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July Hot Topics:
- How to Write a Job Description
By Human Resources Professional Group - Ten Easy Steps to Creating a Return-to-Work Program
By Eric Sheetz, Commercial Insurance Broker, The Michael Ehrenfeld Co. - DOL Updates Web Tool to Assist Employers in Understanding Federal Health Benefit Coverage Requirements
By Fred Patterson, lll, District Sales Manager, AmCheck
- The Employment Application...Still Viable to the Hiring Process
By Alden Reynoso, VP Recruiting and Client Service, Human Resources Professional Group
How to Write a Job Description
By Human Resources Professional Group
In our June 2012 newsletter, we discussed the pros and cons of using job descriptions. As Human Resource professionals, we encourage the use of job descriptions. There are specific guidelines to follow in order to write a successful job description. Those guidelines will be outlined and detailed in this article.
At times, managers and supervisors find themselves in a bind and need to fill a position immediately. Yet other times there is ample opportunity to seek out potential candidates. Either way, managers should not be overly eager to start the interview process. It is important to sort out and clarify what they are looking for in a new employee.
The first step in formulating an accurate and effective job description should always be a Job Analysis. Gather all pertinent information about the job itself. This includes all tasks, duties and responsibilities. A task is a necessary element in order to perform a job duty. A duty is defined as one or more tasks that make up a substantial activity performed in a particular job. A responsibility consists of several duties that, together, describe the reason the job exists.
A job analysis should also cover the following areas:
- List the mental and/or physical tasks pertaining to the job (managing, planning, lifting or cleaning)
- How will the job be done? (What equipment will be used? What methods will be employed?)
- Why the job exists. (Include job goals and their relationship to other positions within the company)
- The necessary qualifications (knowledge, skills, training)
Employees and supervisors from other companies that hold similar positions can also give you good information for a job analysis. If possible, talk to these individuals for their insight.
Once the job analysis is complete, separate the essential job responsibilities from the nonessential ones. An essential job will be performed regularly, no one else can do it and it will generally comprise more than 20% of an employee's time. A non-essential function is performed infrequently and has little impact to the job if not performed. It typically consumes 5-10% of an employee's time.
Keep in mind that a job may be essential for one setting, but not especially essential in another. Take into account the entire environment and all situations. Also note that it's not necessarily the amount of time an employee spends on a task that makes it essential.
Once the essential functions have been established, be sure to outline them. This is helpful to the hiring process and can be critical for ADA compliance. The ADA requires that employees with disabilities have the same opportunities to execute the essential aspects of the job with or without reasonable accommodation. However, if a particular duty has not been listed as “essential”, it is not deemed as part of this accommodation process.
The Knowledge, Skills and Abilities (KSAs) the potential employee needs to perform the job can be determined with the essential job functions previously outlined. The definitions of KSAs below are defined by the U.S. Office of Personnel Management:
- Knowledge - a body of information applied directly to the performance of a function
- Skill - an observable competence to perform a learned psychomotor act.
- Ability - competence to perform an observable behavior or a behavior that results in an observable product.
The end result of composing a job analysis is the all important job description. The job description should be a conceptual outline of how the job fits within the company and how the position is distinguished from other jobs. It should also present information in terms of how the job will fit into the company's long-term business plan. These concepts can also help you to create a classified ad and recruitment materials.
What specific information should a job description include?
- Particular Information such as the job title, whom the employee will be reporting to and what department they will work in.
- Whether the job is exempt or non-exempt.
- A job summary with the responsibilities highlighted and the overall purpose of the job stated. For instance, the reason for the position to exist, the general nature of the job and a description of what the role will be within the company.
- Job duties are where the essential functions should be listed in order of importance. Everyday tasks can be included as well as any goals that the job holder can expect to accomplish.
- Requirements of the job should include the KSAs as well as the working conditions and any physical requirements. This also includes the work environment. What, if any, machinery would the employee use, how much, if any, client contact and what the expected hours of the job are.
