Human Resource Management for TPAs HR 101 Monday, May 2, 2016, 11:25 AM 12:15 PM

Transcription

1 Human Resource Management for TPAs HR 101 Monday, May 2, 2016, 11:25 AM 12:15 PM Charan Singh, Vice President Operations United Retirement Plan Consultants Charan Singh, Vice President Operations United Retirement Plan Consultants Charan Singh, APA is VP, National DB Operations Manager at United Retirement Plan Consultants in Los Angeles. A veteran of over 15 years in the pension industry, prior to United Retirement, Charan was Vice President and Operations Manager at Union Bank (TruSource), Pension Consultant at Kravitz, and Chief Operations Officer at Cache Pension Services where he lead a total overhaul of operations over 15 months that resulted in a successful sale of the company. At United Retirement, Charan successfully led a multi-year, intra-company effort to reorganize operations along functional lines that led to improved productivity, boosted morale, and improved client retention. Charan specializes in building customer-centric operations processes, and training customer friendly pension administrators with topnotch consulting skills. 1

2 Human Resource Management HRM What is HRM? Policies Practices Systems Influencing Behavior Attitudes Performance Conclusion and Summary 2

3 Strategic HRM Scope of HR Management 101 Analysis and Design of Work HR Planning Recruiting Selection Strategic HRM Scope of Advanced Topics (Afternoon Session) Training & Development Compensation Performance Management Employee Relations 3

4 HR Basics Trends in HR Management Changing Workforce Aging Diversity Skill Deficiencies Knowledge Workers Teamwork Employee Empowerment Traditional Psychological Contract Employers Provide: Compensation, Job Security, Opportunities Employees Provide: Time, Effort, Skills, Abilities, and Loyalty 4

5 New Psychological Contract Employer Employee Flexibility Job Experiences Comfortable Work Environment Employability Financial Incentives Lack of Job Security Work Longer Hours Take Responsibility Equal Employment Opportunity- Federal Laws ACT REQUIREMENTS COVERS ENFORCED BY Thirteenth Amendment Civil Rights Acts of 1866 and 1871 as amended Equal Pay Act of 1963 Title VII of CRA Abolished slavery All individuals Court system Grants all citizens the right to enter into contractual relationships Men and women performing equal jobs receive equal pay Forbids discrimination based on race, color, religion, sex, or national origin All individuals Employers engaged in interstate commerce Employers with 15 or more employees Court system EEOC EEOC 5

6 Equal Employment Opportunity Federal Laws ACT REQUIREMENTS COVERS ENFORCED BY Age Discrimination in Employment Act of 1967 Pregnancy Discrimination Act of 1978 Americans with Disabilities Act of 1990 Prohibits discrimination against individuals 40 years and older Treats discrimination based on pregnancy related conditions as illegal sex discrimination Prohibits discrimination against individuals with disabilities Employers with 15 or more employees All employees covered by Title VII Employers with more than 15 employees EEOC EEOC EEOC Equal Employment Opportunity Recent Changes ACT REQUIREMENTS COVERS ENFORCED BY USERRA 1994 Genetic Information Nondiscrimination Act of 2008 Requires rehiring and accommodation of returning vets Prohibits discrimination based on genetic information Veterans and members of reserves Employers with 15 or more employees Veterans Employment and Training Service EEOC 6

7 Concepts in Avoiding Discrimination Disparate Treatment Differing treatment of covered individuals Disparate Impact Four-fifths Rule Hiring rate of minority group is less than 80% of hiring rate of majority group Use of BFOQ Bona fide Occupational Qualification Example: Requirement of having a male worker handing out towels in a men s locker room Changing Workforce BLS Projections Age, years: Group Percent Change to % 25 to % 55 and older 19.8% Gender Men 4.4% Women 5.8% Race White 2.3% Black 10.1% Asian 23.2% Ethnicity Hispanic Origin 28% White non-hispanic -3.0% 7

8 Analyzing Work & Designing Jobs Raw Input Census, Trust Info Equipment ASC, Relius, Datair, etc. Human Resources Knowledge, Skills, Abilities Activity Trust Accounting, Compliance Testing, Contribution Calculations, Form 5500s Output Client Reports, Government Filings Job Analysis Job Descriptions ( TDRs ) Tasks Duties Responsibilities (Observable Actions) Job Specifications ( KSAOs ) Knowledge factual or procedural information Skills level of proficiency at a given tasks Abilities general enduring capability Other Characteristics persistence, motivation, etc. For complex tasks: Position Analysis Questionnaire and Fleischman Job Analysis System 8

9 Job Design Design for Efficiency Repeatable, quick tasks performed over and over Design for Mental Capacity Filtering information Clear displays and instructions Memory aids Design for Motivation Skill variety Task identity and significance Autonomy Feedback Design for Safety and Health Ergonomics Characteristics of a Motivating Job 9

