Notes from – October 20, 2005
Council meeting-open forum
- Review of last meeting, format: Everyone agreed that they enjoy getting the notes from the meetings. The suggestion was made to have someone take actual minutes eventually.
- Web site/content: the possibility to have a webpage was discussed, which everyone agreed it was something to pursue. Suggested content ranged from a password protected archive of meeting minutes, useful links and articles pertaining to hot HR related issues facing credit unions, and a possible forum to share questions, suggestion and comments. Christine Howard offered to have an “ask the expert” section where a question submitted by a council member could be addressed by one of their labor law attorneys each quarter.
- Topics discussed in the round table with Christine Howard from Fisher and Phillips, LLP contributing to the open forum:
*Absenteeism?
A credit union had asked that we pose a question to the Council on what do you do if someone has exhausted all PTO or vacation/sick time and is still having issues with excessive absenteeism? All agreed that this was a shared problem; they would allow time taken after exhausting balances to be unpaid, and to follow a progressive discipline policy to combat this issue. The frustration of it falling on the managers to “follow up on it” is present and a challenge. Management should be trained in providing HR notices of excessive tardiness/absenteeism, etcetera. Without the paper trail, disciplinary actions relating to this issue could be hard to combat. And of course, the policy would need to exclude protected absences such as FMLA.
Side note: it was expressed that most credit unions feel they never win an unemployment claim for letting someone go due to excessive absenteeism or tardiness -- even with backup.
*Company car policies?
These were discussed on who has one, and how long or detailed is the policy? Logistics such as do the employees keep the car with them or leave at work and or any problems or issues were shared.
*PTO?
What is the real benefit for the employees/employers? Some feel that the time off is more important than the capability of being able to cash out. Others stated their employees like the idea of being able to manage their own time. One credit union noted that since implementing a PTO program, absenteeism had dropped by approximately 40-48%. One had it implemented by doing a cost analysis presentation to the board; others have or will implement for the cost savings period. Others look to alleviate huge sick balances by converting to PTO.
Discussed programs offer four weeks PTO per year with the capability to cash out a portion of their time (80 cents to the dollar was utilized). In terms of scheduled versus unscheduled PTO, one credit union allows for five unscheduled PTOs per year. Some credit unions have experience the outcome of people “managing” their time off better under a PTO program and therefore see less of the “unscheduled” time.
Donating PTO or sick leave to other employees was discussed. One credit union noted they allow this only under extenuating circumstances, such as if an employee needs extra time off due to long-term illnesses such as cancer, funeral leave of an immediate family member and have to travel out of town, etc.
Employee uniforms?
Some credit unions are implementing uniforms, one shared that they are going with a company by the name of OBE. The comment was made that even with uniforms there are still dress code issues----credit unions that are going this route look to choose a company that the fabric is wrinkle free as some employees do not see the necessity of ironing.
*LTD and/or STD policies?
Discussion of if any credit unions have the employees pay for the policy so as to keep the dispersments from being taxed, thereby aiding the employee in this situation. None go this route; each is 100% employer funded and view it as a free benefit for the employee. With LTD, the waiting periods varied in the group from 30, 60, or 90 days.
*Reviews: managers completing them in a timely, accurate manner?
To help managers complete their employees’ reviews, some email both a copy of the last review and attach a blank copy to use for the new review. Christine Howard suggested setting up training for the managers on how to do performance reviews. Stated that sometimes the managers put off doing them because they are uncomfortable with the process. Also stated that it would be beneficial to speak to the managers about repercussions of not doing reviews accurately, from a legal standpoint.
Some suggestions on the topic:
*Leave lots of space to give comments and feedback.
*Be careful with checking the box of “meets standards”, there is always something an employee could do better.
*The more the task can be quantified, the easier to grade (tied to straight definitions and actual transactions, etcetera.)
*Keep notes on a monthly basis to keep track of the good and bad behaviors because it’s very easy for a manager to review just on the most recent behaviors but if they have been writing notes they will be able to see the whole review period.
*Christine also urged for the whole company to use the same format, keep it uniform on the behavioral side. Of course with certain positions you will need to add some sections but it would be wise to try to keep the process as unified as possible.
*Using the “scare” tactics with managers to have the reviews completed accurately and timely so as to have the paper trail for defense if ever needed-EEOC charge example.
