN STYLE

REFEREE ASKS

YOU ASK

HEARSAY OBJECTIONABLE – IF NOT IN FILE

DO NOT RE-ASK WHAT REFEREE HAS ASKED

CLOSING STATEMENT – KEEP IT VERY BRIEF

CLOSING STATEMENT - BRIEF

WORKERS COMPENSATION VARIES BY STATE

OHIO

NO FAULT – EMPLOYEE CAN BE NEGLIGENT

IF DRUGS OR ALCOHOL ARE IN THE EMPLOYEE’S SYSTEM

THE BURDEN ON THE EMPLOYEE TO PROVE NOT THE CAUSE

TWO YEAR STATUTE OF LIMITATIONS

BE SURE TO REQUIRE WRITEN REPORT OF ANY FALL

TYPES OF WC

MEDICAL ONLY

TEMPORARY TOTAL

PERMANENT TOTAL

PERMANENT PARTIAL

CAN BE RE-OPENED RESULT OF INJURY WORSENS

WAGE LOSS

REMEMBER THAT FOR PENSIONS TEMPORARY EMPLOYMENT (EVEN THROUGH AGENCY) MAY COUNT

TOWARD VESTING

DISCIPLINE AND PRIVACY

DISCIPLINE SHOULD BE A PRIVATE MATTER

EVEN VERBAL DISCIPLINE

PRAISE INDIVIDUALS

TEAM CRITICISM

WARNING NOTICES – GENERIC

SUPPORTING DOCUMENTATION

DETAILED

NOT TO BE GIVEN TO THE UNION UNTIL A GRIEVANCE IS FILED

UNION DOES NOT NEED TO KNOW

EMPLOYEE MAY NOT CHOOSE TO FILE A GRIEVANCE

PROGRESSIVE DISCIPLINE POLICY

MINOR OFFENSES

COUNSELING

VERBAL

WRITTEN

SECOND WRITTEN

SUSPENSION

DISCHARGE

MAJOR OFFENSES

SUSPENSION

DISCHARGE

INTOLERABLE OFFENSES

DISCHARGE

RESERVE THE RIGHT TO CONSIDER AGGRAVATING AND MITIGATING FACTORS

TO BE ABLE TO DO THE RIGHT THING

PURGING OR DROPBACK

PURGING

DISCIPLINE BECOMES VOID AFTER A PERIOD OF TIME

DROP BACK

DISCIPLINE TREATED AS LESS SERIOUS AFTER A PERIOD OF TIME

POLICY/CONTRACT MAY SAY 2ND WRITTEN TREATED AS FIRST WRITTEN IF NO OFFENSES WITHIN 2 YEARS

PREDISCIPLINARY HEARINGS

REQUIRED IN PUBLIC EMPLOYMENT

MUST BE TOLD NATURE OF THE CHARGES AND GIVEN A CHANCE TO RESPOND BEFORE BEING TAKEN OFF THE PAYROLL

FULL HEARING NOT REQUIRED

LAST CHANCE AGREEMENTS

ELIMINATES ISSUES AND REDUCES CHANCES OF LITIGATION

TERMS

DURATION

RESERVES RIGHT TO DISCHARGE FOR JUST CAUSE

ESTABLISHSES WHERE PLACED ON PROGRESSIVE DISCIPLINARE SCALE

ATTENDANCE DISCIPLINE SHOULD BE A SEPARATE ISSUE

FRAUD IS A SEPARATE ISSUE EVEN UNDER NO-FAULT

UNCONDITIONAL OFFER OF REINSTATEMENT

IN CASE OF OOPS

AQUITTED DEFENDANT DISCHARGED FOR ALLEGED OFFENSE

STILL CAN LOSE DISCHARGE IN CIVIL MATTER – O.J.

OFFER MUST BE UNCONDITIONAL

YOU CAN STILL SUE AND WE WILL DISCUSS BACK PAY

REJECTED

BACK PAY CUT OFF DUE TO MITIGATION ISSUES FROM DATE OF

OFFER FORWARD

INDICATES GOOD FAITH

REDUCES DAMAGES

DISCOURAGES OUTSIDE ATTORNEYS AND UNIONS FROM FURTHER ACTION

PROVISIONS REQUIRED TO MAKE ADR ARBITRATION REQUIRED BEFORE FILING SUIT

MUST ALLOW ALL FORMS OF RELIEF AVAILABLE IN COURT

MUST PROVIDE PLAINTIFF WITH SOME LIMITED DISCOVERY

MUST NOT BE ONEROUS

PROBABLY MUST BE PAID IN FULL BY EMPLOYER

$ 1,000 A DAY FOR ARBITRATOR

AS OPPOSED TO $ 2,000 A DAY FOR ATTORNEY

NO FAULT ATTENDANCE CONTROL SHOULD BE BASED ON “INCIDENTS” NOT DAYS

BROKEN LEG = DISCHARGE

CAN NOT COUNT FMLA OR WC (SHOULD NOT COUNT BEREAVEMENT)

