Agenda

Block I: LEGAL ASPECTS OF HR MANAGEMENT

(Monday and Tuesday)
Employment Law Overview: Knowledge Every Manager and Supervisor Needs to Have to Reduce the Employer's Legal Risk
Employment Discrimination Law

• Title VII of the 1964 Civil Rights Act (discrimination and retaliation)
• The Age Discrimination in Employment Act
• The Americans with Disabilities Act (including reasonable accommodation and undue hardship)
• The 1991 Civil Rights Act
• The Equal Pay Act
• Executive Order 11246/Affirmative Action
• The Rehabilitation Act
• State discrimination laws

Kinds of Discrimination

• Disparate treatment
• Disparate impact
• Harassment (including sexual harassment)

How Discrimination is Proven

• Direct evidence ("smoking guns")
• Circumstantial evidence
• Statistical/numerical evidence

Specific Laws/Rules Regarding Employment Termination

• "Employment at-will"
• Public policy discharge
• Implied contracts
• Whistle-blower laws

Labor Standards Laws

• Fair Labor Standard Act (wage-hour, overtime, child labor)
• Occupational Safety & Health Act
• Family & Medical Leave Act

Labor Law - The National Labor Relations Act Miscellaneous

• Worker's Compensation
• COBRA
• ERISA
• WARN
  

Potential Personal/Individual Liability of the Manager/Supervisor Safety and Security Issues in Today's Workplace How to Cope: Complying with the Legal Requirements
Employee Selection: Hiring and Interviewing Employees

• How to avoid costly hiring mistakes
• What to look for
• What not to ask
• Negligent hiring
• Objective vs. subjective criteria
• Workplace diversity issues
• Employee orientation
• Drug testing/medical evaluations

Managing, Training and Supervising Employees

• What is/is not "harassment" on the job
• The importance of good communication
• Negligent retention/supervision
• Job assignments/onerous work/overtime
• Employee safety
• Job accommodation/pregnancy/family-medical leaves
• Employee privacy/electronic monitoring
• Drug and alcohol policies/practice
• Investigating/reporting employee complaints
• The supervisor or manager who keeps notes, a diary, or a notebook about his/her employees

Evaluating/Appraising Employees

• Importance of the evaluation in litigation/employee relations
• The biggest obstacles to honest, accurate evaluations
• How to correct performance/conduct problems
• The self-appraisal as an important management tool
• How to say what you mean on an evaluation

Employee Discharge and Discipline

• A detailed checklist for supervisors and managers to reduce the likelihood of "wrongful discharge" and/or claims of discrimination
• Unemployment claims
• Requests for a job reference/defamation risks

Block II: Human Resources Management

(Wednesday, Thursday, Friday) Through a Strategic Planning Case Study, participants will learn to assist in the development of their own organization's Strategic Human Resources Plan through the use of systematic processes and HR metrics. Strategic HR Management — is concerned with maintaining organizational competitiveness by achieving HR effectiveness through the use of HR measurement and HR technology. Through HR planning, managers must anticipate the future supply and demand for employees. An additional strategic HR concern is employee retention. Learn about what the HR Strategic Role entails and how to leverage them at your organization. We will review HR roles, competencies, and current challenges such as: The globalization of business; economic and technological changes; occupational shifts; workforce availability and demographics; and organizational costs. Learn the value of HR Effectiveness and Financial Performance by determining the ROI of all resources and expenditures. Learn about the HR scorecard, measurement and benchmarks and how to show value to your organization.


Equal Employment Opportunity (EEO) and Diversity — EEO laws and regulations require compliance that affects all other HR activities. The diversity of multicultural and global workforces has created more challenges. For instance, a company must have sufficient diversity to meet affirmative action requirements. In this section you will learn:

• how to conduct an HR audit
• what EEO record retention is
• what an EEO reporting form is
• what Applicant Flow Data means
• what are executive orders
• what types of diversity training are available.

Staffing and Retention — emphasizes the need to provide an adequate supply of qualified individuals to fill the jobs in an organization. Job analysis serves as the foundation for achieving this goal. Learn how to choose the proper job analysis strategy and the difference between job task analysis and competency based job analysis:

• Learn what the steps of the job analysis process are.
• Learn to develop proper job descriptions.
• Understand that recruiting applicants and selection are required to procure a workforce.
• Learn about the employee psychological contract; job satisfaction; individual performance factors; motivation strategies; retention interventions; and cost of employee turnover.
• What is employment branding and how your organization should do it.
• What are the internal and external recruiting sources you should tap?
• How do you properly select and place candidates?
• What is the selection process and should you test?

Talent Management, Performance Management and Development — encompasses:

• Orientation of new employees
• Training
• HR development of all employees and managers to meet future challenges
• Career planning
• Performance management which focuses on how employees perform their jobs
• Succession planning
• Workforce realignment
• Mergers and acquisitions
• Types of training deliveries, assessments, and learning styles
• Training metrics
• Benchmarking
• ROI analysis
• Effective Performance Management Systems should do the following:
  
  • Clarify what the organization expects
  • Provide performance information to employees
  • Identify areas of success and needed development
  • Document performance for personnel records
  • Learn about the different types of performance appraisals and how to maximize them for your company