Workforce Planning and Employment
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Transcript Workforce Planning and Employment
Workforce Planning and
Employment
TCHRA
2014
Larry Morgan, SPHR, GPHR, MAIR
Orion HR Group, LLC
©Orion HR Group, LLC
Workforce Planning and
Development
24% PHR
17% SPHR
What areas are covered on the
exam?
Legal and legislative issues
Discrimination issues
Organization staffing
Job analysis and documentation
Recruitment
Flexible staffing
Selection and retention
Organization exit
Records management
Only federal legislation
Key legislation
Title VII of the Civil Rights Act (1964)
Prohibits discrimination in hiring, firing,
layoff, compensation, benefits, training,
promotions / advancement, etc. based on
the following:
Race
Color
National origin
Religion
Gender and gender identity
Sexual harassment
Legislation, continued
Exceptions to Title VII
Work related
BFOQ
Seniority
Civil Rights Act (1991)
Jury trial
Compensatory and punitive damage
limits
15- 100 ees
101-200 ees
201-500 ees
501 and over
$ 50,000
$100,000
$200,000
$300,000
Which statement about Title VII is
accurate?
A.
B.
C.
D.
All employees must go through
sexual harassment training
Discrimination against race and
sexual orientation is prohibited
All employees must be paid the
same
Employees must have an equal
opportunity to participate in
training
Additional legislation
GINA
Equal Pay Act
Fair Pay Act
Age Discrimination Employment Act
BFOQ exception
Bona fide seniority plan
Top executives
Pilot or public safety officer
Pregnancy Discrimination Act
Sexual orientation not covered at federal
level
Legislation
Americans with Disabilities Act
(1990)
Essential duties
Reasonable accommodation
Alcoholism and drug use
ADA Amendments Act (2008)
Expanded ADA
Mitigation
“Regarded as” clause
Reasonable accommodation
Legislation
Uniform Guidelines on Employee
Selection Procedures
Recruitment
Testing
Interviewing
Selection
Performance appraisals
Adverse impact (disparate impact)
concept and analysis for hiring,
layoffs, promotions, etc.
Adverse impact
aka “80%” or “4/5th” rule
A company interviews 60 males and
40 females.
They hire 30 males and 10 females.
What is the selection rate of females?
Does adverse impact exist?
Adverse impact
Group
Males
Females
Number
Interviewed
Number
Hired
Percentage
Hired
60
40
30
10
50%
25%
Answer:
Yes.
Calculation:
50% of the males (high group) were hired. To determine
adverse impact, multiply 4/5 or 80% of 50% = 40%.
Adverse impact occurred because 25% of the females
(low group) were hired, not the required threshold of 40%.
If adverse impact exists….
Analyze data
Review testing methodology for
bias, job relatedness, validity and
reliability
Abandon or modify the procedure
Justify as business necessary
Defenses to discrimination
Work related requirements
BFOQ
Seniority systems
Executive orders
What is an executive order?
Executive order 11246
Executive order 13496
Other
Section 503 of the Rehabilitation
Act
Vietnam Era Veterans Readjustment
Assistance Act
Jobs for Veterans Act
Rehabilitation Act of 1973
The ADA applies to:
A.
B.
C.
D.
Only private organizations with 50
or more employers
Employers who contract with state
or federal governments
All employers, regardless of size
Employers with 15 or more
employees
Immigration
Immigration and Nationality Act
Resident and nonresident
Immigrant and nonimmigrant
Documented and undocumented
Immigration Reform and Control Act
I-9
3 days to provide proof
List A- documents that establish identity and
employment authorization
List B- Identity
List C- Employment authorization
E-verify (may be required for contracts)
Visa
Visa
First preference EB-1
Second preference EB-2
Requires at least Masters Degree
Third preference EB-3
Requires at least two years experience or
training
WARN Act
(may also be state requirements)
100 or more
Full time employees
Full and part time employees working
in aggregate at least 4,000 hours per
week
60 days advance notice to
Affected workers
State dislocated worker units
Chief elected official of the local
government
More laws
Congressional Accountability Act
Uniformed Services Employment and
Reemployment Rights Act
Employee Polygraph Protection Act
Consumer Credit Protection Act
Fair Credit Reporting Act
Fair and Accurate Credit Transactions
Act
Which of the following assists employers in
complying with federal regulations against
discrimination?
A.
B.
C.
D.
Title VII
Congressional Accountability Act
Executive Order 11246
Uniform Guidelines on Employee
Selection Procedures
Equal Employment Opportunity
No discrimination based on a
protected class
EEOC vs. Affirmative Action
EEO Reporting for employers with
100 or more employees
Sept 30 each year
Race, ethnicity and gender
Nine job categories
Applicant flow data
EEOC Complaint Process
Charge filed and employer notified
Employer response
EEOC attempts mediation and
settlement
EEOC findings
Reasonable cause
No determination
No reasonable cause
Affirmative action plans
Preferential hiring based on past
discrimination
Court order
State or federal contracts
Data analysis
Metropolitan Area Statistical Database
Workforce analysis
9 categories
Annual reporting
Key elements of an AAP
Organization profile
Organization display
Workforce analysis
Availability analysis
Placement goals
Applicant Flow Data
Track applications to prove lack of
discrimination
Definition of electronic job applicant
Employer must be seeking to fill job
Individual must have followed the
employers application process
Individual must express interest in a
particular job
Individual must be qualified
Key Cases to know
Griggs v. Duke Power
McDonnell Douglas Corp. v. Green
Abermarle Paper v. Moody
Washington v. Davis
Key concepts to be familiar with
Voluntary compliance with AA
Glass ceiling
Reverse discrimination
Corporate management compliance
evaluation
Quota vs. merit hiring
Employment Practices Liability Insurance
(EPLI)
Vicarious liability
Defamation
Libel
Slander
Sexual harassment
Quid pro quo
“this for that”
Hostile work environment
Sexual or other conduct is so severe and
pervasive that it interferes with an
individuals performance; creates an
intimidating, threatening or humiliating
work environment.
Third party harassment
Same sex harassment covered
Sexual orientation not covered specifically
at federal level but may be harassment
Other harassment issues
Bullying
Social media
Cyberharassment
Intimidation, destruction of property,
sabotage
Jerk behavior vs. harassment
Important to deal with if it involves a
protected class
Employer responses to
harassment
Policy revisions
Social media
Cyberharassment
Code of Conduct
Complaint process
Fast investigation
Training of all employees, especially
supervisors
Why are employers responsible for the
discriminatory action of their
supervisors?
A.
B.
C.
D.
EEOC regulations
Quid pro quo
Vicarious liability
Defamation
Staffing vs. Workforce Planning
Staffing
Identify current human capital needs
Supply qualified labor through
recruiting and redeployment
Workforce planning
Analyze workforce and identify future
needs
Conduct gap analysis
Supply, demand, budget and strategic
analysis
Workforce Analysis
Four stages
Supply analysis
Demand analysis
Gap analysis
Solution analysis
Workforce analysis techniques
Supply analysis – where are we now?
Trend and ratio projections
Turnover analysis
Flow analysis
Demand analysis – Where do we want/need
to be?
Judgement forecasts
Managerial estimates
Delphi technique
Nominal group technique
Statistical forecasts
Gap analysis – What is lacking?
Solutions analysis – How will we get there?
International Workforce Planning
(SPHR only)
Four terms used to describe
international business operations
Ethnocentric
Polycentric
Regiocentric
Geocentric
International workers (SPHR Only)
Parent country nationals
Third country nationals
Host country nationals
Expatriates
Inpatriates
Repatriates
International assignee
Types of International Workers
(SPHR only)
Short term assignees
Long term assignees
Sequential/ rotational employees
Commuting employees
Frequent flyers / extended business
travelers
Stealth expats
Local hires / local nationals
Localized employees
Permanent assignees / permanent locals
Returnees
Outsourced employees
Job analysis
A “Job” is a collection of activities (tasks)
and responsibilities that an employee is
responsible to conduct.
Job analysis is the systematic study of jobs
to determine what activities (tasks) and
responsibilities they include, their relative
importance and relationship with other
jobs, the personal qualifications necessary
for performance of their jobs, and the
conditions under which the work is
performed.
KSA’s
Three key elements are included in a
job analysis
Knowledge
Skills
Abilities
Sometimes
“O” (other such as
working conditions)
Methods of job analysis
Observation
Interview
Open-ended questionnaire
Highly structured questionnaire
Work diary or log
Job analysis outcomes
Job specifications
Education
Experience
Training
Mental abilities
Physical efforts and
skills
Judgment
Decision making
Performance standards
Job description
Job title and
organization
Relationships
Duties and
responsibilities
Essential job functions
Nonessential job
functions
Working conditions
Level of decision
making
Level of financial
accountability
How are job descriptions used?
Recruitment
Selection
Performance appraisal
Compensation and FLSA
Development
Promotions
Discipline / termination
ADA- essential functions
Litigation defense
Skill vs. competencies
Skills
Competencies
Observable and testable
“Price of admission”
More than job knowledge, skills and
abilities
Developed over time
Personal to the employee
Emotional intelligence
Examples
Organization competencies
Which of the following produces a written
summary of the work performed by an
employee?