ROLLING YEAR NOT TOTAL EVENTS

OTHERWISE EVERYONE WILL BE FIRED EVENTUALLY

MANAGING DISMISSAL

EMPLOYEES IN OHIO ARE EMPLOYEES AT WILL UNLESS COVERED BY CIVIL SERVICE LAW OR SOME FORM OF CONTRACT

TO MAKE SURE YOUR EMPLOYEES REMAIN EMPLOYEES AT WILL

HAVE SIGNED ACKNOWLEDGMENT

EMPLOYEE AT WILL

NO PROMISES MADE

CAN ONLY BE ALTERED IN WRITING BY

HAVE IN MANUAL

THIS IS NOT A CONTRACT

RESERVE THE RIGHT TO CHANGE

NO MENTION OF JUST CAUSE OR CAUSE

INSUBORDINATION IS PROVEN BY SHOWING

A CLEAR ORDER

A CLEAR REFUSAL

A CLEAR STATEMENT OF CONSEQUENCES

PERSONAL SUPERVISORY AUTHORITY CAN LEAD TO LIABILITY

NO ADR REQUIREMENT FOR EMPLOYEE TO SUE YOU

GENERAL LIABILITY PROVISION IN YOUR HOMEOWNERS INSURANCE MAY COVER

EMPLOYER LIABILITY FOR LIBEL AND SLANDER IN OHIO

HAVE A QUALIFIED PRIVILEGE TO SAY WHAT YOU BELIEVE TO BE TO TRUE,

DIFFERENCE BETWEEN AGREEING TO RE-HIRING AND REINSTATEMENT

RE-HIRING =

NEW HIRE WAGE SCALE AND SERVICE FOR VACATION/PTO

RESTART SENIORITY

PROBATIONARY

REINSTATEMENT

SAME PLACE ON WAGE SCALE

SAME PLACE ON SENIORITY

NOT PROBATIONARY W/O AGREED PIP/LCA

MUST ADDRESS INTERIM AND BACK PAY ISSUES

WATCH THE MEANING OF THE WORD “CONSIDER”

DISCHARGED PERSON WITH DRUG PROBLEM TOLD BY EMPLOYER, “IF YOU COMPLETE REHAB, WE WILL CONSIDER REHIRING YOU’’

ONLY MEANS YOU WILL CONSIDER (THINK ABOUT) IT

BUT, MAY IMPLY YOU MUST DO THAT IN GOOD FAITH

BETTER TO SEEK VOLUNTARY AGREEMENTS

EMPLOYEES MAY AGREE TO SHARE IN SHORTER HOURS OR WORK WEEK

LOSE FTE WITH NO UE

MORE EXPENSIVE MAY TAKE LAYOFF

WINDOW PERIOD PENSION BUYOUTS

IF DOING A VOLUTARY LAYOFF MUST DECIDE AND GET WRITTEN AGREEMENT

ARE YOU GOING TO RETAIN THE RIGHT TO REJECT THE VOLUNTEER

CAN YOU RECALL OUT OF ORDER

DO PERSONS RETAIN RECALL RIGHTS AND FOR HOW LONG

CAN A PERSON REJECT A RECALL

EFFECT AND HOW MANY TIMES

WHAT IF RECALL IS PART-TIME

HOW TO NOTIFY OF RECALL

HOW YOU ARE TO BE GIVEN ADDRESS

TIME/MANNER TO ACCEPT OR REJECT

TYPES OF SENIORITY

BARGAINING UNIT

DEPARTMENTAL

CLASSIFICATION

CONTRACT MAY NOT SPECIFY WHICH IS USED

LEAST SENIOR IN DEPARTMENT LAID OFF

WHO IS LEAST SENIOR

20 YEAR EMPLOYEE WITH 1 WEEK IN DEPARTMENT

BARGAINING UNIT SENIORITY

1 YEAR EMPLOYEE WITH 2 WEEKS IN DEPARTMENT

DEPARTMENTAL SENIORITY

BE SURE TO ARTS ON LAYOFF AND BUMPING LANGUAGE AND THINK OF WHAT

MIGHT BE DIFFERENT MEANINGS

BUMPING

BUMP ANY LESS SENIOR EMPLOYEE

BUMPING ANY LESS SENIOR IN ANY EQUAL OR LOWER RATED CLASSIFICATION

ADD PROVIDED THE EMPLOYEE IS QUALIFIED

QUALIFIED DOES NOT MEAN IMMEDIATELY ABLE

BUMPING THE LEAST SENIOR IN ANY EQUAL OR LOWER RATED CLASSIFICATION

BY WHAT SENIORITY

WHAT IF THE LEAST SENIOR IS PT AND THE BUMPER IS FT

WHAT IF THE LEAST SENIOR IS FT AND THE BUMPER IS PT

PREVENTING TURNOVER WHEN YOU HAVE NOTHING ECONOMIC TO OFFER

GET SOMEBODY WHO SHARES THE MISSION

TREAT FAIRLY

KYP SO THAT YOU NOTICE

BREWING PROBLEMS

INTERESTS

GIVE THEM SOMETHING WORTH HAVING

IDENTITY, RECOGNITION, FRIENDSHIP

601 WAGE SCALE PROBLEM

HOUSEKEEPING

START 6 mos 1 YR 2 YRS 3 YRS 4 YRS

1-1-21 8 9 10 11 12 13 1-1-22 9 10 11 12 13 14 1-1-23 10 11 12 13 14 15

LABORER

START 6 mos 1 YR 2 YRS 3 YRS 4 YRS

1-1-21 8.50 9.50 10.50 11.50 12.50 13.50 1-1-22 9.50 10.50 11.50 12.50 13.50 14.50 1-1-23 10.50 11.50 12.50 13.50 14.50 15.50