Some use performance-based software such as Performease. The cost of these programs can depend on the number of managers a company has. It was noted to make sure to not only give a “grade” in appraisals, such as “meets expectations,” but to list specific job accomplishments, problems, etc. (No generalities – list specifics)
Performance appraisal systems should be consistent throughout different departments – same format, same type of scoring, even though the job descriptions, products, or departments may be different and use a format that reduces the subjectivity of managers.
Terminations?
How do other credit unions handle disciplinary issues and terminations – do the managers or HR or both handle the meetings with employees? Some expect managers to handle terminations, others ask HR to sit in on meeting between manager and employee, some have HR handle it all, but regardless HR signs off on the action. Christine spoke on an emphasis for manager training on handling basic disciplinary issues. Make sure they have the tools they need to handle certain HR issues – training in diversity, sexual harassment, conflict management, behavioral harassment, ethical issues, etcetera. Having ongoing management training is important and the pros far outweigh the cons. If you have low turnover, have management training on these issues once a year or two. For new managers, try to have this training as part of their orientation.
*Sexual Harassment Training?
Who do you train - managers or employees? Christine suggested managers be trained every few years, maybe more frequently if you have an influx of new managers. When holding a training session, be sure to have all attendees sign an acknowledgement stating attendance of such. Is a good idea to have all employees sign a separate acknowledgement to the employee handbook with all your critical policies highlighted, harassment included. Christine mentioned that a good time to have this type of training is when you are rolling out a new handbook so that it doesn’t send the message that there is a problem but that the company is simply being preventive.
Some credit unions offer training to their employees, some only to managers. Others discuss the harassment policy as part of the orientation process and ask the employees to sign that they have read and understood the policy. For face-to-face or more extensive training – is it critical for all staff or managers only? Most agreed for managers only.
*Medicare Part D?
Discussion of creditable and non creditable coverage notices. Reminder to send out the notifications you need to by November 15th, including those on COBRA. All agreed that they were giving the notices to every employee, even if it doesn’t apply to them because it applies to applicable dependents that you may or may not be aware of eligibility.
*Rising cost of health plans?
This is a pain that is affecting many of us.
Ideas: Give employees more share of costs?
Self-insured versus going with broker
HSAs – how many CUs are currently using or plan on implementing?
U.S. Treasury website regarding HSAs: http://www.treas.gov/offices/public-affairs/hsa/
*Employee surveys, who does them and do they work?
One credit union wants to use them to gage employee morale. Points from some credit unions were to make them branch specific and ask probing questions, not generalized, and maintain anonymity. Utilize online surveys (some have member surveys and when they view a drop in numbers it may indicate problems in branch – can the same be utilized for employee surveys?). Use them as a tool for improvement and how employees perceive company (positive culture begets lower turnover and assists in recruiting efforts). The positive thing about employee surveys is that you can get into your employees heads, help improve the work environment and give management a different perspective. The worst thing you can do is to have the employees complete the survey but do nothing with the results. It is important to acknowledge the results, even if you can’t do everything that was suggested, let the employees know that you took the results very serious and that you will be seeking to continually improve.
*FMLA?
Is it too evasive to go directly to an employee with questions concerning absences when they have intermittent FMLA leave due to HIPPA issues? No, it is not. The question was brought up because a few managers want to handle these things on their own, but HR must be made aware if any of their sick occurrences should be counted towards FMLA. Christine assured everyone that they can go directly to the employee and that it is not too evasive and that it’s actually in our best interest to ask if it’s under FMLA. Even if an employee says they do not want FMLA, have them complete the forms regardless. Christine responded on how to handle intermittent leave, sporadic absences:
*HR has to know why employees are out if needing to apply toward FMLA/sick leave. If employee is not giving reasons why they are out, HR can ask. If employee says that it is “personal” then HR needs to make sure to document that employee said this.
*Train managers on FMLA/HIPAA. It is one of the laws that a manager can be directly held liable (and not just the company).
*Give basic descriptive of these laws in the employee handbook.
*Use medical form across the board. Forms can be obtained from the U.S. Department of Labor website: http://www.dol.gov/esa/whd/fmla/ (forms are toward bottom of page).
Side note: Pregnancy means you treat them the same, not better (unless they are deemed disabled). Also, if employee cannot return to work after 12 weeks, employee can be terminated as long as it is not protected under ADA.
Charitable contributions?
You can not utilize pretax/Section 125 options for charitable contributions (for example, contributions to United Way cannot be pre-taxed before taking out of employee’s paycheck).
- Topics to be addressed again:
PTO
FMLA
Insurance |