- Minimum qualifications should list any education, certificates, licenses and pertinent experience. What is required or preferred and what might the candidate be trained for?
- Flexibility of position, as in allowing other duties as assigned and flexibility within duties. This may not be allowed in union positions or collective bargaining agreements.
Not necessary to include is the salary level of the job. However, if you decide to list compensation of any kind, be sure it is a range, not a specific amount. Do note that there are a couple of things that should not be included in a job description. Do not refer to a specific gender, as in a salesman, for a job title. It may be regarded as discriminatory. Try not to describe the person, but the job. It is easy to begin a description with the last person who held the job. Do not use strict or excessive requirements. You may pass over a qualified candidate. Try to be flexible with your requirements.
In addition to helping you find a qualified employee, a job description can also help you ascertain whether or not you need a full or part-time employee, and whether or not you should hire a permanent employee versus a temporary employee or vice versa.
As you finish writing your job description, share it. Let your boss or a colleague review it and get their opinion. And remember to review job descriptions periodically as the job duties may be modified and/or the company's goals may change.
Looking ahead to our August article, we will focus on the importance of correct FLSA classifications.
We invite you to contact HRPG if you would like to discuss ways that HRPG may assist your company in working through any of the HR challenges you see for 2012. Contact us at rdavies@hrpg.com or (619)421-0074.
Ten Easy Steps to Creating a Return-to-Work Program
By Eric Sheetz, Commercial Insurance Broker, The Michael Ehrenfeld Co.
The best time to set up your Return-to-Work (RTW) program is before one of your employees is injured. If you have ever dealt with workers' compensation injuries among your workforce, a return-to-work program can help you get those employees back on the job more quickly. Whether you are a small or larger company, you will want to follow these 10 easy steps:
Establish a return-to-work team and assign one individual or the RTW team to be responsible for the program. If you establish a team, include representatives from both management and non-management in the planning process and on the team.
- Develop a policy for return-to-work that reflects your company's commitment to help injured employees get back to work. Include the expectation that all employees will participate.
- Develop functional job descriptions that describe physical and other job requirements for all positions.
- Identify opportunities for transitional duties at your facility. Ask for suggestions from employees. Consider adapting existing jobs and reorganizing current job tasks.
- Educate all employees, including managers, about the value of the return-to-work program to all involved parties.
- Establish a procedure for early reporting of any injury or illness.
- Send the injured employee for medical treatment right away. Give the employee a copy of the functional job description and ask him/her to bring it to the physician. Offer to arrange transportation for the employee.
- Stay in touch with the injured employee. Maintain communication among all parties (injured worker, employer, medical provider, insurance carrier), keeping everyone updated and informed.
- Investigate the incident. Determine possible causes and solutions to prevent similar incidents from occurring again.
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Allow the injured employee to come back to work in an appropriate capacity as soon as possible (according to medical recommendation).
Perform a workstation assessment if necessary to verify job demands. Determine what changes should be made, such as modifying workstations, restructuring job tasks, providing short-term retraining, providing special adaptive equipment, offering scheduling flexibility, and temporary, alternative work that would keep the employee in a productive role.
For more information or questions regarding your companies risk exposure, please contact Eric Sheetz, Property and Casualty Insurance Broker for The Michael Ehrenfeld Co. at ESheetz@ehrenfeldinsurance.com, (760) 809-8510.
DOL Updates Web Tool to Assist Employers in Understanding Federal Health Benefit Coverage Requirements
By Fred Patterson, lll, District Sales Manager, AmCheck
Just a few weeks ago The U.S. Department of Labor (DOL) released an updated version of its Health Benefits Advisor for Employers. This online resource outlines the federal laws that can affect health benefit coverage provided by group health plans. The Advisor explains the legislation, statutes, and regulations in Parts 6 and 7 of Title I of the Employee Retirement Income Security Act of 1974 (ERISA). With all of the ever-changing healthcare laws and proposals that are on the shoulders of our government right now, it's important that employers stay up-to-date on all of the changes taking place. Even more importantly, pay careful attention to the legal updates that may require changes to your business processes.