MAINTENANCE HELPER

START 6 mos 1 YEAR 2 YEARS 3 YEARS 4 YRS

1-1-21 9 10 11 12 13 14 1-1-22 10 11 12 13 14 15 1-1-23 11 12 13 14 15 16

MAINTENANCE MAN

START 6 mos 1 YEAR 2 YEARS 3 YEARS 4 YRS

1-1-21 10 11 12 13 14 15

1-1-22 11 12 13 14 15 16

1-1-23 12 13 14 15 16 17

SIMPLIFIED EXAMPLE

EMPLOYEES ARE COMPENSATED FOR 500 HOURS PER CALENDAR QUARTER

EMPLOYEES ARE PAID BASED ON DATE OF HIRE AND CLASSIFICATION

YOU HAVE THE FOLLOWING EMPLOYEES

HOUSEKEEPER A 4-1-19

HOUSEKEEPER B 10-1-20

HOUSEKEEPER C 7-1-10

LABORER 4-1-18 RED CIRCLED AT $ 15

MAINENANCE HELPER 4-1-19

MAINTENANCE MAN 7-1-11

MAINTENANCE MAN WILL RETIRE ON 7-1-21

AND BE IMMEDIATELY REPLACED BY THE MAINTENANCE HELPER

AND A NEW PERSON WILL BE IMMEDIATELY HIRED TO BE THE MAINTENANCE HELPER

WHAT IS YOUR 2022 BUDGET?

Solution:

WAGE SCALE PROBLEM SOLUTION

2022 BUDGET

HOUSEKEEPER A 500 X 12 6000

1500 X 13 19500

HOUSEKEEPER B 1500 X 11 16500

500 X 12 6000

HOUSEKEEPER C 2000 X 14 28000

LABORER 2000 X 15 30000

FORMER MAINTENANCE HELPER 500 X 14 7000

1500 X 15 22500

NEW HIRE 1000 X 11 11000

1000 X 12 12000

158500

601 KEY CONCEPTS

TEST 1, CHAPTERS 1 – 3

KNOW THAT IT IS INADVISABLE TO ASK AN EMPLOYEE “DO YOU UNDERSTAND” BECAUSE

THEY MAY NOT KNOW THAT THEY DON’T UNDERSTAND

THEY MAY BE AFRAID TO ASK

IN TENSE SITUATIONS, IT MAY SOUND LIKE A SCOLDING OR THREAT

BETTER TO CHECK BODY LANGUAGE AND FACIAL EXPRESSIONS AND ASK THEM TO

RESTATE WHAT YOU HAVE EXPLAINED

KNOW RULE 1

KNOW YOUR PEOPLE

THEIR NAMES

THEIR DUTIES

THEIR INTERESTS

THEIR NORMAL DEMEANOR – SO THAT YOU NOTICE CHANGES

BE ABLE TO STATE SEVERAL REASONS IT HELPS YOU AS A MANAGER TO KNOW YOUR

PEOPLE AND BE ABLE TO EXPLAIN BY GIVING AN EXAMPLE

KNOW THAT IT IS NOT ENOUGH TO KNOW WHAT USUALLY MOTIVATES PEOPLE AS

MOTIVATION CHANGES OVER TIME AND BY CIRCUMSTANCE

TO BUNT OR NOT TO BUNT

BUYING YOUR WIFE CANDY – USUALLY GOOD

BUYING YOUR WIFE CANDY WHEN SHE IS ON A DIET – NOT SO GOOD

NEVER BE AFRAID TO SAY, “I DON’T KNOW”

SO NOT TO BE SEEN AS LACKING CREDIBILITY BY GIVING A WRONG ANSWER

SO YOU ARE SEEN AS A REAL HUMAN

SAY, I’LL FIND OUT AND FOLLOW UP

WILL BE SEEN AS MORE CREDIBLE WHEN DO GIVE AN ANSWER

KNOW HOW TO INTRODUCE EMPLOYEES

NAME, AS PREFERED

RECOGNITION OF TALENTS NOT OWNERSHIP

THIS IS JOE THE BEST DRAFTSMAN ON THE PLANET AND A GREAT GOLFER

NOT MY KUNTA KINTE

TO NEW EMPLOYEE, MENTION COMMON INTERESTS TO GIVE THE NEW EMPLOYEE

SOMEBODY TO TALK TO AND TO ASK QUESTIONS ABOUT THE JOB

KNOW YOUR PEOPLE SO THAT YOU NOTICE CHANGES IN BEHAVIOR

CHANGES ARE FAR MORE IMPORTANT

GRUMPY TO GRUMPY NOT THAT MUCH OF A CONCERN, BUT DRAW OUT

AND BE A FRIEND

HAPPY TO HAPPY NOT A CONCERN

HAPPY TO GRUMPY A CONCERN, DRAW OUT AND OFFER HELP

GRUMPY TO HAPPY AND ENERGIZED

PERHAPS A CONCERN FOR WORKPLACE VIOLENCE OR DRUG USE

HE A FRIEND, SHARE THE JOY

IMPORTANT TO YOUR CAREER AND LIFE TO BE SEEN AS A PERSON AND NOT A “SUIT”

KNOW RULE 2 – A.R.T.S.