10 HR Planning Recruitment Influences 10

11 Personnel Policies Internal vs. External Recruiting Promote from within, opportunities for advancement Lead-the-market Pay Strategy Pay more than current market rate for the job Employment-at-will Policy State law plays a role Image Advertising Advantage in highly competitive labor markets Recruitment Sources Internal Sources Job Posting External Sources Direct Applicants Referrals Electronic Recruiting/LinkedIn Advertising/Craigslist? Colleges and Universities 11

12 Recruiter Behavior Recruiter can have an impact on the outcome Too positive leads to unmet expectations Too negative or passive turn off Recruiting Teams Job Expert as a Recruiter Use your senior administrators Selection Process 12

13 Interview Questions Do s and Don ts Permissible Questions What is your full name? Have you ever worked under a different name? If you are hired, can you show proof of age (to meet a legal requirement)? Will you need any reasonable accommodation for this hiring process? Are you able to perform this job with or without reasonable accommodation? What languages do you speak? (Statement that employment is subject to verification of applicant s identity and employment eligibility under immigration laws.) Impermissible Questions What was your maiden name? What s the nationality of your name? How old are you? How would you feel about working for someone younger than you? What is your height and weight? Do you have any disabilities? Have you been seriously ill? Please provide a photograph of yourself. What is your ancestry? Are you a citizen of the United States? Where were you born? How did you learn to speak that language? Interview Questions Permissible Questions What schools have you attended? What degrees have you earned? What was your major? Can you meet the requirements of the work schedule? [ask all candidates] Please provide any names of relatives currently employed by this employer. Have you ever been convicted of a crime? What organizations or groups do you belong to that you consider relevant to being able to perform this job? Impermissible Questions Is that school affiliated with [religious group]? When did you attend high school? [to learn applicant s age.] What is your religion? What religious holidays do you observe? What is your marital status? Would you like to be addressed as Mrs., Ms., or Miss? Do you have any children? Have you ever been arrested? What organizations or groups do you belong to? 13

14 Employment Tests Aptitude tests Job performance tests Personality tests Personality Dimensions Extroversion Adjustment Agreeableness Conscientiousness Inquisitiveness Descriptive words Sociable, gregarious, assertive, talkative, expressive Emotionally stable, non-depressed, secure, content Courteous, trusting, good-natured, tolerant, cooperative, forgiving Dependable, organized, persevering, through, achievement-oriented Curious, imaginative, artistically sensitive, broadminded, playful. Interviewing Techniques - Nondirective Nondirective Interview Great discretion in choosing questions Reply to one or more questions leads to other questions to ask More of a conversation Open ended questions about strengths, weaknesses, career goals, and work experience Reliability is not great Questions are not necessarily valid and some might even be illegal. 14

15 Interviewing Techniques Directive/Structured Structured Interview Questions are tightly organized around job requirements based on the posted Job Description Tasks, Duties and Responsibilities (TDRs) Knowledge, Skills, Responsibilities and Other Characteristics (KSAOs) Interviewers likely to object to being restricted More valid and reliable than nondirective in general Especially when interviewing a large number of candidates Interviewing Techniques Situational Interview Special form of a Structured Interview Describe a set of situations that arise on the job, and elicit reactions High validity in predicting job performance Behavioral Interview Type of Situational Interview Ask candidates about how he or she handled a type of situation in the past Questions about candidates actual experiences appear to have the highest validity 15

16 Interviewing Best Practices Plan your questions for each type of interview Job application get the Permissible Questions out of the way Phone Interview specific set of basic questions No/little diversion from this list Directive/Structured Interview TDRs and KSAOs Situational Interview Behavioral Interview Nondirective Interview look for personality dimensions Keep a scoring sheet of candidates across multiple interviewers So you can compare and contrast candidates and fine tune your selection process Making the Selection Who do you Like vs. Best Fit for the position Best combination of Ability and Motivation Use the Multiple-Hurdle model Remove candidates from the running based on performance in each stage Who communicates the decision? Negotiate any pay, benefits, and work arrangements for higher level (managerial or professional) positions Offer letter get very specific Job responsibilities Work schedule, rate of pay, starting date Require acceptance by a specific date to avoid open ended situations 16

17 Strategic HRM - Scope of Advanced Topics (Afternoon Session - Reminder) Training & Development Compensation Performance Management Employee Relations References Employment Projections , Bureau of Labor Statistics Retrieved from: Noe, Hollenbeck, et al., Fundamentals of Human Resource Management, McGraw Hill

18 Contact for Further Questions Charan Singh, APA Vice President, Operations United Retirement Plan Consultants Office Phone: Cell Phone: