2014 SHRM Knowledge Advisor Online Chat Transcript:
HR Department of One
Q: What are some suggestions on showing appreciation to employees for working hard on surge
projects in ways other than paying them OT?
A: There are many ways to show appreciation. But, studies consistently show that employees most
appreciate extra money (bonuses) and paid time off. I would advise those being top two incentives. If
that is not a possibility, there are other non-monetary rewards that can be provided such as public
recognition, a coveted parking space, etc.
Q: For those of you in an HR dept of one, I'd love to hear how many employees are in your
organization.
A: The ratio is still 1:100. Of course, the more complex the staff's needs are, the more HR employees
may be needed. The HR Knowledge Center has resources with statistics based on surveys.
Q: I'd love to get input on what tools HR Depts of One use to organize their work and maintain
maximum efficiency.
A: HR Departments of One will utilize tools taking their budget into consideration. This can entail HR
software and/or outsourcing. Here is a link to illustrate resources that are available: vendor directory
and HR outsourcing resources
http://www.shrm.org/hrdisciplines/benefits/articles/pages/outsourcingresource.aspx
Q: We are an IT company with federal contracts and are subject to the new Affirmative Action Plan
requirements. Do we need separate plans for each: Veterans, Disabled, Section 503 of the
Rehabilitation Act, and whatever more
A: While not specifically required to, employers will maintain a separate plan for Minorities, Veterans
and Disabled. Here are a few links to related resources that may be useful:
Federal Contractor/Subcontractor Alert: New Affirmative Action Requirements Concerning Persons with
Disabilities - Dec 2013
http://info.swlaw.com/reaction/2013/WorkplaceWord_2013_HTML/WPW_Dec_2013/WPW_Dec2013_
WEB.html
Federal Contractors Should be Planning Ahead for the New Section 503 and VEVRAA Rules - Nov 2013
http://www.spilmanlaw.com/Resources/Attorney-Authored-Articles/Labor---Employment/FederalContractors-Should-be-Planning-Ahead-for-t
Q: Can you recommend a standard policy for employment verifications? For example, "only position
title and dates of employment will be provided verbally. Salary information will be provided with
written authorization from the employee." Or do you recommend written requests for all
verifications?
A: This is a great SHRM Q&A that discusses how to handle employment verifications:
When must an employer respond to a verification of employment request, and what information must
or can be given?
http://www.shrm.org/TemplatesTools/hrqa/Pages/Mustanemployerrespondtoaverificationofemployme
ntreqandwhatinfomustorcanbegiven.aspx
Q: Can you share what resources (programs, websites, etc), in addition to SHRM, that would be useful
to single person HR departments?
A: This book in the SHRM store is a good resource: http://shrmstore.shrm.org/managing-an-hr-dept-of1.html
Q: We have employees that work overnight shifts for personal care of individuals with disabilities. Can
we charge a flat rate for everyone across the board and is there a set number of hours that the rate
encompasses?
A: In short, what businesses charge clientele is a business decision, a bit outside of the scope of the
realm of HR.
In terms of how they are paid, they are usually paid on a salary basis and are exempt from overtime.
Talk with other HR professionals by posting a question on the HR Talk Discussion Board at
www.shrm.org/hrtalk
Q: I would like to know how common is it for a HR Dept of one to also manage other work portfolios
that are equally demanding of time?
A: It really depends on the amount of HR work there is to be done. For example, if many HR items are
outsourced (benefits administration, recruitment, etc) then it may be possible to perform other work.
However, if nothing is outsourced and the employee count is high (i.e. more than 100) then it is unlikely
that an HR Professional would be able to do other items successfully.
Q: How do you retain EEO voluntary surveys manually?
A: It may be best to retain EEO voluntary surveys separate and in it's own folder. Organizations should
follow the federal retention requirements as noted in the following document:
Federal https://docs.google.com/viewer?a=v&q=cache:SgQoQKnVbMJ:www.shrm.org/templatestools/samples/documents/federal%2520record%2520retention%2520c
hart%2520-%2520revision%2520by%2520regan%2520812.doc%20record%20retention%20and%20timesheets%20and%20shrm&hl=en&gl=us&pid=bl&srcid=AD
GEESjP9XTe7R-bGbC0_IgwO46-OlJ433E1D5Q-0TRpmGDNbgAIQAxWhWlLHThTCOqKvOQOFWegVrUTwUbR1djr1WpjOKQOE5AFpxDqZiHJT0_EM2vrodzB_u8MAwAJS8XXbUFVagM&sig=
AHIEtbTvx6CmPH5V_7ZISZ5hDy7k9VQnhw
Q: Being an HR office of One, I find it difficult to be recognized as much more than an Admin. Do you
have any suggestions for improving this
A: In order to ensure that HR is viewed as more than administrative support, HR professionals should
ensure that their efforts are tied directly to the employer's business goals and mission. For example,
recruiting efforts and benefit and compensation programs should be crafted and tailored to meet an
organization's overall goals. HR professionals should also meet with department managers to determine
how their part of the business works and what their needs are in order to be seen more as a business
partner rather than admin support.
Q: Our employees and prospective employees are always wanting to know a salary range for a job.
Management feels this should be kept confidential. Do you have any recommendations for
approaching this topic with employees and potential employees in the interview process?
A: This is really a matter of personal choice. Honestly, I am a proponent of transparency when it comes
to pay. If the employer is paying competitively, then there should be no problem in sharing that
information. Employees who feel that an employer is not being honest about pay decisions could begin
to become disengaged and look elsewhere.
Q: Does anyone know of a free HRIS system or have a really good spreadsheet they are willing to
share.
A: SHRM may not make recommendations, but the following may be helpful for you.
HRIS Vendors (sourced/not endorsed)
Workday Human Capital Management
http://www.workday.com/applications/human_capital_management.php
HRIS Implementations
http://www.acumensolutions.com/
Sage HRMS
http://na.sage.com/us
CheckPoint HR
www.checkpointhr.com
Epicor HCM
http://www.epicor.com/pages/default.aspx
Lawson Human Resource Management
www.lawson.com
Saba
www.saba.com
iCIMS Talent Platform
www.icims.com
SAP Business ByDesign
www.sap.com
Kronos Workforce Central
www.kronos.com
Ultimate UltiPro
www.ultimatesoftware.com
Q: Is there a central location one can find/purchase the needed forms for HR? I am starting an HR
department from scratch. Thanks in advance!
A: SHRM has sample forms, policies, etc. Here is a link to our site:
http://www.shrm.org/templatestools/Pages/default.asp. In addition, here are resources for starting a
HR Dept:
Toolkit: Starting an HR Department from the Ground Up - Apr 2013
http://www.shrm.org/templatestools/toolkits/pages/startinganhrdepartment.aspx
Human Resources Department Checklist
http://www.bankersonline.com/operations/bm_hrchecklist.html
How do I develop HR policies for a start-up from scratch?
http://www.inc.com/articles/2000/08/20024.html
Human Resource Department: How Do I Set Up?
http://ezinearticles.com/?Human-Resource-Department:-How-Do-I-Set-Up?&id=187796
How to Start Up an HR Department in a Company
http://www.ehow.com/how_6143298_start-up-hr-department-company.html
The 13 Documents You Need to Start Your HR Department
http://recruiterbox.com/blog/the-13-documents-you-need-to-start-your-hr-department/
Training on How to Run a Human Resources Department
http://smallbusiness.chron.com/training-run-human-resources-department-2921.html
Q: What is the average # of employees effectively handled by 1 HR person.
A: The general rule of thumb for an HR-staff ratio has been 1 HR staff per 100 employees. This number
can vary; however, depending on size of the organization and HR processes/workload (i.e. an HR
department with more manual processes will tend to have more HR staff vs. an HR department with
more automated processes). Industry-specific data can be obtained through SHRM's Benchmarking
Service (fee based)- http://www.shrm.org/Research/benchmarks/Pages/default.aspx
Here is a link to general HR-staff ratios by company size http://compforce.typepad.com/compensation_force/2010/05/how-big-is-your-hr-staff-how-big-shouldit-be.html
Also, here is another resource that provides HR staffing ratios by size of employer that may be useful http://ipma-hr.org/node/21515
Q: How often are organizations requiring sexual harassment training?
A: In short, many employers provide mandatory SH training once per year (annually). Employers should
be careful to review state laws as some states may have more frequent requirements.
Q: Does SHRM have databases for HR lawyers that specialize in small companies?