ACTUALLY READ THE STUFF

ANALYZE USING WHAT IFS AND POSSIBLE EMPLOYEE MOTIVATION

THE CHANCE TO RETIRE AND CHANGE MIND LANGUAGE

KNOW HOW TO INVESTIGATE AND DOCUMENT

ASK

WHAT ELSE WOULD BE TRUE

IF TRUE, WOULD IT HAVE HAPPENED THAT WAY

HOW CAN THE TRUTH BE PROVEN

GET WITNESS STATEMENTS

NOT SUMMARIES AND VALUE JUDGMENTS

FORCED/FONDLED

IMMORAL

HARASSED

CROSS EXAMINE EVEN THOSE WHO ARE NOT LYING

HAVE EXAMINATION PLAN

WRITTEN DOWN

SO YOU REMEMBER WHAT YOU ASKED

WHY WASN’T IT DONE? IS NOT THE SAME AS “WHY DIDN’T YOU DO IT?”

ALL ACCUSED ASKED THE SAME

GET IN WRITING FROM WITNESS AND PERPETRATORS

SO THAT

STOORY IS LOCKED IN

THE PERSON CAN NOT BACK DOWN

THE STATEMENT CAN BE THE EVIDENCE

BE AWARE OF SIGNS OF DECEPTION

REPEATING THE QUESTION

STUTTERING

LOSS OF VOICE VOLUME/EYE CONTACT

ANSWERING A QUESTION WITH A QUESTION

OFFERING PROOF WITHOUT BEING ASKED

KNOWING THINGS ONLY PERP WOULD KNOW

LYING BY TELLING THE TRUTH

DID YOU STICK TO YOUR DIET

I HAD A SALAD FOR LUNCH (NOT MENTIONING AND 14 TWINKIES)

KNOW DO NOT STOP WHEN HAPPY WITH THE ANSWER

CONTINUE ON TO ELIMINATE ALTERNATE EXPLANTIONS

DO NOT AS A SUPERVISOR INVESTIGATING SUGGEST THE ANSWER

DID YOU SEE THE BOOK

WITNESS ASSUMES THAT THE BOOK DID EXIST

WITNESS MAY BE INTIMIDATED

UNDERSTAND THAT WHEN YOU FILL A VACANCY, YOU SHOULD FIRST DETERMINE

WHAT TO FILL

DOES IT NEED TO BE FILLED

CAN IT BE FILLED BY A DIFFERENT JOB OR COMBINING OF JOBS

BE AWARE OF POSSIBLE TRANSITIONS AHEAD OF TIME

TRANSITION PEOPLE WHOSE JOB MAY BE AFFECTED

CROSS TRAIN FOR NEEDED JOBS

IF DO NOT COSTS

UNEMPLOYMENT

MORALE OF PEOPLE REMAINING

HUMAN CARNAGE

TRANSITION BY ATTRITION – NO HIRING INSTEAD OF LAYOFF

ADVANTAGES

NO HUMAN CARNAGE

NO UNEMPLOYMENT

NON-OVERTIME COVERAGE FOR ABSENCES

RETAIN PEOPLE IF NEEDS INCREASE

NO JUMPING SHIP BY MOST MARKETABLE WHO FEEL THEY MAY BE NEXT

NO TROUBLE SIGNAL TO CUSTOMERS, INVESTORS, APPLICANTS

MUST PLAN FOR SHORT TERM/DAILY COVERAGE

DAY BY DAY, HOUR BY HOUR

SHORT TERM SOLUTIONS

DEPTH CHART - ALREADY KNOW

HOLD OVER SHIFT BEFORE

CALL IN SHIFT AFTER

CALL IN

NON-SCHEDULED PART-TIME

PRN

OFF SHIFT PEOPLE

TEMPS

AGENCY’