A.
B.
C.
D.
Job
Job
Job
Job
description
analysis
summary
specification
Recruitment methods
Internal
Postings
Job bidding
Skill banks / skill
tracking systems
Employee referrals
External
Former employees
Previous applicants
Labor unions
Walk ins
Educational institutions or
Alumni associations
Job fairs
Professional organizations
Internet postings
Organization web site
Monster / Career builder
Social media
Professional recruiters
Temporary agencies
State employment agencies
Outplacement firms
Recruiting
Most organizations use both internal
and external methods
Handle recruitment consistently for
all positions to avoid perception of
inequity.
Watch for disparate impact
Affirmative Action plan
requirements
Employees are given an opportunity to
indicate interest in an announced opening
through:
A.
B.
C.
D.
Skill tracking
Succession planning
Job posting
Job analysis
Employment branding
Defines the “EVP”
Employer of choice
Brand pillar identification
Web site
Social media
Work environment awards
Benchmarking
Touchpoint mapping
Media ads
Personalized channels for external audiences
Collateral material
Marketing campaigns
Community events
Evaluating recruitment
effectiveness
Short term
Time to recruit
Cost to recruit
Selection and
acceptance rate of
applicants
Quantity of
applicants
Quality of applicants
EEOC implications
Long term
Performance of hires
Turnover
Absenteeism of
hires
Training costs
Cost per hire
Σ (External Costs) + Σ (Internal Costs)
___________________________________
Total number of hires in a time
period
Recruitment Cost Ratio
External costs + Internal costs
________________________ x 100
Total first year compensation of hires
In a time period
Example
$200,000 x 100 = 10%
$2,000,000
Candidate yield
Determine yield ratio
Number of applicants
Number interviewed
Offers extended
Offers accepted
Male vs. female
Minority
Qualified applicants
______________
Ratio
Total applicants
100
___
300
= 33% Yield
Flexible staffing
Identify function, level of supervision required, time
constraints, financial constraints, concerns over legal
risks and liability
Alternatives
Independent contractors
On call workers
Agency
Temporary employees
Seasonal employees
Temp to hire
Interns
Contract workers
Co-employment / joint employment arrangements
Hiring Process
Identify Needs
Recruitment
Review applications and resumes
Screening and interviewing
Contingent Offer
Testing *
Background Checks
Application process
Forms
Short
Long
Targeted application
Weighted application
Resumes
Prescreening phone calls
Applicant notification
When candidates supply resumes, why
should they also complete application
forms?
A.
B.
C.
D.
It is required by EEOC
It produces information about the
candidate employers cannot ask in
an interview
The forms require applicants to
verify that the content is accurate
The forms are maintained while
resumes should be destroyed
Interviewing
Prescreening interviews
In-depth interviews
Structured
Patterned
Stress
Directive
Nondirective
Behavioral
Situational
Group (team or panel)
Interviewer bias
Stereotyping
Inconsistency in questioning
First impression error
Negative emphasis
Halo / horn effect
Nonverbal bias
Contrast error
Similar to me error
Cultural noise
If the interviewer allows one negative
point to overshadow positive points, it is
an example of
A.
B.
C.
D.
Cultural noise
Contrast effect
Horn effect
Halo effect
Testing
Uniform guidelines on employee selection
procedures
Types of tests
Cognitive ability
Personality
Aptitude
Psychomotor
Assessment centers
Honesty / integrity
Polygraph
Substance abuse
Drug Free Workplace Act
The type of testing which measures
capacity to learn or acquire new skills:
A.
B.
C.
D.
Personality
Psychomotor
Aptitude
Dexterity
Background checks
Fair Credit Reporting Act
Work reference checks
Academic credentials
Motor vehicle /drivers license
Credit history
Criminal background
Social security
Social media
Reliability and Validity
Reliability
Consistent results over time
Same instrument
Different raters
Validity
Content
Construct
Criterion related
Concurrent
Predictive
Which of the following is an
example of construct validity?
A.
B.
C.
D.
Administrative assistants with
college degrees measured against
those without degrees
Flight controllers tested for
leadership and critical thinking
skills
Computer programmers asked to
debug a coding section
New hires are tested and compared
against experienced employees
Realistic job previewing
The good, the bad and the ugly
Provides opportunity for self selection
Examples
Typical day
Organization mission/vision/values
Description of organization products or
services
Positive and negative aspects of job
Opportunities for advancement and
development
Tours of workplace
Contingent job offer
Written offer with title, salary, start
date, reporting relationship,
benefits provided, etc.
Identify specific contingencies
Drug test
Background check
Physical or psychological test
Qualified medical exam
Licensure or certification
Training
Employment contracts
Override “employment at will”
Typically used for executives or sales
May be written or verbal
Terms
Length of agreement
General duties and expectations
Confidentiality and nondisclosure
Invention, trade secret or proprietary information
Non-compete
Compensation and benefits
Terms for resignation /termination
Severance
Change in control
Relocation
Retention issues
Definition
Costs
Financial
Other
Replacement
Training
Strategies
Evaluating retention strategies
Onboarding
Succession planning
Organization exit
Offboarding
Reduction in force
Severance packages
Downsizing
Terminations
Wrongful termination
Constructive discharge
Retaliatory discharge
Coercion
Involuntary discharge
Downsizing
Organization exit
Layoffs / Reduction in force (note
WARN Act)
Merger and acquisition
Severance
Waiver and release
Before conducting a layoff, the
organization should conduct:
A.
B.
C.
D.
A nine factor analysis
A review of personnel files for
performance issues
A review of unemployment claims
Assessment against disparate
impact for age
Terminations
Takes two to hire, two to fire
Voluntary termination
Exit interviews
Outplacement
Termination tips
Do
Give as much warning as
possible
Meet in private
Be respectful
Make sure the employee hears
the termination from a
manager and not a co-worker
Express appreciation for what
they have done
Control the emotions
Provide them with a written
statement outlining last date of
employment, severance,
benefit issues, etc.
Inform other employees,
customers and suppliers with a
simple and basic statement.
Don’t
Don’t leave room for confusion
or ambiguity, inform them
immediately of the termination
Suggest the position is
eliminated and then rehire for
the same role
Don’t debate
Don’t rush the employee off
site unless there is a security
issue
Fire people on significant dates
Make discriminatory statement
Fire when people are on
vacation or have just returned
Discuss the termination with
other employees
Make disparaging comments
Employee records management
HIPAA regulations for Protected
Health Information (PHI) and
electronic PHI (ePHI)
Three files
Personnel file
Benefits file
I-9
Investigative notes
Control access
Record retention
State vs. federal
No clear standards
General guidance:
Payroll records at least three years
Applicant files- one year after position
filed
Personnel files- one year after employee
leaves
Retirement information- lifetime of
employee and contingent beneficiary
Workers comp- employment of individual
Key terms to be familiar with
ADA
Adverse impact
Affirmative action
Age Discrimination in employment Act
Aptitude test
Assessment centers
Availability analysis
Behavioral interview
Bona Fide Occupational Qualification (BFOQ)
Civil Rights Act
Co-employment
Cognitive ability test
Competency
Concurrent validity
Congressional Accountability Act
Construct validity
Constructive discharge
Terms
Consumer Credit Protection Act
Content validity
Contrast effect
Core competencies
Criterion related validity
Cultural noise
Delphi technique
Disparate impact
Disparate treatment
Employee Polygraph Protection Act
Employment at Will
Employment branding
Employment contract
Employment practices liability insurance
Essential function
Terms
Exit interview
Expatriates
Fair and Accurate Credit Transactions Act (FACTA)
Fair Credit Reporting Act (FCRA)
First impression error
Flexible staffing
Garnishment
Glass ceiling
Halo effect
Horn effect
Host country nationals
Hostile environment harassment
Immigration Reform and Control Act
Independent Contractors
International assignee
Involuntary termination
Terms
Job analysis
Job applicant
Job bidding
Job description
Job posting
Judgmental forecasts
Lilly Ledbetter Fair Pay Act
Local nationals
Nominal group technique
Organization exit
Outplacement
Outsourcing
Panel interview
Parent country nationals
Patterned interview
Personality tests
Placement goals
Terms
Polygraph test
Predictive validity
Pregnancy Discrimination Act
Prima facie
Protected class
Quid pro quo
Quota
Realistic job preview
Reasonable accommodation
Reliability
Repatriates
Retaliatory discharge
Sexual harassment
Simple linear regression
Simulations
Situational interview
Skill banks
Terms
Stereotyping
Stress interview
Structured interview
Substance abuse tests
Targeted interview
Team interview
Third country national
Transgender
Trend and ratio analysis
Turnover
Uniform Guidelines on Employee Selection Procedures
Uniformed Services Employment and Reemployment Rights Act
Validity
Vicarious liability
WARN Act (Worker Adjustment and Retraining Notification Act)
Workforce analysis
Workforce Planning
Yield ratios
Your questions?
Larry Morgan
952-210-0742
[email protected]
www.orionhr.com