A: SHRM does have resources to find consultants and employment attorneys. Here are those links:
Employment lawyer directory
http://attorneys.lawinfo.com/labor-employment/
Nat'l Employers Counsel Network
http://www.hrhero.com/press/necn.shtmlom/press/necn.shtml
Employment Law Directory
http://dir.yahoo.com/business_and_economy/shopping_and_services/law/employment_law/
SHRM's Consultant Directory
http://apps2.shrm.org/www/consultants/directory/default.asp
Q: If I have part-time staff and they are let go...are they entitled to unemployment?
A: In short, even PT employees can qualify for unemployment benefits when they are laid off.
Q: As an HR department of one, I am wondering if you can share other resources, outside of SHRM,
that would be helpful to me. Of specific interest is keeping up on laws and regulations in different
states.
A: HR professionals can search the Internet for a state's wage and hour website that provides their
specific provisions. In addition, they can visit www.dol.gov and www.eeoc.gov for federal related
provisions
Q: How can an HR of One feel like they aren't stagnant in career growth when there's no room for
promotions or management opportunities?
A: I think it's really important to join a local SHRM chapter and network. This will help energize you and
help you to feel connected with HR professionals in your area. I also think that continuing your
professional development is essential. Whether that's taking a seminar or pursuing something more
serious like a credential (PHR, SPHR, GPHR, etc), that will help to engage you in your career beyond
what's happening in your workplace.
Q: For my last two jobs, I've been a department of one and it gets a bit lonely, especially when there is
no one else in the organization that really knows what I do. How does one combat that?
A: Solo HR professionals should work directly with company management to understand their business
role within the organization to become more of a strategic partner. As it relates to other HR support,
you may wish to network with other SHRM members in your region. Here is a link to SHRM Chapter
information that may be useful http://www.shrm.org/Communities/SHRMChapters/Pages/default.aspx
Q: Where would I find a HR consultant to evaluate our operations, guide us to growing the
department?
A: SHRM has an extensive consultant directory. That can be found here:
http://apps2.shrm.org/www/consultants/directory/default.asp
Q: We do not currently have a HRIS in place (fingers crossed next year) in the meantime, do you have
any recommendations on how to track employee training?
A: That's a good question. In short, many employers create excel spreadsheets. You can ask other HR
professionals by posting a question on the HR Tk Discussion Board at www.shrm.org/hrtalk
Q: How do I get more engaged in the day to day business running. This is a very flat organization that
hasn’t really had HR before. How can I build my credibility to engage with the few managers in the
company in a more meaningful way?
A: HR professionals can become more engaged by participating in operation focused meetings. Learning
the business is critical in building credibility.
Q: When and employee has exhausted their 12 weeks of FMLA and has not yet returned to work
should some type of notification be sent to the employee?
A: An employer should notify an individual when their FMLA leave has been exhausted as well as
whether there are other company leaves of absence available to the individual should they need
additional leave as a reasonable accommodation. Here is a link to a sample letter that may be useful http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/CMS_002204.aspx
Q: Is there a good place to review current industry salaries by job title and region?
A: Almost always, reliable salary information is something that would need to be purchased by an
organization. Often, these companies will give you a discount if you participate. Some popular
companies to purchase this information include: Mercer, Culpeper, CompData, ERI. Some free websites
that may be less reliable include: www.salarysurvey.com and www.glassdoor.com
Q: What are the pros and cons of having just one person run HR?
A: The pros include being able to operate the HR department at one's discretion. The cons is the lack of
manpower to handle all the different HR Disciplines such as benefits, compensation, employee relations,
and health & safety
Q: What dos HRIS stand for?
A: It stands for Human Resources Information System (HRIS)
Q: Where can I get training for administering Flexible Spending Accounts?
A: I would suggest taking a look at the Employee Benefits Institute of America (EBIA). They have great
training courses on benefits that are quite in depth. See www.ebia.com for more information.
Q: Any suggestions to increase annual performance review submission when there is no longer pay for
performance?
A: In my opinion, the performance management process should be mandated by company authority,
who ideally will lead by example. Employees (and managers) not complying with protocol should be
disciplined.
Q: How long do you suggest a person work in HR before they get their certification? I have worked in
the field as needed by the company on and off for 7 years, but full-time for 1 year.
A: The Human Resources Certification Institute (HRCI) has certain experience criteria before applying for
the exam. The years of experience varies depending upon your level of education. To view that
information, go to www.hrci.org and click on "exam preparation" and "prepare for certification"
Q: Does SHRM offer a database for HRIS consultants who can help companies to automate their
recruitment and benefits processes?
A: Drew, you may find the SHRM Vendor directory helpful: http://vendordirectory.shrm.org/
Q: What to do when an Exempt employee requests unpaid time off for vacation?
A: In general, employers can provide unpaid time off to exempt employees in full day increments
without jeopardizing the exempt status. The salary basis requirement does allow employers to make full
day deductions in certain circumstances - http://www.dol.gov/whd/overtime/fs17g_salary.pdf
Circumstances in Which the Employer May Make Deductions from Pay
Deductions from pay are permissible when an exempt employee: is absent from work for one or more
full days for personal reasons other than sickness or disability; for absences of one or more full days due
to sickness or disability if the deduction is made in accordance with a bona fide plan, policy or practice
of providing compensation for salary lost due to illness; to offset amounts employees receive as jury or
witness fees, or for military pay; for penalties imposed in good faith for infractions of safety rules of
major significance; or for unpaid disciplinary suspensions of one or more full days imposed in good faith
for workplace conduct rule infractions. Also, an employer is not required to pay the full salary in the
initial or terminal week of employment, or for weeks in which an exempt employee takes unpaid leave
under the Family and Medical Leave Act.
Q: Where can we find accurate HR salary data for a 1 person HR dept?
A: Some or all of these salary survey resources may be available on a fee-only basis and/or participantonly basis. Cost was a secondary consideration in compiling the Express Request responses as our focus
was to provide members a comprehensive resource to obtain industry- or profession-specific salary
survey data.
Human Resources Salaries: Stuck in Neutral - Dec 2012
http://www.shrm.org/Publications/hrmagazine/EditorialContent/2012/1212/Pages/1212-hrsalaries.aspx
Lots of web extras with this article!
2011
Specialization Pays - Dec 2011
http://www.shrm.org/Publications/hrmagazine/EditorialContent/2011/1211/Pages/1211coombs.aspx
Job Market Improving for HR Professionals Skilled in Comp and Benefits - Dec 2011
http://www.shrm.org/hrdisciplines/technology/Articles/Pages/HRJobMarket.aspx
SHRM Compensation Data Center
http://www.shrm.org/Research/SHRMCompensationDataService/Pages/default.aspx
Surveys
American Payroll Association: Survey of Salaries and the Payroll Profession
http://www.americanpayroll.org/product/12/136
Culpepper Compensation Surveys
http://www.culpepper.com/Surveys/Compensation/HR/default.asp
http://www.culpepper.com/
ERI Salary Surveys
http://salary-surveys.erieri.com/?fuseaction=SRSurveys.Salary-Survey&SurveyID=46&CountryId=193
http://salary-surveys.erieri.com/
ICT/Clayton Wallis
http://www.ictcw.com/index.html
Job Search Intelligence
http://www.jobsearchintelligence.com/
Mercer
http://www.mercer.com/shopbroker.htm
Salary.com
http://www1.salary.com/Human-Resources-Salaries.html
http://www.salary.com/
WTPF
http://www.wtpf.org/content.asp?pl=300&contentid=300
Directories of associations that may sell the data you seek:
Yahoo! B2B
http://dir.yahoo.com/business_and_economy/business_to_business/corporate_services/human_resour
ces/organizations/professional/
Additional salary survey directories
Job Star
http://jobstar.org/tools/salary/sal-prof.php
Business.com
http://www.business.com/human-resources/salary-tools/
Know of an HR management salary survey source that's not listed here? Do tell! Please reply to this email with your suggestion - please include the name of the survey and the web site for obtaining more
information about the salary survey.
The preceding links are to helpful sites and directories of vendors who may provide the data you seek.
The inclusion of these resources is not to be construed as an SHRM endorsement of these
products/vendors. SHRM makes no claims as to the accuracy of the data provided in these resources.
The resources were selected from key word searches of the Internet.
Q: Any tips or suggestions about handling a worker's comp claim when the employee didn't report
anything to us? How can you get any solid documentation to avoid a he said, he said type of situation?