INDEPENDENT CONTRACTORS

CROSS TRAINING

PRIORITIZATION/DEFERRING OF TASKS

UPON BEING HIRED WHERE YOU MAY SUPERVISE OR DIRECT ANYONE ASK

AM I RESPONSIBLE FOR APPRAISING ANYONE

WHO

WHEN IS IT DUE

CAN I SEE THE FORM

WHO GETS IT THE FORM

CAN I SEE MY EMPLOYEES PREVIOUS EVALS

WHAT IS THE NORMAL RANGE

WHAT IS THE APPRAISAL USED FOR

RAISES

PROMOTION

BE ABLE TO EXPLAIN THE DIFFERENCE BETWEEN FILLING A JOB BY

RECALL

LATERAL TRANSFER

BID

BE ABLE TO PROPERY FILL A VACANCY BY BID WITH POSSIBLE LANGUAGE RELATIVE TO

DISQUALIFICATIONS TO BID DUE TO

PAY GRADE

RECENT GRANTED BID

CURRENT DISCIPLINE

TIMELY BID

BIDDER V. APPLICANT

UNION WILL SAY BIDDER MEANS ONLY CURRENT EMPLOYE

STANDARDS FOR BID

IF QUALIFIED

MEANING OF EQUAL/SUBSTANTIALLY EQUAL/RELATIVELY EQUAL

MAGIC WORDS DEEMED AND DETERMINED

LANGUAGE WHICH SAYS IF MANAGEMENT DEEMS OR DEEMED MEANS

THAT AN ARBITRATOR SHOULD NOT DISTURB MANAGEMENT’S DECISION

LANGUAGE WHICH SAYS IF MANAGEMENT DETERMES OR DETERMINED MEANS

THAT AN ARBITRATOR SHOULD NOT DISTURB MANAGEMENT’S DECISION

SO LONG AS HE FINDS MANAGEMENT REALLY BELIEVED ITS JUDGMENT

WAS CORRECT

UNDERSTAND POSSIBLE REASONS FOR TURNOVER

UNDERCOMPENSATING

POOR SELECTION PROCESS

JERKS IN MANAGEMENT

HOW TO RESPOND TO AN EEOC, NLRB, OR SERB CHARGE

RESPOND ASAP

ALLEGATION BY ALLEGATION

STATE AFFIRMATIVE DEFENSES

PROVIDE EXHIBITS IN SEPARATE BINDER IN ORDER THEY APPEAR

IN THE ANSWER

PROVIDE CONTACT INFO DIRECT TO YOU

CONFIRM THAT REVCEIVED AND ASK ANYTHING ELSE YOU NEED

GIVE REASON ANY INFO NOT GIVEN YET AND PROVIDE A TIME LINE

DO NOT LIE

RECOGNIZE THAT WHAT IS IMPORTANT IS THE LONG TERM BOTTOM LINE

NOT JUST A LINE ITEM

NOT EVEN SHORT TERM BOTTOM LINE

BE ABLE TO EXPLAIN HOW POSTIVE CHANGES IN EITHER OF THE ABOVE MIGHT NOT

LEAD TO POSITIVE CHANGES IN THE LTBL

BE ABLE TO CREATE THE BEST LITTLE POOL OF APPLICANTS BY LISTING

MISSION

WHEN OPEN

DURATION, IF TEMP

WHERE IT IS

QUALIFICATIONS

GOOD POINTS

BAD POINTS

EQUAL OPPORTUNITY EMPLOYER

POSSILE DISQUALFIERS

BACKGROUND CHECK

DRUG SCREEN

BE ABLE TO DEFINE

“RIGHT TO WORK STATE”

PRIVATIZATION

BE ABLE TO GIVE AN EXAMPLE OF A SITUATION WHERE A HISTORY OF INCREASING

PROFITS FOR A COMPANY MIGHT NOT ENSURE THAT PROFITS WILL CONTINUE

TO INCREASE DUE TO

TECHNOLOGY

CHANGES IN THE LOCAL MARKET

GLOBAL CHANGES

BE ABLE TO DEFINE AND GIVE AN EXAMPLE OF

DIVERSIFICATION

VERTICAL INTEGRATION

CONSOLIDATION

FRANCHISING

HOW DO WE DISCIPLINE AND DISCHARGE

HAVE WORK RULES

HAVE PROGRESSIVE DISCIPLINE POLICY WITH

LEVELS OF OFFENSES

PURGE AND DROPBACK

RETAIN RIGHT TO CONSIDER AGGRAVATING AND MITIGATING FACTORS

BE ABLE TO GIVE AN EXAMPLE OF A CASE WHICH ESTABLISHES A PRIMA FACIE CASE OF

DISCRIMINATION

ELEMENTS

MEMBER OF PROTECTED CLASS (HUMAN)

QUALIFIED

BAD THING HAPPENS

REPLACED BY MEMBER OF DIFFERENT CLASS OR YOUR DISCHARGE/LAYOFF ETC ALLOWS

A MEMBER NOT OF THE CLASS TO REMAIN

SOME COURTS MISS THAT POINT

HAVE AN ADR - ALTERNATE DISPUTE RESOLUTION PROCEDURE

TO BE ENFORCEABLE

MUST BE VOLUNTARY

CULMINATE IN ARBITRATION – YOU PAY

WHICH OFFERS ALL RELIEF A COURT COULD GRANT

WHICH PROVIDES SOME DISCOVERY

WHICH IS NOT BURDENSOM

ADVANTAGES

SHORTENS TIME LINE

IS CHEAPER – NO ATTORNEY REQUIRED FOR ARBITRATION

PROVIDES FAILURE TO EXHAUST DEFENSE

LOCKS IN CAUSE OF ACTION – REASON THEY ARE SUING

GET FREE DISCOVERY

ENABLES ERKEL DEFENSE

CREATES CHANCE TO SETTLE

POLITICIZED DECISION-MAKER

IF FAIR, CREATES JOB SATISFACTION AND REDUCES TURNOVER

KNOW TYPES OF SEXUAL HARASSMENT

QUID PRO QUO

THIS FOR THAT

MUST BE BY SUPERVISOR

IF PROVEN, EMPLOYER LIABLE

HOSTILE WORK ENVIRONMENT

SUPERVISOR V. EMPLOYEE

EMPLOYEE V. SUPERVISOR

ANY GENDER AND ANY GENDER

CUSTOMER ON EMPLOYEE

ELEMENTS OF HWE

SUBJECTIVELY OFFENSIVE

OBJECTIVELY OFFENSIVE TO PERSON OF SAME GENDER

EITHER EXTREME OR PERVASIVE (ALL THE TIME)

