Who we are, What we do, & How we can best service YOU!
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<ul><li>Slide 1</li></ul><p>Who we are, What we do, & How we can best service YOU! Slide 2 Human Resources: Organizational Structure Slide 3 Human Resources/Payroll New Hire Paperwork Benefits Information Employment Verifications Recruiting Advertisements Unemployment Claims/Appeal Hearings TRS Form Completion Requests UFR Requests Workers Compensation Reports/Updates FMLA/ADA Requests General Employee Changes: Position/Pay Address, Name, DOB, SSN corrections Qualifying Event Information (Benefits Changes) Termination Paperwork Human Resources Receives: Slide 4 Human Resources/Payroll Contracts (Adjunct, Community Coaches, etc.) Timesheets Pay Advance Requests Leave Without Pay (hours or days for pay to be adjusted) Changes in deductions that effect net pay Tax Changes (W4 and G4) Retirement Contribution Changes (403b and 457 plans, forms to be acquired by our VALIC rep, Thomas Smith) Bankruptcy/Garnishment Orders Changes in Direct Deposit Payroll Receives: Slide 5 Payroll Status Change Forms (PSC) Important Information Name of employee Effective Date Budget Numbers Pay Rates (supporting documentation if available, management signature and date) Reasons for Submission Address changes Change in pay (hourly or salary) Change in position---promotion, transfer, additional position termination leave without pay status Slide 6 Termination Paperwork When someone is terminated what do I do? Let Human Resources ASAP & send the following info! 1. Termination PSC 2. Resignation Letter/Termination Document 3. Final and up to date Time and Leave 4. Collected GMC materials (uniform, keys, parking pass, school ID, etc..) (*Reminder, all for cause terminations must be reviewed by VPHR. Final decision is made by area manager or senior manager/direct report to the President.) Slide 7 Performance Management Performance Appraisals Annual Should reflect accomplishments/goals Should address shortcomings and items for improvement Avoid giving positive appraisals if there are concerns Progressive Discipline Verbal Warning (needs to be documented) Written Warning/PIP Final Written Warning (possibly suspension without pay) Termination Slide 8 Common Pitfalls of Performance Management I thought after we talked that one time, things would get better You know how he/she is, thats just his/her personality At first I didnt think it was going to be that big of a deal... I didnt want to say anything, because I thought it would get worse... Things were fine for a while, so I just let these last few issues go... Theyve been here so long, and this is how theyve always been... None of these things make poor performance OK! Slide 9 Performance Management Praise and acknowledge the things that are going well Set realistic goals and manage against those expectations Work through the performance management process in sequence Progressive discipline will be guided by handbook policies Provide adequate support, training, and encourage excellent communication Be consistent Slide 10 Workers Compensation Claims *See Incident Report* Create an incident report immediately Notify HR (Tammy Pennington or Natasha Tremble in Tammys absence.) Relay updates Secure a Return to Work from Physician Slide 11 What is FMLA? The Family and Medical Leave Act The Family and Medical Leave Act (FMLA) provides an entitlement of up to 12 weeks of job-protected, unpaid leave during any 12-month period to eligible, covered employees for the following reasons: 1) birth and care of the eligible employee's child, or placement for adoption or foster care of a child with the employee 2) care of an immediate family member (spouse, child, parent) who has a serious health condition; or 3) care of the employee's own serious health condition. It also requires that employee's group health benefits be maintained during the leave. The FMLA is administered by the U.S. Department of Labor. ---United States Department of Labor; www.dol.gov Slide 12 What is GMCs FMLA Policy? 9.3.2 UNPAID SICK LEAVE Under the Family and Medical Leave Act (FMLA), regular employees who have been continuously employed at GMC for one year and worked a minimum of 1250 hours are eligible for up to 12 weeks of unpaid leave of absence in the following circumstances: A) Upon the birth or placement for adoption or foster care of a child. B) To care for a spouse, child, or parent who has a serious health condition. C) When the employee is unable to work because of a serious health condition. The leave may be taken intermittently or on a reduced leave schedule. The Family and Medical Leave Act (FMLA) requires that every employee who returns from an authorized leave must be reinstated to the former position or an equivalent position with pay and benefits. Certain highly compensated employees, those in the top 10% of the work force, may be denied reinstatement to the same or equivalent position after a leave if the