Writing an Employee Handbook (TELECONFERENCE)

HRnewswatch.com Writing an Employee Handbook

November 13, 2007Time: 1:00 pm ET (12:00 pm CT, 11:00 am MT, 10:00 am PT) Length: 1 hour 30 minutes

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OVERVIEW

Are you overwhelmed with the task of revising your existing employee handbook or of preparing a new employee handbook? Are you unclear about what types of employment policies are required by federal law? Stop worrying and attend this teleconference. You will learn which policies are required by law and what employment laws apply to employee handbooks. Take the first step to creating your employee handbook – register for this teleconference today.   AGENDA I. Overview A. Teleconference Overview B. Why Do I Care About an Employee Handbook? C. Proactive vs. Reactive II. The At-Will Employment Relationship A. General At-Will Rule B. What Are the Exceptions to the General At-Will Rule? III. The Guts of an Employee Handbook A. Mission Statement B. Employee Relations Philosophy C. Modification of Policies D. Compliance With Governmental Laws and Regulations E. Employment at Will F. Equal Employment Opportunity G. Reasonable Accommodation H. Anti-Harassment I. Performance Reviews J. Pay Raises K. Personnel and Medical Files L. Keeping Information up to Date M. Separation From Employment N. Probationary Status O. Categories of Employment P. Ethics Q. Definition of Workweek and Workday R. Attendance and Punctuality S. Leaves of Absence T. Inclement Weather U. Payday V. Payroll Advances W. Code of Conduct X. Violence in the Workplace Y. Employee Benefits Z. Safety 1. Company Policies and Procedures 2. Smoking in the Workplace 3. Drug and Alcohol Use 4. Personal Telephone Calls 5. Dress Code 6. Religious Accommodation 7. Outside Employment 8. Business Opportunities 9. Parking 10. Solicitation and Distribution of Materials 11. Protecting Company Information 12. Disciplinary Action 13. Electronic Communications 14. Tape Recording 15. Employment Verification 16. Wrap-Up, and Questions and Answers   FACULTY Michael J. Sciotti, Hancock & Estabrook, LLP Michael J. Sciotti is an attorney with the law firm of Hancock & Estabrook, LLP. He is a graduate of the Rochester Institute of Technology (B.S. degree) and the Syracuse University College of Law (J.D. and LL.M. degrees). Mr. Sciotti is a partner with the firm and is the chair of the firm 19s Labor and Employment Law Practice Group. In addition, he serves as a member of the firm 19s Intellectual Property and Healthcare Practice Groups. His practice work includes jury trials, investigations, labor audits, supervisory and employee training, claims under the Title VII of the Civil Rights Act, Age Discrimination in Employment Act, Americans with Disabilities Act, Fair Labor Standards Act, Family and Medical Leave Act, Employee Retirement Income Security Act, New York State Human Rights Law, New York State Workers 19 Compensation Law, New York State Labor Law, employment agreement disputes, trade secret and copyright litigation, and pharmaceutical price dispute litigation. Mr. Sciotti is a member of the American Bar Association, the New York State Bar Association, the Onondaga County Bar Association, the Northern District of New York Federal Bar Association, the New York State Academy of Trial Lawyers, the Society for Human Resource Management and the Defense Research Institute. He has spoken at numerous seminars on a wide variety of labor and employment topics, and is a mediator, arbitrator and early neutral evaluator for the U.S. District Court for the Northern District of New York.   TELECONFERENCE OVERVIEW   * 90-minute seminar (Travel-Free) delivered over the phone. * Unlimited listeners per connection – bring the entire department. * 30-minute Q&A session with the experts. * A professionally prepared reference manual. * Continuing education credits available for most teleconferences

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Job Description

I’m preparing a Job description bank for all our employees. The way I do it is list the job titles at our company, then search as many descriptions as I can from job sites and links like below, then I meet with the employee and do a Q/A session then meet with department managers and go through the results, then have the CEO approve them and I’m done.

This of course can help me in setting the career path for each employee and also setup a succession plan as well, then I can see if who needs training and in what field.

If anyone knows or can add to this way of doing it, please do so.