DEFENSE TO HWE

HAVING A POLICY

CLEAR INSTRUCTIONS ON HOW TO REPORT

AND HOW TO REPORT IF PERSON TO

RECEIVE REPORT IS HARASSER

ENFORCING IN GOOD FAITH

AND HAVING AN UNREASONABLE FAILURE TO REPORT

THE SILVER BULLET FORM FOR HWESA

HAS SOMETHING LIKE THIS HAPPENED BEFORE

YES OFF THE HOOK – FAILURE TO REPORT

NO OFF THE HOOK – NOT PERVASIVE

SHOULD ASK WHAT DO YOU WANT DONE

GET WRITTEN STATEMENT FROM ACCUSER

NOT SUMMARIES OR VALUE JUDGMENTS

WHAT, WHERE AND WHEN

“THAT” IS A FOUR LETTER WORD

WHAT MANAGEMENT SHOULD DO IN SHOWING GOOD FAITH POLICY

HAVE A POLICY – SIGNED FOR BY THE EMPLOYEE

STATING TO WHOM TO REPORT

AND ALTERNATE OF PERSON TO RECEIVE REPORT IS

THE ALLEGED HARASSER

HAVE A TRAINING VIDEO

HAVE PEOPLE SIGN THAT THEY ATTENDED

SUPPORT THE POLICY

IN WORDS (NOT REMINGTON)

IN ACTIONS

INVESTIGATE FAIRLY AND DOCUMENT

HAVE THE SILVER BULLET FORM

BE ABLE TO DISTINGUISH USING EXAMPLES THE DIFFERENCE BETWEEN

EQUAL PAY FOR EQUAL WORK

COMPARABLE WORTH

KNOW THAT A RELEASE OF JOB RIGHTS BY A WORKER OVER THE AGE OF 40 MUST

UNDER THE OLDER WORKERS BENEFIT PROTECTION ACT

STATE IN WRITING

21 DAYS TO CONSIDER

7 DAYS TO REVOKE

PROVIDE REAL CONSIDERATION

SOMETHING TO WHICH THE PERSON IS NOT ALREADY ENTITLED

AND NOT DEMAD WAIVER OF FUTURE RIGHTS

WORKERS

MUST UNDERSTAND THAT UNDER THE DPREGNANCY DISCRIMINATION ACT

CAN NOT DISCRIMINATE ON THE BASIS OF PREGNANCY OR CHANCE OF

PREGNANCY

“DISABILITY” LEAVES MUST BE GRANTED FOR PREGNANCY RELATED DISABILITY

ON THE SAME BASIS AS NON-PREGNANCY RELATED DISABILITY

HAVE 6 MO DISABILITY EAVE

WANTS LEAVE FOR 3 MOS BEFORE AND AFTER

ONY REQUIRED FOR DISABLED PORTION

HAVE 3 MO DISABILITY LEAVE

DISABLED BY PREGNANCY FOR 4 MOS – NG

MUST REMEMBER THAT FMLA MAY APPLY

EMPLOYEE MUST HAVE WORKED FOR A YEAR

MUST HAVE WORKED 1250 HOURS IN THE PAST YEAR

UP TO 12 WEEKS – NEED NOT BE CONSECUTIVE

BE ABLE TO IDENTIFY SOURCES OF LAW

FEDERAL AND STATE LAWS

FEDERAL AND STATE REGULATIONS

LOCAL ORDINANCES

COMMON LAW - COURT DECISIONS

MUST BE ABLE TO DISTINGUISH DISPARATE TREATMENT AND DISPARATE IMPACT DISCRIMINATION

AND GIVE EXAMPLES OF EACH

MCDONNELL DOUGLAS TEST

ONCE A PRIMA FACIE CASE OF DISCIMINATION IS SHOWN, THE DEFENDANT

JUST NEEDS TO ARTICULATE (SAY SOMETHING) THAT WOULD BE A

LEGITIMATE NON-DISCRIMINATORY REASON FOR ITS ACTIONS.

THE PLAINTIFF THEN MUST PUT ON EVIDENCE THAT THE CLAIMED REASON

IS PRETEXT

BE AWARE

CAN NOT RETALIATE FOR

FILING A CHARGE

COMPLAINING ABOUT DISCRIMINATION

PARTICIPATING IN INVESTIGATION

RETALIATION IS PRESUMED IF ADVERSE ACTION COMES CLOSE AFTER CHARGE

WORKERS COMP RETALIATION STATUTE – DIRECT LAWSUIT

90 DAYS STATUTE OF LIMITATIONS AFTER ADVERSE ACTION

BE AWARE OF ISSUES RELATIVE TO CRIMINAL CONVICTIONS

SOME FEDERAL, STATE AND LOCAL LAWS FORBID YOU TO HIRE

BUT MAY BE UNLAWFUL TO DECIDE IF NOT ILLEGAL TO HIRE IF THERE IS

A DISPARATE IMPACT BY RACE

BE AWARE ON ASKING ABOUT A RECORD

CHECKING FOR RECORD

SOME HAVE A RECORD AND DO NOT KNOW

I WAS NOT CONVICTED, I GOT PROBATION

TRAFFICKING IN FOOD STAMPS/WELFARE FRAUD

SOME DO NOT HAVE A RECORD AND THINK THEY DO

SIP, DIVERSION PROGRAMS

SHOULD ASK “HAVE YOU EVER PAID A FINE OR BEEN ON PROBATION

SHOULD NOT ON INTERVIEW ASK ABOUT MARITAL STATUS, CHILDREN OR PLANNING’