A: It may be best for the Workers Compensation coordinator to collect any information and evidence
(i.e. witness statements, use of any surveillance equipment, claimant statement) and proceed with
whatever information is available. It is practical to consult the Workers' Compensation carrier to discuss
any lack of documentation and failure to report.
Q: Does SHRM have an example of an HR Policy & Procedure Manual? Thank you.
A: Yes, you can visit http://www.shrm.org/TemplatesTools/Samples/Policies/Pages/default.aspx to see
our customizable policies on various topics
Q: Looking for a couple ideas on developing a Strategic HR function within the organization. Can you
direct me to a resource within SHRM?
A: SHRM has some great strategic HR Resources. I would suggest starting with the "Engaging in Strategic
Planning: http://www.shrm.org/TemplatesTools/Toolkits/Pages/EngaginginStrategicPlanning.aspx
Q: How do you handle an employee on FMLA leave that does not return after the 12 weeks? Does
additional paperwork from the healthcare provider need to be completed?
A: Once FMLA is exhausted, there is no job protection unless ADA is an issue in which case the EEOC
states an extended leave of absence is a reasonable accommodation. In the case that an extended leave
of absence is needed, it would be practical to obtain more information to substantiate the need for an
extended leave.
Q: Is an employee allowed to substitute comp. time in lieu of overtime pay?
A: Private employers with non-exempt (hourly) employees are not permitted to substitute comp time in
lieu of overtime payments. However, public (government) employers can use comp time as long as
certain conditions are met and this strategy can also be used for exempt (salaried) employees. See these
resources for more information: Comp time law
http://www.ecfr.gov/cgi-bin/textidx?c=ecfr&sid=258a0faeeb6d2c4796574c97ccde99e6&tpl=/ecfrbrowse/Title29/29cfr553_main_02.tpl
Frequently Asked Questions
http://www.workplacefairness.org/index?page=comptime
Q: How involved is the HR of one with payroll?
A: An HR dept of one must work directly with Payroll to ensure that any employment, benefit or
pay/position changes are properly processed as well as audited
Q: I am really new to HR and am on my own. We have a few employees who are salaried. What is the
standard for how many hours they need to work in a day to count it as a full day's work? Does that
vary from state to state? Can we have them use annual leave to make up these hours?
A: Exempt employees are paid on the salary basis. Salaries may not be docked in less than full day
increments. Paid leave may be docked in any increments, as that is a matter of internal employer policy.
Q: I am considering converting employee paper files to all electronic, cloud based. Is this practice an
accepted one by leaders in the HR profession?
A: In today's age, more and more employers are switching to electronic recordkeeping. It is becoming a
standard practice amongst employers to maintain information electronically, as well as asking
employees to complete (and sign) forms electronically.
Q: Can you give suggestions for best practices on organizing personnel files (what should go in them
and what should be housed elsewhere). Thanks
A: Personnel file information is usually segmented as follows:
1. Official file - General job/performance-related information
2. Confidential information - tax forms, benefits forms
3. Restricted - medical information.
Please see below for general guidance on the setup and content of employee personnel files that may
be useful.
Setting the Records Straight
http://www.shrm.org/Publications/hrmagazine/EditorialContent/Pages/0607cadrain.aspx
(Please note: the article above mentions retaining I-9 information with personnel file information;
however, it is recommended that I-9 forms are maintained in a locked file separate from the personnel
file)
Sample Checklist
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/personnelfileaudit.aspx
Q: Is there a "rule" of how many HR personnel are needed depending on size of company? If you grow
your department, how should you split up tasks?
A: According to Robin Russell and David Harrop of McGladrey & Pullen, and authors of Staffing the
Human Resources Function, the general rule of thumb is one HR person for every 100 employees.
Comprehensive industry surveys report that 1 to 100 is the most common ratio of full-time professional
HR staff to every 100 employees served by the HR Department
In terms of breaking up the tasks, it depends on a HR departments specific needs and where more
personnel may be needed for a particular function.
Q: We have an employee that was going to be out for a couple of weeks and just found out that he
will be out for much longer. I haven't sent him FMLA paperwork yet. Can you send me information on
sample templates and things that I need to do to let the person know his rights?
A: The DOL website has the FMLA forms. See this page:
http://www.dol.gov/whd/fmla/2013rule/militaryForms.htm
Q: What size company do you feel is better able to handle an HR dept of one?
A: Typically, the HR staff ratio is 100 employees to 1 HR professional
Q: Our company offers vacation time and sick time separately. Can an employee request to take sick
time as a vacation day if the employee handbook does not specify?
A: This is something that is entirely at the organization's discretion. I would advise making a policy
decision/interpretation (to allow it or not) and then apply that interpretation consistently moving
forward with future requests.
Q: We don't have lots of available space for personnel files. Only HR has access to the files. Currently
all information is kept in one, but I've heard lots of recommendations for separating medical from the
regular file. How key a point is this?
A: The Americans with Disabilities Act requires employers to keep medical information in a locked file
separate from personnel files.
Q: Is it permissible to pay an exempt employee overtime pay if they work beyond their regularly
scheduled hours?
A: Yes, an employer can pay an exempt employee "overtime" pay so long as the base salary remains
intact. Here are some resources from the DOL that discusses this in greater detail: Overtime for Exempt
Employees
http://www.btlg.us/News_and_Press/articles/FLSA-overtime%20for%20exempt.html
Rewarding Exempt Employees - Sept 2006
http://www.shrm.org/Publications/hrmagazine/EditorialContent/Pages/0906agenda_compben.aspx
Q: We have had our very first sexual harassment complaint. We don't have an official investigation
form to use for this. Do you have any suggestions on where to find something?
A: SHRM has a harassment form that is available for SHRM members and I am providing it below:
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/1CMS_019885.aspx
Q: We are an office of 6 and will be hiring +1 that will work remotely (another state). What is the best
way to keep this staff member connected to the HQ office.
A: The following resources should be very helpful for you:
SHRM's Managing Flexible Work Arrangements Toolkit
http://www.shrm.org/TemplatesTools/Toolkits/Pages/ManagingFlexibleWorkArrangements.aspx
Five Tips for Managing Digital Nomads - Jul 2011
http://www.businessweek.com/management/five-tips-for-managing-digital-nomads-07222011.html
Survey: Telecommuters Are Happier and Healthier - Jul 2011
http://www.shrm.org/hrdisciplines/benefits/articles/pages/telecommutershappier.aspx
Managing Virtual Teams - Jun 2011
http://www.shrm.org/Publications/hrmagazine/EditorialContent/2011/0611/Pages/0611leonard.aspx
Remote Talent Can Serve Up Big Opportunities - Mar 2011
http://www.shrm.org/hrdisciplines/benefits/Articles/Pages/RemoteTalent.aspx
Commuting impacts job satisfaction - poll - Apr 2011
http://www.reuters.com/article/2011/04/26/uk-work-commuting-health-idUSLNE73P02H20110426
Effective Management is Top Mobile Workforce Concern - Dec 2010
http://www.shrm.org/hrdisciplines/benefits/Articles/Pages/MobileWorkforce.aspx
Telework Experts Say Employers Can Manage Sight Unseen - Oct 2010
http://www.shrm.org/hrdisciplines/technology/Articles/Pages/TeleworkUpdate.aspx
Stay Connected to Ensure Off-Site Employees Remain Engaged - Sep 2010
http://www.shrm.org/hrdisciplines/staffingmanagement/Articles/Pages/OffSiteEmployeeEngagement.a
spx
At Work in a Virtual World - Jun 2010
http://www.shrm.org/Publications/hrmagazine/EditorialContent/2010/0610/Pages/0610focus.aspx
Q: Are there any "reliable" free web sites that would have this information?
A: The only website I am aware of would be the Bureau of Labor Statistics (BLS), however, their
information tends to be quite old, usually several years old.
Q: At what point have you noticed it is time to expand HR? How many employees before it is realistic
to pitch getting help?
A: When an organization workload greatly increases , they decide to take on new initiatives or otherwise
determines that more than one HR staff member is necessary, it must decide what level of HR positions
are needed. Many employers have a two-person HR department, comprising an HR manager or senior
generalist position and an HR generalist or HR administrator. An administrative position may be helpful
for organizations that have a heavy administrative workload (filing, benefits administration and payroll).
Other organizations may decide to hire an HR generalist to assist with recruiting and general employee
and benefits issues, freeing the manager to concentrate on more complex employee relations and
performance issues as well as to consult with management on strategic HR and business issues. As an
organization’s needs grow and the HR department expands, the employer may choose to transition
from hiring HR generalists to hiring HR specialists for recruiting, benefits, compensation and other tasks
to provide more in-depth support to the various HR areas of responsibility. Organizations may also
investigate whether outsourcing one or more HR activities would be cost-effective.
Q: My company is about to reach the 50 employee mark and I am the only person in HR. I have
reached out to SHRM advisors for help with new compliance terms and have received great resources.
Any other advice from colleagues on how to keep organized would be great! My issue with being a
department of one is staying on top of everything and fearing I will forget or overlook something!
A: Josie, I'm flattered to hear you mention good things about the HR Knowledge Advisors. That's who we
are :-) . To reach out to other HR professionals, please post your question on the HR Talk Discussion
Board at www.shrm.org/hrtalk
Q: Do pre-employment drug screening results and benefits enrollment forms need to be kept in a
separate file outside from the employee's personnel file? Thanks.
A: It is best for drug test results to be maintained separate from a personnel file. Benefit enrollment
forms may be included in a personnel file as long as there is not any personal medical information
included
Q: I often get frustrated because policies are "verbal" at the company I work at and have requested
"written" policies/handbook etc. to be in place to protect the owner and company. The owner does
not want written policies because he feels the employees will use the written policies to manipulate
their purpose. Any recommendations?
A: As HR Professionals, it is really important to remember that we can provide our insight, our opinion,
provide resources that support our suggestion, but ultimately, big decisions are in the hands of
Executives. As much as we believe they should see our point of view, sometimes they will not. Just know
that you've done your part in making sure the Executive has the resources they need to make an
educated decision on the topic.
Q: An employee took four weeks of "Medical Leave Without Pay". We are a small company with less
than 50 employees. What are your thoughts about requiring employees to pay the full cost of benefits
when they go on leave without pay? This is the entire portion and includes the part typically paid by
the employer. If we were 50 employees or larger, FMLA would prevent us from doing so.
A: Those not subject to FMLA and its maintenance of benefit requirements have the discretion to charge
employees the full premium, COBRA, or contribution only. The decision to do so may be dependent on
what an organization can afford to provide to employees on a non-FMLA leave of absence.
Q: What is the best way to handle Compensation Surveys without spending loads of money? Our
budget is small and my CEO doesn't want to pay thousands of dollars to obtain this information
A: Employers with limited budgets may wish to check in regional salary surveys sponsored by local
business groups. Some sites that provide free salary data are Salary.com and PayScale.com. SHRM also
has an express request function that provides links to organizations that provide salary data that may be
useful - When an organization determines that more than one HR staff member is necessary, it must
decide what level of HR positions is needed. Many employers have a two-person HR department,
comprising an HR manager or senior generalist position and an HR generalist or HR administrator. An
administrative position may be helpful for organizations that have a heavy administrative workload
(filing, benefits administration and payroll). Other organizations may decide to hire an HR generalist to
assist with recruiting and general employee and benefits issues, freeing the manager to concentrate on
more complex employee relations and performance issues as well as to consult with management on
strategic HR and business issues. As an organization’s needs grow and the HR department expands, the
employer may choose to transition from hiring HR generalists to hiring HR specialists for recruiting,
benefits, compensation and other tasks to provide more in-depth support to the various HR areas of
responsibility. Organizations may also investigate whether outsourcing one or more HR activities would
be cost-effective.
Q: I am looking at implementing a parking/mass transit benefit policy that grandfathers in current
employees (the new policy will reduce benefits). Is there risk of us being found guilty of
discrimination?
A: While there is always a risk of discrimination, employers must always be careful to make employment
decisions of all kinds based on strictly objective criteria. Something like how long they work with the
company or whether they were employed by a certain date is objective. Nothing removes risk, but
objective criteria reduce it.
Q: What are common practices for access to confidential information (personnel files, compensation
data, etc.). As an HR Dept. of 1, it's hard to have a "backup" Who commonly handles this in the
absence of Human Resources?
A: In my experience as an HR dept of one, Accounting was my "backup". They understood confidentiality
and had access to a lot of information anyway.
Q: Does this chat count towards PHR certification credits?
A: Sorry, the chat is not available for recert credits.
Q: Do we need candidates to complete a formal application for employment? If so, is there an
application template? Are there other requirements that need to be done? If so, does it depend on
the size of the company?
A: It is a best practice approach to ask candidates to complete applications. It is a good way to ensure
the same questions are asked and collected of candidates. Applications also require candidates to attest
(sign) that the information is accurate, something that a resume does not. Here are some good
resources on designing applications: Guidelines on Interview and Employment Application Questions Sep 2010
http://www.shrm.org/TemplatesTools/Toolkits/Pages/InterviewandEmploymentApplicationQuestions.a
spx
What commonly asked questions should not be on an employment application? - Jan 2012
http://www.shrm.org/templatestools/hrqa/pages/applicationslegalissueswhatcommonlyaskedquestion
sshouldnotbeonanemploymentapplication.aspx
Application samples
SHRM Online
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/1CMS_002126.aspx
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/1CMS_002124.aspx
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/1CMS_019550.aspx
Q: Can you recommend a good timeclock/time & attendance system for about 25 employees. We
would like to use it to track vacation time earned/used as well.
A: We may not make recommendations, but you may find some excellent resources here:
Vendor directory and HR outsourcing resources
http://www.shrm.org/hrdisciplines/benefits/articles/pages/outsourcingresource.aspx
Q: Who exactly should have full access to personnel files?
A: Only those that "need to know" should have access to files. Typically, only HR would have access to
the entire file, and then parts of the file are made available to those that may need it. For example,
payroll may need benefits and tax information, or management may need salary history and
performance information.
Q: If you have a Program Director who supervises staff, but works in two different divisions at two
different rates can they still be classified as Exempt as long as they receive the same bi-weekly and
annual rate?
A: If an individual is working two different jobs, an employer will need to look at all of the duties
combined to determine whether the majority of their duties are spent in exempt level duties. If this is
the case, an individual can be considered exempt as long as they are paid a guaranteed salary. If this is
not the case, the individual would need to be considered nonexempt and would be entitled to overtime
if applicable.
Q: Does SHRM have a good document/template for tracking FMLA leave?
A: We do. See these resources: See this page for sample FMLA Absence Tracking and FMLA Calendar
spreadsheet downloads:
http://www.shrm.org/TemplatesTools/Samples/Metrics/Pages/GeneralHumanResources.aspx
What steps can an employer take to limit the abuse of intermittent FMLA leave?
http://www.shrm.org/TemplatesTools/hrqa/Pages/FMLAAbuse.aspx
Q: Where should you keep references information? What about background checks?
A: In short, larger employers tend to keep pre-employment material separate from other personnel
records. Smaller employers (less than 300) tend to keep those with the general personnel file.
Q: As the new HR Generalist (Department), what suggestions do you have to transition managers into
relaying information and documents regarding employee relations through HR before meeting with
employees
A: It is best to establish procedures and policies for management and HR to coordinate the lines of
communication? A memo or training session should suffice. Describing the expectation and purpose for
relaying the information will further illustrate the need for management to do so. This should assist you
in implementing this procedure and gain the cooperation of management.
Q: Do you think that HR is a job that should be hourly?
A: It depends on the level of HR work that is being done. Many entry level HR positions are hourly
positions while more senior positions such as Manager, Director, etc. are typically salaried.
Q: Going back to the OT for exempt ee payments... we have a creative team who are exempt - but
their hours are entered so that we can track project expenses and for client billing. The manager likes
to pay the team a "bonus" that is calculated by hours worked over 40 per week x their hourly rate
equivalent. Is this a safe practice?
A: Exempt employees make salaries. As long as the salary is paid, anything paid on top of it is okay to do.
Also, keeping record of the hours salaried exempt employees work is also okay to do, as long as those
records are not connected to their pay.
Q: With 130 employees, do you feel it is OK to ask employees to make appointments or call ahead
before dropping in.
A: The answer will depend on the needs and workload volume for that particular organization. HR
should strive to be available as needed; however, there is nothing wrong having set hours for employees
to visit HR or to take an employee's request or concern and let them know that you will follow-up with
them within X hours/days
Q: What are HR titles by rank?
A: Each organization varies, but here's a pretty common escalation of HR titles:
HR Assistant
HR Generalist
HR Manager
HR Director
VP of HR
Chief HR Officer
Q: Is two files enough to keep for an employee, one all medical, including worker's comp and one with
basic info, app, tax forms, evaluations, disciplinary actions?
A: Most employers should have at least 3 files for all employees. 1. private medical information 2. I-9's
and 3. everything else
Q: What is the feeling when you are the only one in the department, and in an official role, about
going to lunch with employees?
A: Relationships with co-workers is a delicate balance. It builds relationships to work together across
functions. However, confidential HR information should not be discussed. It is not problematic to have
lunch as long as HR issues are left out of any discussions.
Q: Is HR dept of one also Payroll dept of one... what if we do all job duties? Would we benefit from
hiring another person?
A: Many HR depts. of one are also payroll depts. of one. In my experience, I was the payroll
administrator and the HR Manager - alone.
Q: How do you balance being an advocate for the employee and working for the administration?
Many issues can conflict - which road do you take?
A: I believe that an HR Professional's first priority is to protect the company. Sometimes, that means
being an employee advocate and other times that means rallying for the business. With each instance, I
would advise looking at that the situation from a "what's best for the organization" point of view.
Q: What is the most effective way to obtain HR assistance?
A: An HR department of one will need to educate themselves on the goals and mission of the
organization and tie HR initiatives to those goals which will assist them in gaining the budget, resources
and tools they need from upper management.
Q: Does SHRM have a good file retention document....does it differentiate paper files from electronic
files
A: Unfortunately, there is no one law that defines a personnel file, or how long it should be retained.
Rather, numerous laws each requiring employers to retain a specific item from the file. Most experts
suggest a 7 year retention time frame to ensure compliance with all applicable state and federal laws.
Below I've listed a SHRM Q&A that discusses this question in more detail.
Q: I am new in this job and discovered we have been retaining terminated employee personnel and
related files for 20 years. What is a recommended approach for maintaining terminated employee
records?
http://www.shrm.org/Publications/hrmagazine/EditorialContent/Pages/0907hrsolutions.aspx
Retention Charts
http://www.lindquist.com/files/Publication/ea5c24cd-da09-4df4-a5f8308e8775ffb8/Presentation/PublicationAttachment/bcac025b-2d60-445d-8c738eb3b1d631e4/Record%20Retention%20Requirement%20Guide.pdf
http://portal.hrthatworks.com/NewsletterPDFs/PersRcrdRetntionCklst.pdf
Q: What type of files should managers hold onto
A: Managers should hold on to nothing beyond what HR is holding on to. They should retain anything
pertaining to employees and the employment relationship.
Complying with Workplace Records and Reporting Requirements - Toolkit - Feb 2012
http://www.shrm.org/TemplatesTools/Toolkits/Pages/RecordsandReportingRequirements.aspx
RECORD RETENTION REQUIREMENTS SUMMARY GUIDE 2012
http://www.lindquist.com/files/Publication/ea5c24cd-da09-4df4-a5f8308e8775ffb8/Presentation/PublicationAttachment/bcac025b-2d60-445d-8c738eb3b1d631e4/Record%20Retention%20Requirement%20Guide.pdf
Managing Personnel Records: Practical, Legal and Security Issues - Toolkit - Nov 2010
http://www.shrm.org/TemplatesTools/Toolkits/Pages/ManagingPersonnelRecords.aspx
Q: We have an even split of remote (home-based) and headquarters-based employees. I am looking
for ways to keep remote employees feeling engaged and part of a team.
A: Here are a few resources that discuss remote workers and inclusion efforts that may be useful:
SHRM's Managing Flexible Work Arrangements Toolkit
http://www.shrm.org/TemplatesTools/Toolkits/Pages/ManagingFlexibleWorkArrangements.aspx
Five Tips for Managing Digital Nomads
http://www.businessweek.com/management/five-tips-for-managing-digital-nomads-07222011.html
Survey: Telecommuters Are Happier and Healthier
http://www.shrm.org/hrdisciplines/benefits/articles/pages/telecommutershappier.aspx
Managing Virtual Teams
http://www.shrm.org/Publications/hrmagazine/EditorialContent/2011/0611/Pages/0611leonard.aspx
Remote Talent Can Serve Up Big Opportunities
http://www.shrm.org/hrdisciplines/benefits/Articles/Pages/RemoteTalent.aspx
Effective Management is Top Mobile Workforce Concern
http://www.shrm.org/hrdisciplines/benefits/Articles/Pages/MobileWorkforce.aspx
Telework Experts Say Employers Can Manage Sight Unseen
http://www.shrm.org/hrdisciplines/technology/Articles/Pages/TeleworkUpdate.aspx
Stay Connected to Ensure Off-Site Employees Remain Engaged
http://www.shrm.org/hrdisciplines/staffingmanagement/Articles/Pages/OffSiteEmployeeEngagement.a
spx
Q: The company I work for does not have job descriptions or exempt vs. non-exempt. My boss tells
me that all salaried employees are exempt...is this true? If an employee "voluntarily" works overtime
is it ok to pay at a straight rate?
A: The Fair Labor Standards Act (FLSA) is a federal law that defines the instances whereby a job can be
classified as "exempt" thus "exempting" the employee from overtime pay in exchange for receiving a
guaranteed weekly salary. Under the law, in order to take away an employee's right to earn overtime,
the job the employee is performing must pass one of the several exemption tests that have been
developed by the Department of Labor.
SHRM has collected multiple resources to help members determine whether or not a position meets the
FLSA criteria to be classified as "exempt" from overtime requirements. The classification of a particular
employee as exempt or nonexempt must be made by someone with detailed knowledge about the
employee's salary and duties. Employers who are uncertain about an employee's status would do well to
err on the side of caution and classify the worker as nonexempt to ensure they have full protection of
the law.
U.S. DOL's elaws - Main Menu
http://www.dol.gov/elaws/esa/flsa/overtime/menu.htm
Once you click on one of the exemption categories (i.e., executive, computer related occupations), you
will be asked to answer a series of questions regarding the position you wish to classify. If you're not
sure which exemption to start with, you may like to begin with the occupational index. This index of job
titles and duties, which is by no means an exhaustive list, is provided as a guide to help users of the FLSA
Overtime Security Advisor determine where to begin their analysis of exempt versus nonexempt status
of a particular employee.
SHRM's Exemption Flow Chart
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/CMS_009647.aspx
SHRM's FLSA Exemption Questionnaire
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/CMS_009647.aspx
SHRM's FLSA Fair Pay Employee Survey
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/CMS_013939.aspx
Q: What is the best way to prepare for the transition of becoming a company of 50 or more
employee?
A:http://www.shrm.org/LegalIssues/FederalResources/FederalStatutesRegulationsandGuidanc/Docume
nts/FederalLawThresholds.pdf contains federal laws by number of employees. HR professionals meeting
50 employees can utilize this tool to prepare. In addition, the links included provide further information
on each federal law for more information on each federal law.
Q: How long should you keep medical files of employees who have been terminated? How long should
you maintain applications? Is it current year plus one or two years?
A: Complying with Workplace Records and Reporting Requirements - Toolkit - Feb 2012
http://www.shrm.org/TemplatesTools/Toolkits/Pages/RecordsandReportingRequirements.aspx
RECORD RETENTION REQUIREMENTS SUMMARY GUIDE 2012
http://www.lindquist.com/files/Publication/ea5c24cd-da09-4df4-a5f8308e8775ffb8/Presentation/PublicationAttachment/bcac025b-2d60-445d-8c738eb3b1d631e4/Record%20Retention%20Requirement%20Guide.pdf
Managing Personnel Records: Practical, Legal and Security Issues - Toolkit - Nov 2010
http://www.shrm.org/TemplatesTools/Toolkits/Pages/ManagingPersonnelRecords.aspx
SHRM Multi- State Chart- Recordkeeping/Access to Personnel Files
http://www.shrm.org/LegalIssues/StateandLocalResources/StateandLocalStatutesandRegulations/Docu
ments/Recordkeeping-access%20to%20files.pdf
PERSONNEL RECORD RETENTION CHECKLIST
http://portal.hrthatworks.com/NewsletterPDFs/PersRcrdRetntionCklst.pdf
Q: When would a "contingent" position become permanent part time?
A: This is something that would be determined by the employer as there is no regulated definition of
employment categories (i.e. temporary, contingent, etc)
Q: Is it required that we have an employee manual? If so, what are the requirements? We have our
polices posted on our intranet, but don't know if that is enough.
A: It is not required to have an employee manual, but it helps. The employee handbook is recognized by
human resource professionals as an essential tool for communicating workplace culture, benefits and
employment policy information to employees. An employee manual typically describes information
about the employer's employment practices, company benefits, equal opportunity commitments,
attendance guidelines, pay practices, leave of absence procedures, safety issues, labor relations matters
and sanctions for misconduct.