denial is necessary to prevent economic injury to the employer's operations. An employee who has been on extended sick leave must present a physician's statement of physical ability to perform the required functions of the job before the employee returns to work. When on unpaid sick leave, an employee does not accrue sick leave or vacation leave. Slide 13 How is FMLA Managed at GMC? With Strict Confidence No specific questions about condition to the employee No discussions with other employees No emails referencing condition (it is ok to inquire about the leave and the status of the employee on leave in general) When a Manager suspects an FMLA Contact Tammy Pennington Tammy will send FMLA Letter and Forms request Tammy will set dates/deadlines and communicate with management and employee All correspondence with FMLA paperwork and updates are handled by the Benefits Administrator, Tammy Pennington FMLA Leave calculated on a rolling calendar for a 12 month period (Updates on return to work status will be communicated from HR to Management, unless the employee first informs Management, then HR must be communicated with afterwards) FMLA leave and paid time is completely separate FMLA leave is the time in which the employee is under protected leave Paid Leave is the pay status of the employee while on leave Management and Human Resources must work together to avoid FMLA abuse Slide 14 When Should I notify HR of possible FMLA Issues? If an employee is absent more than 3 consecutive days If an employee mentions an impending condition If there becomes a pattern of absences or behavior that starts to jeopardize work performance and you suspect it COULD be medically related. Bottom line, IF YOU ARE NOT SURE, CONTACT TAMMY PENNINGTON! Slide 15 FMLA Return to Work Status Employees could be released with restrictions (light duty), can we accommodate them? Employees stating they have been released to full duty must present a Drs note stating they are released with no restrictions. The employee must be able to perform their essential job functions. Remember, often employees are provided intermittent leave by their attending physician(s). Slide 16 Section 504 Vocational Rehabilitation Act What does section 504 Voc Rehab say? The Americans with Disabilities Act of 1990 gives civil rights protections to individuals with disabilities similar to those provided to individuals on the basis of race, color, sex, national origin, age, and religion. It guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, State and local government services, and telecommunications. Title II of the ADA prohibits discrimination against qualified individuals with disabilities in all programs, activities, and services of public entities. It applies to all State and local governments, their departments and agencies, and any other instrumentalities or special purpose districts of State or local governments. --- www.ada.gov Slide 17 What is GMCs Policy on Section 504? Georgia Military College complies with all Federal and state laws concerning the employment of persons with disabilities, including the Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act of 1973 and will reasonably accommodate qualified individuals with disabilities. It is the policy of the College not to discriminate against qualified individuals with disabilities in regard to application procedures, hiring, advancement, discharge, compensation, training, or other terms, conditions, and privileges of employment. Georgia Military College will reasonably accommodate qualified individuals with a temporary or long- term disability so that they can perform the essential functions of a job. An individual who can be reasonably accommodated for a job, without undue hardship to the College, will be given the same consideration for that position as any other applicant. All employees are required to comply with safety standards. Applicants who pose a direct threat to the health or safety of other individuals in the workplace, which threat cannot be eliminated by reasonable accommodation, will not be hired. Employees who pose a direct threat to the health of safety of the other individuals in the workplace will be placed on appropriate leave until an organizational decision has been made in regard to the employees immediate employment situation. The Human Resources Department is responsible for implementing this policy, including resolution of reasonable accommodation, safety, and undue hardship issues. Slide 18 How is Section 504 Managed at GMC? Employee directly or indirectly makes a request. Refer the employee to Tammy Pennington The request for accommodation is reviewed Is the request reasonable? Does is create a hardship to the college? Request approved or denied by HR Follow-Up with Management and Employee Slide 19 The Hiring Process: UFRs The position becomes vacant because it is either A) A newly created position or B) Filling a vacancy. The position requisition will be sent to Human