TO HAVE CHILDREN

HOW TO HANDLE EEO FACT-FINDING CONFERENCE

FACT-FINDING CONFERENCE

PREPARE WITNESSES

HAVE THEM READ THEIR STATEMENTS

BETTER HAVE GOTTEN GOOD STATEMENTS

CAN ASSIST THE TESTIMONY

CAN BE THE TESTIMONY

MAKE SURE THEY UNDERSTAND THE ISSUES

MAKE SURE THEY UNDERSTAND THE QUESTION

MAKE SURE THEY UNDERSTAND NOT TO ADD

MAKE SURE THEY PAUSE BEFORE ANSWERING

MAKE SURE THEY ANSWER ONLY WHAT THEY KNOW

WHY WASN’T JOE HIRED

I DO NOT KNOW. I DO NOT MAKE THAT DECISION

MAKE SURE THEY DO NOT SPECULATE OR GUESS

WRONG GUESS = LIE

DO NOT SPIT OUT, BUT DO NOT MAKE THEM PULL TEETH

WILL HIGHLIGHT BAD FACTS AND INDICATE BAD FAITH

UNDERSTAND WHAT IS LEGAL AND ILLEGAL TO ATTAIN DIVERSITY

ILLEGAL

SEPARATE LISTS

QUOTA – HIRE REGARDLESS

MORE POINTS ON TESTS

LEGAL

RECRUITING

TARGETING MARKET

CALL AND POST OVER PLAIN DEALER

BET OVER ABC

THINGS TO INCLUDE IN A GOOD JOB DESCRIPTION

JOB IDENTIFICATION TITLE, DEPARTMENT, PAY GRADE, EXEMPT/NON-EXEMPT

SUMMARY OF JOB

SCOPE AND IMPACT OF JOB

KNOWLEDGE AND EXPERIENCE

EDUCATION/SKILLS

RESPONSISBILITIES

RELATIONSHIPS

REPORTS/SUPERVISES

UNDERSTAND

DOMINO VACANCIES

LATERAL TRANSFERS

UNDERSTAND THE DIFFERENCE BETWEEN APPLICANTS AND BIDDER

IF THE LANGUAGE SAYS IT GOES TO THE MOST QUALIFIED APPLICANT, A

UNION WILL ARGUE THAT THE JOB CAN NOT GO TO AN OUTSIDE HIRE OR

SOMEONE NOT ALREADY COVERED BY THE UNION CONTRACT

REASON TO GO INTERNAL

ALREADY PARTIALLY TRAINED

CAN BE PHASED IN

LEADS TO LOWER TURNOVER

LESS RESENTMENT

INTERNAL ALMOST ALWAYS CREATES EXTERNAL THROUGH DOMINO VACANCIES

REASONS TO GO EXTERNAL

NO DOMINO VACANCIES

MAY NEED PARTICULAR QUALIFICATIONS, EXPERIENCE OR SKILLS NOT AVAILABLE INTERNALLY

DIFFERENT INSIGHTS AND VIEWPOINTS

DIVERSITY CONCERNS

AVOIDANCE OF HAVING PERSON SUPERVISING FORMER PEERS

UNDERSTAND THE TERM F.T.E. AS FULL TIME EQUIVALENTS

40 HOURS IN A ONE WEEK PAY PERIOD OR 80 IN A TWO WEEK PAY PERIOD

FOR EXAMPLE 2 EMPLOYEES WORKING 20 HOURS A WEEK = 1 FTE

UNDERSTAND TURNOVER RATIO

NUMBER OF HIRES AS A PERCENTAGE OF POSITIONS

40 HIRES IN A YEAR FOR A PLACE THAT HAS 160 POSITIONS = 25%

UNDERSTAND THAT IF YOU ARE A SMALL BUSINESS IN A SMALL TOWN THAT GROWTH

OF THE TOWN MAY NOT BE GOOD FOR YOU

MCDONALDS V. MOM AND POP RESTAURANT

WALMART V. RETAIL

UNDERSTAND THAT BRINGING IN A NEW LARGE EMPLOYER MAY BE BAD FOR THE SMALL

BUSINESS MAN DUE TO COMPETITION FOR LABOR

WAYS TO HELP IN SUCCESSION PLANNING

KYP

IN PERSON

ARE YOU INTERESTED IN PROMOTION/ADVANCING SKILLS

BY INFO SYSTEM

ANNUAL EVALUATION

IN PERSON QUESTIONING

QUESTIONNAIRE

SKILLS INVENTORY

UNDERSTAND THAT THE FIRST THING TO KNOW IN DECIDING TO PROMOTE IS WHETHER

THE PERSON WANTS TO BE PROMOTED

PROGRESSIVE DELEGATION

PROCESS OF DELEGATING PORTIONS OF THE PROMOTIONAL JOB

ADVANTAGES

HELPS FOR BACKUP

GIVES PERSON VARIETY AND CHANCE TO SUCCEED