Employee Handbook Updates for 2013
http://www.shrm.org/hrdisciplines/employeerelations/articles/Pages/Employee-Handbook-Updates2013.aspx
General/How To ….
Global Employee Handbooks Must Balance Compliance with Culture - Nov 2013
http://www.shrm.org/hrdisciplines/global/Articles/Pages/Global-Employee-HandbooksCompliance.aspx
Toolkit: Developing Human Resource Policies and Handbooks
http://www.shrm.org/TemplatesTools/Toolkits/Pages/DevelopingHumanResourcePoliciesandHandbook
s.aspx
Revisiting Employee Handbooks - Sep 2012
http://www.shrm.org/LegalIssues/EmploymentLawAreas/Documents/LRReport0912.pdf
How to Develop an Employee Handbook
http://www.shrm.org/TemplatesTools/HowtoGuides/Pages/DevelopEmployeeHandbook.aspx
@HR Advisors: You all are doing a WONDERFUL, WONDERFUL JOB! How impressive and learning so
much!
This has been very informative and helpful. Thanks to all!!
Q: Does SHRM have a good template for performance evaluation?
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/1CMS_022791.aspx
Q: How long do you need to retain job applications, resumes for non-hires?
A: Title VII of the Civil Rights Act requires employers to retain all records tied to a particular hiring
decision for a period of 1 year. Federal contractors are required to retain applications for 2 years under
OFCCP regulations. This would include all applications and resumes received for a particular position,
even those who were not interviewed or hired.
Q: If you store all documents electronically, are you okay shredding the paper? I-9s included?
A: In regards to electronic record retention, an employer may keep their personnel and other records
electronically as long as certain protocols are observed. If an employer does utilize an electronic
recordkeeping system, they must ensure that the data is stored in such a manner that it is securely
maintained via firewalls and other security measures, is backed up and provides a way to produce hard
copies of information if necessary (for example, in cases of litigation). Here is a link to a related resource
that may be useful:
SHRM Q&A - General: Personnel Records: Our company is considering converting our hard copy
HR/personnel records to electronic records. What important factors should we consider when
converting to electronic format?
http://www.shrm.org/TemplatesTools/hrqa/Pages/convertingfiles.aspx
If an employer follows guidelines similar to those outlined in the article above, they could potentially
destroy their hard copy records; however, employers should also consult with legal counsel first to
confirm appropriate record retention strategies (to include any information that legal counsel may
suggest to keep hard copies of based on company history/past litigation experience) as well as a
destruction schedule that will meet the organization's needs.
Great chat today. This is my first one.
This has been very informative. Thanks a bunch!! This is my first time participating in a chat like this.
Yes, thank you everyone, for all the questions and the great answers from the advisors!
This has been informative. Thank you.
Great to know we aren't alone!
Q: Do employees that work in other states fall under the laws of the corporate location or those of the
state in which they work?
A: In short, most of the laws of the state where person work will be relevant, but some laws of the state
where the employer is located will also be relevant depending on the law. Employers should be careful
to examine the laws in both states just to be sure. Legal counsel is usually a good resource, too.
This is my first chat and I am learning so much. Thank You Advisors!
I don't feel so alone!
Q: I have recently transferred into our HR Department of one from a totally different dept. My
predecessor is not available to train me. Where should I begin?
A: There are resources from SHRM and the Internet that address an HR department of one and running
a HR Department (see below). In addition, SHRM offers seminars to further one's knowledge of HR
http://www.shrm.org/Education/SEMINAR/Pages/default.aspx
HR of one
http://shrmstore.shrm.org/managing-an-hr-dept-of-1.html
http://www.talentculture.com/leadership/survival-tips-for-hr-departments-of-one/
Starting HR Dept.
Starting an HR Department
Toolkit: Starting an HR Department from the Ground Up - Apr 2013
http://www.shrm.org/templatestools/toolkits/pages/startinganhrdepartment.aspx
Training on How to Run a Human Resources Department
http://smallbusiness.chron.com/training-run-human-resources-department-2921.html
HR Audit to determine gaps:
http://www.laborlawyers.com/files/12635_Employment%20Practices%20Checklist.pdf
http://www.shrm.org/TemplatesTools/HowtoGuides/Pages/ConductanI-9Audit.aspx
http://www.irs.gov/pub/irs-tege/pub4531.pdf
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/personnelfileaudit.aspx
http://complianceplusllc.com/basichrchecklist.pdf
http://alternativehumanresource.com/wp-content/uploads/2011/06/AHR-Checklist.pdf
http://smallbusiness.chron.com/hr-audit-tools-59891.html
http://www.shrm.org/TemplatesTools/Toolkits/Pages/HumanResourceAudits.aspx
Q: When updates and changes are made to the employee handbook are you required to redistribute
to all? Additionally, if no changes are you required to send this out annually, etc.?
A: There is not a law that regulates this, but often times, employers use policies as a way to enforce or
support a decision they've made (like a termination). If an employer is looking to use their
handbook/policies in this fashion, then it is important to make sure these policies are communicated as
a defense -- to demonstrate -- that employees were informed of the policy.
Q: Can we terminate someone coming back from maternity leave if they were on a performance
improvement plan prior to the leave?
A: If an employer is contemplating termination of an employee returning from a maternity or FMLA
leave of absence, they will want to have documentation that supports the reason for an adverse
employment action and also be able to show that the action would have occurred regardless of the
employee exercising their leave rights.
Q: My company is nearing the 50 US employee mark, at what point does FMLA kick in, as soon as we
hit 50 or is it at the beginning of the following year?
A: FMLA is for employers with 50 employees for 20 weeks in the previous or current year and within a
75 mile radius, not as soon as they hit 50 employees.
Q: In regards to FMLA. I have never seen a template which includes a waiver. Is it advisable to receive
a signature as evidence of providing the documents?
A: Based on my experience, FMLA is a federal entitlement. That is to say if the employee needs it, and
they are eligible to receive it, then it is the employers obligation to provide it. I do not think that an
employee can "waive" their rights under FMLA, particularly as it is the employer who is required to
comply with the law, not the employee.
Q: How do I complete an HR audit to make sure we are in compliance?
A: You can take a look at our HR Audit toolkit to get a comprehensive view of the process:
https://www.shrm.org/TemplatesTools/Toolkits/pages/humanresourceaudits.aspx
Q: What course do I start with first in order to begin getting my SHRM cert? Are the courses a
prerequisite for the SHRM prep test course, or can I just skip the HR Generalist, etc., classes and go
straight to the test prep course? Thank you
A: I would suggest taking the cert prep course. It focuses on the learning system and is a great way to
get the information you need and prepare you for the exam.
Q: Is it considered acceptable to keep I-9's in the personnel file?
A: No - I-9 forms should be maintained separate from the personnel file. To leave this form in the
personnel file could lead to national origin discrimination claims.
Q: I'm in an office of 1 HRG with 85 union employees and 30 salary exempt/non-exempt employees.
Do you have suggestions on how to get everything done?
A: Although the typical HR ratio is 1 to 100, when one takes into consideration payroll, benefit,
employee relations and labor relations (CBA), those with a HR department of one can outsource some of
these areas to better manage its HR responsibilities. Here is a resource for outsourcing:
http://www.shrm.org/hrdisciplines/benefits/articles/pages/outsourcingresource.aspx
Q: Do you have a sample diversity plan template?
A: We do! Here are some sample diversity plans we have collected: http://www.alz.org/resource...
http://www.alz.org/resources/diversity/downloads/about_samplediplan.pdf
http://diversity.gsfc.nasa.gov/DCPrivate/Diversity_StrategicPlan.pdf
http://www.osu.edu/diversityplan/index.php
I learned a lot today. Thank you!
Q: Bullying is a phrase that we hear about more and more in the workplace. In a situation where the
bullying has nothing to do with any protected class, are there any resources to help us determine the
seriousness of the bullying in which we would need to do certain things to limit our risk?
A: In short, bullying is bullying, protected classes notwithstanding, and employers must use essentially
the same tools to address it. It is always serious.
Here are some excellent resources:
Contrary to the expectations of most citizens, while it may be both immoral and unprofessional, it is not
illegal in the United States for managers to threaten, insult, humiliate, ignore or mock employees; give
employees "the evil eye"; gossip and spread rumors; withhold information that employees need to
complete their work; or take credit for someone else's work. Unfortunately, these types of behaviors are
not rare occurrences, but occur all too often in many American workplaces.
The physical or emotional health (and sometimes both) of employees working in organizations where
these types of actions are taking place are often severely impacted. In addition, the confidence of the
targeted employee is frequently so destroyed by the repeated negative actions that they lack even the
courage necessary to leave such a toxic environment. Instead, they find themselves trapped in a world
of psychological abuse - targets of a phenomenon that has been labeled workplace bullying. Read the
rest of the Stop Bullying at Work book excerpt at:
http://www.shrm.org/publications/books/pages/excerpt--stopbullyingatwork.aspx
Freedom from Workplace Bullies Week
October 14-20, 2012
http://www.workplacebullying.org/freedom-week/
ARTICLES
What to Consider When There is Workplace Bullying - Dec 2012
http://www.shrm.org/templatestools/hrqa/pages/yellinganddegrading.aspx
How Do I Conduct A Workplace Investigation Into Bullying When There Are No Witnesses? - Oct 2010
http://www.shrm.org/templatestools/hrqa/pages/investigationintobullying.aspx
Workplace Bullying: The Problem - and Its Costs - Are Worse Than We Thought - Jul 2012
http://business.time.com/2012/07/12/workplace-bullying-the-problem-and-its-costs-are-worse-thanwe-thought/
Bullying Is a Confidence Game - Jul 2012
http://blogs.hbr.org/2012/07/bullying-is-a-confidence-game/
Why companies must stop office bullying - Jul 2012
http://www.cbsnews.com/news/why-companies-must-stop-office-bullying/
Dealing With Workplace Bullies - Jul 2011
http://www.shrm.org/legalissues/legalreport/pages/workplacebullies.aspx
HR Urged to Make Organizations Bullyproof - Nov 2011
http://www.shrm.org/hrdisciplines/safetysecurity/articles/Pages/Bullyproof.aspx
My first chat and I also found it very informative. Thank you.
Great chat today. This is my first one.
Q: How long does a company need to retain I-9's?
A: The I-9 retention rule is one of the most complex federal retention rule that exists. This is a great How
to Guide on the retention of I-9's: How to Retain and File I-9 Forms:
http://www.shrm.org/TemplatesTools/HowtoGuides/Pages/RetainandFileI-9Forms.aspx
Q: After a merger of two companies, does the new company have to get I-9's from all of the
employees that they bring over from another company? We pulled all of their files and discovered the
old company never did any I-9's. Are we out of compliance?
A: Yes - an employer would need to obtain I-9 forms for all employees hired after November 5, 1986.
When an employer takes over another company, the acquiring company is then obligated to ensure that
they have I-9 forms for all acquired employees. If any forms are missing, it is the obligation of the new
company to get I-9 forms completed.
Q: What do I look for when seeking an outside HR consultant to assist with determining compensation
strategies for a business of 6?
A: Here are some great resources on selecting consultants: Clients & Consultants: Signs of a Good Match
- May 2004
http://www.shrm.org/hrdisciplines/consultants/Articles/Pages/CMS_008716.aspx
What Businesses Look for in an HR Consultant - Aug 2002
http://www.shrm.org/hrdisciplines/consultants/Articles/Pages/CMS_008761.aspx
Partnerships Can Help a Consultant's Business Grow - Jan 2007
http://www.shrm.org/hrdisciplines/consultants/Articles/Pages/CMS_020057.aspx
Adopt these seven strategies to ensure you get the most from a consultant:
http://www.digital-women.com/cgi-sys/suspendedpage.cgi
Deciding to Hire a Consultant
http://www.planning.org/consultants/choosing/part1.htm
How to Select A Consultant [Doug Williams - Doug Williams and Associates] - 2002
http://www.bizmanualz.com/biznewz/ezine03/select_a_consultant.pdf?link=ezine=ID03
Q: Do you have suggestions for diversity or sensitivity training?
A: You can take a look at our comprehensive toolkit on Building a Diversity Initiative From the Ground
Up:
http://www.shrm.org/TemplatesTools/Toolkits/Pages/BuildingaDiversityInitiativeFromtheGroundUp.as
px
Q: I have a employee who has turned in 2 sets of FMLA papers from two separate doctors. They both
are very vague and I cannot determine if she is really eligible for FMLA or not. Please advise.
A: The FMLA regulations provides for clarification when an employee submits insufficient information.
Here is the information: http://www.ecfr.gov/cgi-bin/textidx?c=ecfr&sid=abbd92cdff37c5d32de741cc5ccc1e81&rgn=div5&view=text&node=29:3.1.1.3.54&idno=
29#29:3.1.1.3.54.3.489.8
Q: Should all job descriptions have ADA language on them?
A: It's considered a best practice approach to have ADA language on job descriptions.
Q: When do you supply an applicant with a copy of their background check?
A: Some states mandate employers provide copies of their records. Some do not. However, employers
usually should not have records they are unwilling to share with employees . Some employers have
formal policies (aligned with their state law) that do not allow employees access to preemployment
documents.
Q: Does SHRM offer classes on FMLA?
A: I would check http://www.shrm.org/Education/SEMINAR/Pages/default.aspx Essentials & Generalists
might cover that topic.
Q: My organization wants me to create an HR manual. Similar to an employee handbook, but content
is all HR related. Any recommendation or template I could follow.
A: Here are a few links to sample HR policy manuals that may be useful http://hr.columbia.edu/policies/hr-manual/operating-policies
https://www.clarkson.edu/hr/op_manual.html
http://www.hr-guide.com/data/014.htm
http://mn.gov/admin//documents/smart_manual/smart_hr_procedure_manual.pdf
Q: Do you have any recommendations for increasing employee engagement?
A: Employee Engagement
The term employee engagement relates to the level of an employee's commitment and connection to
an organization. Employee engagement has emerged as a critical driver of business success in today's
competitive marketplace. High levels of engagement promote retention of talent, foster customer
loyalty and improve organizational performance and stakeholder value.
Developing and Maintaining Employee Engagement
The Evolution of Employee Opinion Surveys—The Voice of Employee as a Strategic Business
Management Tool Oct 2013
http://www.shrm.org/Research/Documents/SIOP%20-%20Employee%20Engagement,%20final.pdf
Overview: Developing and Sustaining Employee Engagement
http://www.shrm.org/TemplatesTools/Toolkits/Pages/SustainingEmployeeEngagement.aspx
Employee Engagement Q&A Oct 2013
http://www.shrm.org/hrdisciplines/employeerelations/Pages/EmployeeEngagement.aspx
Engaged Managers, Engaged Employees - Oct 2012
http://www.shrm.org/Publications/ManagingSmart/Pages/MS-Engaged-Managers-Employees.aspx
SHRM: Job Security Is No Longer Top Driver of Satisfaction - Oct 2012
http://www.shrm.org/hrdisciplines/employeerelations/articles/Pages/SHRM-Job-Security-Is-No-LongerTop-Driver-of-Satisfaction.aspx
(Almost) Everything We Think About Employee Engagement is Wrong - Sep 2012
http://www.forbes.com/sites/dovseidman/2012/09/20/everything-we-think-about-employeeengagement-is-wrong/
Why Remote Workers Are More (Yes, More) Engaged - Aug 2012
http://blogs.hbr.org/2012/08/are-you-taking-your-people-for/
Video: Get Your Employees Engaged - Jan 2012
http://blogs.hbr.org/2012/01/get-your-employees-engaged/
Follow Employee Engagement on SHRM Online
http://www.shrm.org/hrdisciplines/employeerelations/Pages/MorePage.aspx?gid=g_a80d300d_47da_4
575_8ca1_f5bd7d465a5a&t=%3b166%3b&u=&h=Employee%20Engagement&r=%2fhrdisciplines%2fem
ployeerelations%2fPages%2fEmployeeEngagement.aspx&so=DateTime&ao=1
Employee Engagement and Commitment
http://www.shrm.org/about/foundation/products/Pages/EmployeeEngagement.aspx
Employee Engagement: Your Competitive Advantage
http://www.shrm.org/about/foundation/products/Documents/Engagement%20Briefing-FINAL.pdf
2006: Employee Engagement: Lessons and Questions
http://www.shrm.org/about/foundation/products/Pages/06ThoughtLeaders.aspx
Measuring Employee Engagement
SHRM People InSight: An Employee Job Satisfaction & Engagement Survey Service
http://www.shrm.org/Research/SurveyFindings/Pages/PeopleInSight.aspx
Article: Why Aren't More Companies Measuring Employee Engagement? - Mar 2011
http://www.forbes.com/sites/csr/2011/03/16/why-arent-more-companies-measuring-employeeengagement/
Article: Measure Employee Engagement by Staff Actions - Dec 2011
http://www.prweekus.com/article/measure-employee-engagement-staff-actions/1262376
Article: Tools of Engagement - Feb 2010
http://www.shrm.org/Publications/hrmagazine/EditorialContent/2010/0210/Pages/0210rivenbark.aspx
Employee Engagement and Relationship to Profits/Bottom Line
Reports Link Employee Engagement and Customer Experience - Oct 2012
http://www.shrm.org/hrdisciplines/employeerelations/articles/Pages/Employee-EngagementCustomer-Experience.aspx
This article has a flow chart showing employee engagement equals more profits.