Resources and the budgeted salary will be verified. Please send supporting budget/salary information [email(s), notes, documents, UFR approvals, etc.] when applicable. If the position is a UFR, send a description of why the position is needed via e-mail to Mark Strom. Mark Strom will review and comment. After comment and discussion, the hiring manager has a chance to re-write the request. If approved, Mark will forward the request to the President for approval. Please be aware that sometimes HR does not support the UFR request; however, it is always your right to take the request to the President. The President will approve or deny the request. Slide 20 The Hiring Process: Posting Openings The hiring manager will create an ad for Amber Raley to post on GMCs website and other selected Media. Any advertisements on other selected media (HigherEdJobs.com, The Chronicle for Higher Education, etc.) will come directly from the hiring managers department budget, not HRs. The hiring manager will also notify Amber Raley of who should be on the hiring committee to receive incoming applications. Amber Raley will read through the advertisement and make sure the requirements are clearly stated in the ad; she will then create screening questions within the application based on the requirements, and forward incoming applications from qualified applicants to the designated hiring committee. The absolute minimum qualification for ALL openings at GMC, regardless of department, is a high school diploma/GED equivalent. Slide 21 The Hiring Process: Making a Decision As applications begin filtering in, hiring managers may contact qualified applicants at any time to conduct phone screens and interviews. Hiring managers may choose how they wish to define qualified applicants. HR suggests creating a matrix to keep the process as fair as possible. (See Matrix doc.) Given the transactional volume and increased responsibilities of HR, we are unable to conduct phone screens. The hiring manager (and committee, when applicable) know exactly what they are looking for and what questions to ask to find the right person. Should the hiring manager and/or committee have any questions about what can/cannot be asked during a phone screen and/or interview, contact Amber Raley. Hiring managers may alert Amber Raley whenever they believe they have a sufficient number of qualified applicants. At that time, she will make the ad private. Once a decision has been made by the hiring manager/committee, the hiring manager will provide Human Resources with the following: A list of all applicants contacted as potential candidates The method used to contact them (phone, e-mail, etc.) The time and date the applicants were contacted Notes on every phone screen/interview conducted Reason(s) each candidate screened/interviewed either were or were not selected See Interview Notes doc. Slide 22 The Hiring Process: Making a Decision (cont.) Amber Raley will log the candidate activity in Hirebridge (per our Affirmative Action Plan requirements). The hiring committee will present the selected candidate to Human Resources to review. Human Resources will go through the applications of the individuals that were interviewed and ask the committee questions about their selection process if necessary. The hiring manager or Human Resources will offer the selected candidate the position. Sometimes in the job offer process, the candidate will ask to negotiate salary above the minimum base pay for the grade. If this happens, there may be a UFR request made to the VP-HR and then to the President to hire in above the minimum of the grade and go beyond the budgeted amount. As with all UFR requests, not all are granted, but hiring managers always have the option to present the request. Slide 23 The Hiring Process: Closing the Job Once there is a verbal acceptance, Human Resources will draft an offer letter for the candidate. The offer letter will be signed by the hiring manager, scanned, & emailed to the address given on their application and the original copy will be mailed to the applicants residence. The applicant will be informed that their hire is contingent upon clearing a criminal background check. Human Resources will ask for a written acceptance from each candidate and each manager should work closely with the new hire to establish a start date; this start date should be communicated with HR as soon as it is agreed upon. Once HR receives a written acceptance, Amber Raley will close the job advertisement on Hirebridge. If the candidate rescinds their acceptance, the job order can either be reopened or reclassified. The hiring manager can go back to the pool of recent applicants for their second choice, create a new ad, or start the process over again. Slide 24 The Hiring Process: Red Carpet Once the new hire has accepted the offer, he/she must submit a criminal consent form and a valid form of identification to their hi...</p>
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