Thanks,

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	>>	Sample Job Description
		Traditional
		Skill Based Matrix

SAMPLE JOBS
	Assembler Descriptions Network Analyst Descriptions

Warehouse Worker Job Description

Sales Representative Description

Mechanic Job Descriptions

Human Resource Generalist Descriptions

Machinist Job Description

Corporate Attorney Job Description

Shift Supervisor Job Descriptions

Engineer Job Description

Plant Manager Description

Accountant Job Description

Administrative Assistant Descriptions

Supervisor Descriptions

Executive Secretary Description

Manager Description

Computer Technical Descriptons

Controller Descriptions

Help Desk Description

VP – Sales & Marketing Descriptions

LAN Administrator Descriptions

VP – Human Resources Description

Computer Programmer Description

CFO Description

Application Analyst Desciptions

CIO Descriptions

Systems Analys Description

CEO/President Descritption

Call Center Customer Descriptions

Service Representative Job Description

Hiring and retaining quality workers is difficult. That is why a good hire starts with an excellent job description. We offer a wide range of job description forms that will help your organization by using them as-is or modifying them as a template to suit your particular job opening.

Download and use the Job Descriptions that we are offering. They come in MS Word format, as well as in PDF.

Job descriptions are crucial for hiring and retaining the best workers. Often, employees are lead to believe a job is one thing only to be disappointed to find that the employment is not as satisfying and challenging. The result is an employee who is difficult to motivate.

One root cause is the job description originally drawn up the organization itself. It is important to do yearly job surveys in order to understand exactly what the employees are doing. What some managers fail to understand is that employee roles tend to change and morph according to their skills and talents as well as evolving workplace demands.

For this reason we advocate that the HR manager or other administrator conduct an employee job survey and review their Job Descriptions to make sure they match up. Any subsequent employee search will be dependent on an accurate description so that when the employee is hired there will be no surprises, and the quality level and productivity will rise company-wide.

 

The 6 Employee Types: What Jobs Do They Match?

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Author Richard Warner says you must know what personality types employees are before you can match them to the right jobs. He outlines 6 types in a recent book.
There’s been a lot of talk in business circles lately about “alignment,” which basically means getting all the assets of your business pointed toward the same goals.
In people terms, that means matching the right person to the right job. The first step in that process is knowing the types of personalities frequently found in business, and what kind of jobs they’re best for.

One author who’s identified these common personalities is Richard Warner, founder of Warner Design Associates in San Diego, California, and author of the book All Hands on Deck: Choosing the Right People for the Right Jobs. Warner recently wrote a white paper outlining 6 personality types for our subscription website, HR.BLR.com.
Here’s a digest version of what he had to say. Because he gave his book a nautical theme, he extended that notion to the names of his 6 personality types:
–The Captain. This is your C-level person, in a business facility, just as on a ship. Captains, says Warner, know the fundamentals of all parts of the business and how to delegate tasks to make that business go, without overmanaging. Warner compares them to “ideal parents,” who “never play favorites and always take time to address problems and give encouragement and advice.” Captains, says Warner, should be given full power to enforce all regulations in their areas.
–The Explorer. Just as in the world of science, explorers constantly seek new ideas and territories to counter. They’re risk takers and yes, often rule benders. But if you give them the latitude they crave, they can take your company to whole new worlds. “If you want to develop new ideas and be innovative with old ones, find yourself an explorer,” says Warner. But, he also warns, “rein in the explorer from far-fetched or impractical ideas.”
–The Navigator. Some may know this person by another name: the administrator. He or she will likely never be celebrated on a plaque in the lobby as a captain or explorer might, but they keep things on course and sometimes can show real vision in doing so. “Navigators think linearly,” adds Warner, “so explain your company’s history and progress. They thrive when they understand how your company got to where it is today.”
–First Mates are also administrative in nature, but less visible than Navigators. “They move about almost unnoticed,” says Warner, “but they are kind, diplomatic, and above all, dependable.” And they get things get done. Give first mates lots of praise, Warner advises, and “encourage them to speak up when they observe any problems within the company.”
–The Crew Member. While all the above are making sure work gets done, somebody has to actually do it. That’s the job of the crew. These folks are usually dependable but with ambitions limited to doing a good day’s work for a fair rate of pay. Warner strongly advises making sure that crew members have their responsibilities in writing, lest some “fall by the wayside.” Also, he reminds readers, give the crew credit for what it does. No matter how good the supervision, nothing would happen without them.
–The Stowaway, says Warner, “wants a free ride.” After worming their way into your organization with a spectacular interview, stowaways aspire to doing the least work for the most pay. Because they’re usually intelligent, Warner recommends trying to work with them. What if things don’t turn around? “Throw them overboard,” Warner says.