These updated laws included on the DOL's Web Tool are:
- Consolidated Omnibus Budget Reconciliation Act (COBRA)
- Health Insurance Portability and Accountability Act (HIPAA)
- Mental Health Parity Act (MHPA) and Mental Health Parity and Addiction
Equity Act (MHPAEA)
- Newborns and Mothers Health Protection Act (Newborns Act)
- Women's Health and Cancer Rights Act (WHCRA)
- Genetic Information Non-Discrimination Act (GINA)
- Michelle's Law
The Advisor contains sections on each law, provides a description of the employer obligations contained in the law and any regulations. It also links you to other materials to assist you in complying with that law. You can readily access the updated Health Benefits Advisor for Employers from the DOL website at:
www.dol.gov/elaws/ebsa/health/employer/
The Health Benefits Advisor for Employers is one of a series of e-laws Advisors (Employment Laws Assistance for Workers and Small Businesses) developed by the DOL to help employers and employees understand federal employment laws and resources. To access all of the e-laws Advisors, visit the e-laws website at www.dol.gov/elaws.
To learn more about DOL's efforts to assure the security of the retirement, health and other workplace-related benefits of America's workers and their families, visit www.dol.gov/ebsa.
For more information or questions regarding your payroll processes, please contact Fred Patterson III, District Sales Manager for AmCheck, a payroll solutions firm with offices throughout the United States. Fred may be reached at fred.patterson@amcheck.com or (619) 595-7900.
The Employment Application...Still Viable to the Hiring Process
By Alden Reynoso, VP Recruiting and Client Service, Human Resources Professional Group
More and more organizations are using applicant tracking systems to improve candidate experience and administrative workflow during the hiring process. The form that candidates populate online when they upload a resume as their employment application usually comes to mind first. However, unless your candidates are digitally signing an online application (which your Corporate Council has reviewed and approved) it behooves organizations of all sizes to ensure that they also have candidates complete and sign a hard-copy employment application prior to making an offer.
Employment applications make sense for a number of reasons. Consider the following:
- Allows employers to standardize the information collected. This, along with consistent interview practices, will enable an “apples to apples” comparison of your candidates.
- Additionally, an employment application provides a good opportunity to collect and document information which may not be included on the resume or cover letter. Reasons for prior job changes, contact info for supervisors who might not be listed as a reference, and detailed salary history are all good examples.
- A resume is not a signed document, but an employment application is. A well-constructed application will contain language which will enable the potential employer to verify all the information provided on the application including employment history, education history, degrees earned, etc.
- The application should also include language to the effect that the candidate has read and understands certain policies and procedures. Particularly in California, these frequently include the fact that the employer is an “at-will employer”.
- Reference checking remains a valuable tool not only in the candidate selection process, but also as a way to develop employee performance management strategies. The application is also an opportunity to obtain a signature agreeing to hold harmless anyone providing the potential employer with factual information regarding past employment. With the constantly evolving laws surrounding the use of background and reference checks in hiring decisions, it is increasingly common for individuals to act as an employment reference. Request a copy of a release signed by the candidate before speaking with a potential employer.
Review your employment application annually to ensure it is still in compliance with current laws and recommended best practices. For example, as recently as a few years ago, companies were still routinely asking for Social Security Numbers on applications. Current recommended best practice is to delay collecting that information until the company is ready to run a background check prior to hire.
Additional considerations may vary depending on the state where the employee may be working. Make sure you have your application vetted by a knowledgeable employment attorney.
For more information or questions, contact Alden Reynoso, VP Recruiting and Client Service, Human Resources Professional Group. Alden may be reached at areynoso@hrpg.com, or (760) 730-9531.
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