GIVE PERSON A CHANCE TO DECIDE HE DOES NOT LIKE IT

SPREADS OUT TRAINING TIME AND DOES NOT OVERWHELM

WAYS TO SUCCESSION PLAN

WAYS TO SUCCESSION PLAN

MENTORING

SHADOWING

OFFICIAL

UNOFFICIAL - HIRE AN ASSISTANT

PROBLEM

SEES WHAT IS DONE, BUT NOT NECESSARILY WHY

TEAM MANAGEMENT

JOURNALIZING

BY THE INCUMBENT

RETROACTIVELY BY CALENDAR, EMAIL AND CORRESPONDENCE

ASK THE SECRETARY

GIVE A CONSULTING CONTRACT TO THE PERSON WHO IS LEAVING

LIKE TO REMAIN IN THE LOOP

ONLY FOR THE FUN STUFF – KNIGHT ON WHITE STALLION

MORE PER HOUR, LESS OVERALL

INTERNAL RECRUITING

AS ALWAYS

DETERMINE WHAT YOU ARE FILLING

DETERMINE WHETHER YOU MUST OR SHOULD RECALL

EVEN IF NOT IN THE SAME JOB

HOW TO FILL

YOU PRE-PICK AND PREPARE

POST

UNION REQUIREMENTS

MUST BE ELIGIBLE TO BID

VARIOUS LIMITATIONS

NON-PROBATIONARY

NOT IN DISCIPLINE MODE

NOT HAVING GOTTEN RECENT BID

WITH X GRADES OR MUST BE X

WHAT IS THE DECISION

LATERAL MAY BE DIFFERENT THAN PROMOTIONAL

LATERAL MAY HAVE TO BE “PRE-BID”

PROMOTIONAL

MOST SENIOR QUALIFIED

IF QUALIFICTIONS

EQUAL

SUBSTANTIALLY EQUAL

RELATIVELY EQUAL

DETERMINES

DEEMS

POSITIVE AND NEGATIVE ASPECTS OF USING TEMP WORKERS

TRY OUT PERIOD - IN AT-WILL STATES, EVERYONE IS A TEMP

DIRECT TEMPS V. CONTRACT TEMPS

DIRECT, YOU HIRE AND PAY

DO NOT ABUSE WITH THE FALSE CARROT

CONTRACT, AGENCY HIRES AND PAY

IF YOU THEN HIRE, MAY OWE THE AGENCY

UNION CONTRACT PROBLEMS

MAY BECOME PERMANENT UNION

MAY BE REQUIRED TO LAY OFF FIRST

CIVIL SERVICE PROBLEMS

PENSION PROBLEMS

LACK OF MISSION ISSUES

UNPAID INTERN ISSUES

WATCH OUT THAT IT MAY NEED TO BE PAID IF THEY

REPLACE ANYONE

PROVIDE VALUE TO EMPLOYER

ARE PROMISED A JOB

ADVANTAGE TO INTERN

MAY FIND OUT THAT HE HATES THE ACTUAL JOB

SHOWS MISSION

REFERRALS FROM PRESENT EMPLOYEES

GOOD

PRE-VETTED

CREATE TEAMWORK

REDUCE TURNOVER

BAD

SUPERVISOR REFERRING SEX PARTNER

TEND TO STAY MONOCHROMATIC

CONSPIRACY FOR THEFT

ADVANTAGES OF TELECOMMUTING TO EMPLOYER AND WORKER

ADVANTAGE TO EMPLOYER

NO NEED FOR EMPLOYER OFFICE AND PARKING SPACE

EMPLOYEE NEVER STUCK IN TRAFFIC

NO SPREAD OF CONTAGION

MAY BE ABLE TO PAY LESS DUE TO SAVINGS/CONVENIENCE TO WORKER

ADVANTAGE TO EMPLOYEE

8 HR DAY IS 8 HR DAY, NOT 9 ½ DUE TO COMMUTING TIME

NO COMMUTING COSTS

NO MEALS $ 5 A DAY = $ .625

DRY CLEANING

CHILD CARE

FACTORS IN HIRING OLDER WORKERS

WANT TO BE THERE

ARE MORE RELIABLE

WITH RESPECT TO SHORT TERM ABSENCES

IN CASE OF OVERSTAFFING, MAY BE WILLING TO BE SENT HOME DUE TO

SOCIAL SECURITY LIMIT

MAY ATTACT OLDER CUSTOMERS

MAY HAVE SKILLS AND EXPERIENCE

RECRUITING SINGLE PARENTS

CAN NOT ASK ABOUT FAMILIES

CAN NOT ASK ABOUT PLANNING TO HAVE A FAMILY

CAN

STRESS FLEXIBILITY

SUGGEST WORK AT HOME

RED FLAGS

GAPS IN EMPLOYMENT

OUT OF STATE EMPLOYENT

CLAIMING TO HAVE WORKED FOR CLOSED COMPANIES

IMPOSSIBILITIES