HR Support Thought Processes

Workforce Planning

Example:

A program needs to have a full staff of workers for a 24/7 operation to support Intellectually challenged clients. If there is a shortage of staff or an inadequate number on shifts to support the clients, the company will be out of compliance, a decrease in quality of care, exposure to accidents, overtime, loss of revenue and poor brand image. A very detrimental impact that can be difficult to recover from. This is where workforce planning comes into play.

• Understand the current and future business goals of your division
• Understand how your business makes money
• Identify the capability and capacity of the current workforce of your division to meet these goals. Which roles are truly critical to the business strategy?
• HR assesses the current and future supply of internal talent to fill the roles
• Identifying gaps and using the information to guide the building of the division’s workforce strategy.
• If no one internally is ready for a vacant role:
  • Buy (recruit externally)
  • Borrow (Assign someone temporarily to the role from another part of the organization)
  • Build (giving opportunities to internal candidates, mobility, short term assignments and mentoring programs).
• Other components that come into play here include:
  • Leadership Development
  • Career Paths
  • Retention planning
  • Performance Management
  • Potential retirements
  • Identifying job and competency needs.

New Job posting or opening Request

• New Role
  • Confirm that the role is budgeted
  • Check for required job description components (program summary, job summary, job duties, minimum requirements) and job code-if new job code is sought, look across the organization for similar roles.
  • Understand what the role does/will do to ensure that the role is not a duplication of an already existing role within the division or shared services.
  • If all checks out, work with recruiter and hiring manager on recruitment strategy.
  • Once position is filled, ensure that the Applicant Tracking System data is completed and closed out. (In this case, the requisition is closed, and the job seekers are assigned a status and disposition code)
• Replacement Role
  • Confirm with finance that replacement is approved.
  • Quick review and understanding of job role if any enhancements are required
  • Work with recruitment on posting and strategy

Closing an existing program

(Partner with Finance and Program Director/EVP)

• Obtain clear timelines
• Ensure that you are an integral part of the transition team.
• Bring in other SME’s were needed from Compliance, HR Operations, Benefits and L&D
• Get a determination of what roles will be affected by the closure
  • Will WARN (Workers Adjustment and Retraining Notification Act, relevant with location closures affecting a minimum of 50 employees) be a factor? If so, prepare relevant notifications taking State/Local laws into consideration
  • For the roles that will be affected-are there other opportunities within the region for reassignments?
  • Where job opportunities exist but there are not enough roles for positions that will be eliminated-discuss setting up an objective selection process (templates exist)
• Discuss the need for severance, retention bonuses and communication plans, (the Legal Team needs to be involved in drafting the release documents)
• Where relevant, be aware of Facilities, Fleet and IT plans and make sure they are in the loop for asset transition

Promotions

• Be sure the Corporate-Wide Parameters around Role Creations and Role Changes policy is adhered to
• Is there a replacement for the role being vacated?
• What is the transition plan for the newly promoted employee and their orientation into the new role?
  • For a new supervisor/Manager/Director what new manager trainings or orientations are they signed up for?
  • Explore the need for a culture buddy or mentor

Employee going out on medical leave

• How is the role the employee is vacating being covered during the leave?
• Partner with the Leave Administrator on leave timelines and employee return to work clearances
• If ADA applies, you must be involved with the interactive process from the 9th week of the FMLA period
• If employee is still out after 12 weeks of FMLA, there are two options:
  • Terminate to avoid further complications and rehire the employee when they are ready to return to work and there is a comparable role available.
  • Partner with Legal (where legal is available) if ADA accommodation is being requested to ensure that we set up a favorable situation for the employee and the Company

Conduct Unbecoming

(Please consult the HR Policy for examples of what constitutes conduct unbecoming at your Company)

• Investigation to corroborate the gravity of the Policy Violation
• Does the Corporate Personal Policy Manual support terminations without documentation in the situation?
• Documentations and further disciplinary actions are always alternatives
• Check with Legal if termination is the option to review for feedback/further recommendations.

