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What every manager needs to know about human resources... simplified, clarified, and easy to flip to. The Manager's Guide to HR is a quick and ready reference that clarifies hot-button issues such as dealing with conflict, privacy issues, COBRA compliance, disabilities, sexual harassment and more.Managing people is a tricky business--and managers and small business owners can no longer get by without understanding the essentials of human resources. New questions abound. In our increasingly legal-minded age, how much documentation do we need to keep on each employee? What's the best way to confront complicated personnel issues, and even workplace violence? The Manager's Guide to HR provides readers with a straightforward, step-by-step guide to human resources topics, including:* hiring * performance evaluations and documentation * training and development * benefits * compensation * employment laws * documentation and records retention * firing and separation.

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

Hiring	p. 1
Defining the Job
Writing the Job Description
Recruiting
Interviewing
Verifying Employment Eligibility
Performance Evaluations	p. 35
The Job Description
Employee Self-Review
Structured Performance Reviews and Discrimination
Training	p. 41
Strategy
Safety
Sexual Harassment
Training
Records
Benefits	p. 51
The Family and Medical Leave Act
Covered Entities
The Twelve-Month Period
Notice
Scheduling the Leave
The Workweek
Employee Eligibility
Eligible Reasons for Leave
Unpaid Nature of Leave
Maintaining Health Benefits
Serious Health Conditions
Health-Care Provider
Key Employees
Consolidated Omnibus Budget Reconciliation Act of 1985
Health Insurance Portability and Accountability Act of 1996 - Preexisting Conditions
Compensation: The Fair Labor Standards Act	p. 87
Minimum Wage and Overtime
Compensable Hours
Equal Pay for Men and Women (Equal Pay Act)
Child Labor
Coverage
Benefits and Payroll Practices Not Covered by the FLSA
Exempt vs. Nonexempt Status Under the FLSA
Wage and Hour Violations
Employment Laws	p. 117
Key Federal Employment Laws
Prohibited Acts
Enforcement Mechanisms
Proof of Discrimination
Title VII Remedies
Federally Protected Classes
State and Local Protected Classes
Hot-Button Issues: Sexual Harassment and Workplace Violence	p. 165
Sexual Harassment Defined
The Ellerth/Faragher Defense
The Investigation
Workplace Violence
Privacy Issues	p. 201
Background Checks
Medical Information During the Hiring Process
Monitoring Employees in the Workplace
Invasion of Privacy
Defamation, Libel, and Slander
Intentional Infliction of Emotional Distress or Outrage
False Imprisonment
Firing and Separation	p. 231
Policy Statements May Alter At-Will Employment
How to Reestablish the At-Will Privilege
Progressive Discipline
The Termination Session
Wrongful Discharge
The Worker Adjustment and Retraining Notification Act
Documentation and Records Retention	p. 247
Personnel Records in General
Medical Information
Other Documents That Should Not Be Kept in a Personnel File
EEOC Minimum Document Retention Rules Under Title VII
Document Retention Policies
OSHA Record Keeping
Index	p. 287
Table of Contents provided by Blackwell. All Rights Reserved.

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CHAPTER 1 Hiring Introduction Hiring dumb is easy. Hiring smart is hard. All it takes to hire dumb is to select a job description written by someone once upon a time, a long time agoone that is hopelessly out of date when compared with the job as it currently existsand then use that job definition to recruit a candidate who fits the job description, not the actual job. Hiring dumb also involves advertising job openings in ways that discriminate against potential candidates based on their race, religion, age, sex, national origin, physical disabilities, or other legally protected characteristics. Hiring smart involves defining the job properly, and then developing a job description that is more than a bullet list of generalized descriptors of technical skills. A well-researched and well-developed job description is the foundation stone of smart recruiting, interviewing, and hiring, as well as staff retention. Defining the Job The first order of business in hiring smart is to analyze the job in terms of: Skills and knowledge required How the work is performed Typical work settings Analytic Steps Identify and determine in detail the particular job duties, requirements, and the relative importance of these duties and requirements for a given job by undertaking the following steps: 1. Review existing job description, if any. 2. Review public source information and job classification systems. 3. Conduct incumbent surveys and interviews. 4. Conduct supervisor surveys and interviews. Review Existing Job Description Although your existing job description could well be out of date, it does represent a starting point from which to derive basic technical skills, reporting relationships, and other information. The existing description also provides you with a baseline against which to measure the current jobin other words, how the job has evolved or materially changed. Review Public Source Information and Job Classification Systems Looking at how other companies describe jobs will help you write a good job description. Here are some examples of public sources of that information: The Occupational Information Network (O*NET) System (www.onetcenter.org)

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The Manager's Guide to HR

The Manager's Guide to HR

0814410766

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Table of Contents

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