Why Employee Engagement
http://www.forbes.com/sites/kevinkruse/2012/09/04/why-employee-engagement/
Increase Profits & Performance through Full Employee Engagement
http://www.achievers.com/resources/webinar/increase-profits-and-performance-through-fullemployee-engagement
How Small Changes in Employee Engagement drive Big Changes to Your Bottom Line (EBITDA) Feb 2014
http://www.capabilityaccelerators.com/blog/post/How-Small-Changes-in-Employee-EngagementDrives-Big-Changes-to-Your-Bottom-Line.aspx
It's Not the Economy, Stupid
http://www.businessweek.com/innovate/content/aug2009/id20090817_671373.htm
How Employee Engagement Leads to Higher Stock Prices
https://www.americanexpress.com/us/small-business/openforum/articles/how-employee-engagementleads-to-higher-stock-prices/
How Does Employee Engagement Improve the Bottom Line?
http://smallbusiness.chron.com/employee-engagement-improve-bottom-line-15482.html
B&Q Boosts Employee Engagement -- and Profits
http://businessjournal.gallup.com/content/1036/bq-boosts-employee-engagement-profits.aspx
Building a High-Performance Culture
http://www.shrm.org/about/foundation/products/Pages/BuildingaHigh-PerformanceCulture.aspx
Employee Engagement Research
SHRM: Employee Job Satisfaction and Engagement Survey Report
2012
http://www.shrm.org/LegalIssues/StateandLocalResources/StateandLocalStatutesandRegulations/Docu
ments/12-0537%202012_JobSatisfaction_FNL_online.pdf
2011
http://www.shrm.org/Research/SurveyFindings/Articles/Documents/110618%20Job_Satisfaction_FNL.pdf
Additional Resources: Employee Job Satisfaction and Engagement Survey
2012
http://www.shrm.org/about/foundation/research/Pages/SHRMFoundationFarndale.aspx
2011
http://www.shrm.org/Research/SurveyFindings/Articles/Pages/EmployeeJobSatisfactionandEngagemen
t.aspx
SHRM Foundation: Employee Engagement in Multinational Corporations
http://www.shrm.org/about/foundation/research/Pages/SHRMFoundationFarndale.aspx
Towers Watson: Study: Over 60% of Employees are not Engaged in their Work - Jul 2012
http://www.bullhornreach.com/article/view/32518?referer=None&shortlink=1131541
Products Available for Purchase in SHRM Store
http://shrmstore.shrm.org/bestsellers/hr-topics/employee-engagement.html
Q: How often should handbooks be updated?
A: Many employers update as they go, but do an annual audit and revision.
Q: What's the best way to put $$ on employee turnover so the directors can see the money it's costing
us?
A: SHRM has a turnover worksheet to illustrate the cost of turnover. I am also providing an article on
this topic. These resources can be shared with your director to illustrate for you.
1) http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/1CMS_011163.aspx
2) http://www.cbsnews.com/news/how-much-does-it-cost-companies-to-lose-employees/
Turnover costs include productivity losses during training, recruiting and lost work while a position is
vacant. For all jobs earning less than $50,000 per year, or more than 40 percent of U.S. jobs, the average
cost of replacing an employee amounts to fully 20 percent of the person's annual salary, the liberalleaning think-tank found in a study that looks at 31 corporate case studies
Q: Any articles that would be good for managers to read that don’t understand the importance of
classifying employees correctly
A: Sure. The biggest penalty that faces a company who misclassifies an employee is the risk of losing the
ability to make employees exempt, and paying of back wages (overtime ) to those employees. Here are
some resources:
This is from the DOL website
Back Pay
A common remedy for wage violations is an order that the employer make up the difference between
what the employee was paid and the amount he or she should have been paid. The amount of this sum
is often referred to as "back pay." Among other Department of Labor programs, back wages may be
ordered in cases under the Fair Labor Standards Act (FLSA) on the various federal contract labor
statutes.
Listed below are methods which the FLSA provides for recovering unpaid minimum and/or overtime
wages.
(1) The Wage and Hour Division may supervise payment of back wages.
(2) The Secretary of Labor may bring suit for back wages and an equal amount as liquidated damages.
(3) An employee may file a private suit for back pay and an equal amount as liquidated damages, plus
attorney's fees and court costs.
(4) The Secretary of Labor may obtain an injunction to restrain any person from violating the FLSA,
including the unlawful withholding of proper minimum wage and overtime pay.
An employee may not bring suit under the FLSA if he or she has been paid back wages under the
supervision of the Wage and Hour Division or if the Secretary of Labor has already filed suit to recover
the wages.
Generally, a two-year statute of limitations applies to the recovery of back pay. In the case of willful
violations, a three-year statute of limitations applies.
Back wages also are available for underpayments to employees under the Davis-Bacon and Related Acts
and the Service Contract Act, among other laws enforced and administered by the Wage and Hour
Division.
Q: Can two locations have personnel files or should only the main headquarter have files?
A: Two locations may have personnel files. That's a matter of employer policy. It is probably safer to
have only one set (electronically retained).
Q: What are some good compensation surveys to consider when you don't have the ability to spend
thousands of dollars?
A: You may want to try HR Express Requests
http://apps.shrm.org/HRResources/ExpressRequests.aspx?type=4 as these provide free resources
Q: Do employers have the right to request a "applicants" social security number? When or when not?
A: There are some states (like California) that have laws preventing this. Most states have enacted data
breach notification laws that make employers responsible if sensitive information is not secured
properly. Therefore, it is imperative that if an employer does request this information on applications
they first ensure that the state laws allow for it and secondly that the information is secured from any
type of breach.
Q: The company has increased to over 50 employees. Does SHRM have a checklist/template for
items/tasks that I need to do to make sure we are in compliance?
A: You can see this guide here:
http://www.shrm.org/LegalIssues/FederalResources/FederalStatutesRegulationsandGuidanc/Document
s/FederalLawThresholds.pdf
Thank you all, I found some of the info and definitely a lot of the links very informative.
Q: Does EEOC notify you if you need to complete forms for the year once you reach 100+ or do they
just expect you to complete what's needed?
A: The EEOC will usually send an annual notification letter; however, employers should set a reminder in
early August to start gathering EEO data in order to meet the annual September 30 deadline
Q: Can I keep the HR files in my office or do they need to be stored somewhere else?
A: HR files can be kept in an HR professional's office. Due to volume, some organizations will use storage
providers such as Iron Mountain. Organizations should take accessibility into consideration when
determining which the best option is.
Q: Where can I find HR record retention guidelines?
A: Here are some good record retention charts:
http://www.lindquist.com/files/Publication/ea5c24cd-da09-4df4-a5f8308e8775ffb8/Presentation/PublicationAttachment/bcac025b-2d60-445d-8c738eb3b1d631e4/Record%20Retention%20Requirement%20Guide.pdf
http://portal.hrthatworks.com/NewsletterPDFs/PersRcrdRetntionCklst.pdf
Q: Temp employees and contract labor...what is the difference and how to choose the classification?
A: A temp is usually hired thru a placement agency. An independent contractor works for themselves
and is not an employee at all. Contract labor is on a temporary assignment. The similarity is they usually
all have specific end dates.
SHRM Members: if your specific question did not get answered or if you have other questions
for the HR Knowledge Advisors, they are ready to help you. Please visit
http://www.shrm.org/HRAnswers for information on how to contact the advisors.
You can also visit www.shrm.org/expressrequests. The Express Request (ER) feature is a self-service,
online benefit that allows SHRM members to request and receive via email information on a wide
variety of HR topics. A response is sent virtually immediately. ER responses are available around-theclock and can be found in the following places on SHRM Online.
Not yet a member? Get immediate access to all the resources by joining as a professional
member at www.shrm.org/join.
Save $15 with promo code CHAT14.