Insensitive Comments

(Related to harassment, generally offensive, sexist or racist)

• Review the complaint to get the full picture of the situation
• Based on the results of the investigation, decide on appropriate actions:
  • Disciplinary actions where appropriate
  • Team building and mediations partnering with the OD team

Physical Altercation

• Gather statements from witnesses on the incident
• Review Administrative Operating Principles & Policies for process confirmation
• Make recommendations on disciplinary actions

Difficult Employees/Employee Relations

• Investigations are always a good start to validate most complaints or gathering information from all relevant parties.
• Check for any past trends or reports related to all parties involved
• Before you propose solutions, research policies, practices or employment law that back your position
• Consult with Senior HR Management or Legal Team where applicable
• Upon completion, remember to log the incident in the investigations and Incident log in a Confidential HR folder/ Drive

Harassment

• Investigations are always a good start to validate most complaints or gathering information from all relevant parties
• Per Companies’ practice, paid suspensions might come into play to make responses to investigations easier and create a more conducive environment for the investigation
• Check for any past trends or reports related to all parties involved
• Before you propose solutions research policies, practices or employment law that back your position
• Consult with HR Management or Legal Team where applicable
• Upon completion, remember to log the incident in the investigations and Incident log in the HR Shared Drive

HR Data/Analytics Interpretations

• Turnover plus Exit Interviews (Predictive analysis)
  • Look out for trends:
    • Which positions turnover the most?
    • Timelines (0-1 year, 1-2 years, etc.) for the most turnover
    • Length of service for the most turnover
    • Programs, Regions, Divisions, Positions, Directors with most turnover
    • Is there any correlation between exit interview data wand turnover data?
  • Cost of early exits (Time spent filling the vacant role, Time that coworkers and manager/supervisor combined will need to make up for the vacant role (overtime, added shifts, etc.), related training and orientation costs)
  • Check out On-Demand Turnover roster reporting
  • Annual reporting data that should be analyzed prior to meeting
• Recruitment
  • Average number of openings per month/quarter/year (vacancy rate)
  • Time to fill/hire
  • Cost per hire (Total internal Recruiting Costs +External recruiting costs in a given time frame, like fiscal year)/ (total number of hires in each time frame)
    • Internal Costs: Recruitment team salaries plus fringe costs, any referral bonuses.
    • External costs: Related Agency fees, cost of job boards, Technology costs, career fairs/recruitment event costs, travel costs, sign on bonuses and relocation costs.
  • Time since last promotion (High potentials)
  • Regretted Turnover (An employee’s departure from a company that has a negative impact on the team or organization.)
  • Cost of turnover (Time spent filling the vacant role, Time that coworkers and manager/supervisor combined will need to make up for the vacant role (overtime, added shifts, etc.), related training and orientation costs)
  • Source of hire
  • Company surveys (review for feedback and suggestions)
  • Succession Planning
  • Compensation
  • On-Demand roster reporting instruction for new hires housed in the HR Drive
• Overtime
  • look for correlation with vacancies
  • Division with highest overtime costs
  • Program/Unit/individuals with highest overtime costs and correlation to vacancies, ratios and concerns for abuse.
• Affirmative Action Plans
  • Flags around utilization and adverse impact
  • Review and discuss applicant tracking compliance
  • EEO 1, DFO/Financial Edge Program Address confirmations
  • Correlate AAP/Veterans 4212
  • Track and follow up with Programs on Remediation Actions
  • Pay attention to the assignment of Job Titles in the EEO 1 groupings

Programs

• Billable hours per employee
• Revenue per employee
• Engagement rating
• Ratio of HR professional to employee

Compensation Planning

• Check benchmarking of the roles you support via a standard Compensation Benchmarking tool and other relevant surveys
• Ensure there is clarity on how the company is approaching yearly increases

Performance Improvement Management Process

• Documentation is critical
• Ensure the organization’s progressive disciplinary process is strictly adhered to
• The goal of the process should be, to revive the performance of employees going through performance challenges

Terminations

• Voluntary
  • Confirm receipt of a resignation letter or notice
  • Ensure follow up on Exit Interview scheduling
  • Close out process/paperwork, ensure that the Off-Boarding checklist is completed, all Company assets recovered and the rehire eligibility properly accounted for in the HRIS system.
• Involuntary
  • Review documentation of performance management process to ensure progressive discipline process was followed. If it has, termination should not be a surprise to the employee
  • Where applicable, help managers think through the termination process to ensure that it is done professionally and with respect. Our role through the process is to help the employee leave with dignity
  • If the situation is due to conduct unbecoming that calls for immediate termination, discuss the situation with managers involved and if there is even the slightest possibility of violence, look at various alternatives to ensure the safety of employees and clients on site
  • HR participation should result in a smoother process and fewer disgruntled employees
  • Close out process/paperwork, ensure that the Off-Boarding checklist is completed, all Company assets recovered and the rehire eligibility properly accounted for in the HRIS system.