Management Training

1
Management Training

• ELC
• Counseling
• Disciplinary Actions
• Suspensions and Terminations
• Performance Appraisals
• Security
• Outprocessing checklist
• Leaves
• Subs
• Timesheet keeping (Amy)
• Reporting Injuries, accidents and No shows
• Shared Drive (HR email acct)

2
Management Training

• Leadership Philosophy
• "Leadership is all about people. It is not about
  organizations. It is not about plans. It is not
  about strategies. It is all about
  people--motivating people to get the job done.
  You have to be people-centered."
• Colin Powell

3
Management Training

• Leadership Philosophy
• "The day your employees stop bringing you their
  problems is the day you have stopped leading
  them. They have either lost confidence that you
  can help them or concluded that you do not care.
  Either case is a failure of leadership."

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Management Training
To apply this model, the Human Resources
department encompasses the employee life cycle
(ELC), ensuring a smooth transition for employees
into the organizational structure. The ELC
approach is magnetic and open to imbibe and
execute into the organization, providing an
organizational impetus.
5
Management Training
Resume Screening
II. RECRUIT
III. HIRE
1) Selection Contingent Offer
2) Background Check
a. Employment Verification and References
b. Education, Certification and License Verification
c. Drug Screening
d. Credit Check
e. Receive Security Confirmation Employee meets all requirements
IV. TRAIN
6
LAI Interview Process

• RECRUIT

7
LAI Interview Process

• Once a candidate is identified and notified of a
  pending interview the following will help
  systematize our process for hiring employees
• Identify who will sit the interview panel.
• Human Resource Manager (no exception)
• Director, HR or Appointed rep (no exception)
• SME (Hiring Manager) for the position being
  interviewed - technical qualifications (no
  exception)
• Preparing for the Interview
• 1) SME must provide their written
  questions to the HR department NLT day prior to
  the beginning of the interview process for that
  particular position and these questions must be
  used for each candidate being interviewed
  (verbatim). These questions will ensure
  consistency between interviews and create
  supporting documentation as to the hiring
  decision, which was made.
• 2) HR department will setup the interview
  (time and location) and notify the candidate and
  the SME (Hiring Manager).

8
LAI Interview Process

• .
• The Day of the Interview
• The HR department or On-site Rep will ensure the
  location is prepared to conduct the interview.
• Set up the interview area (each panel member will
  be given an Interview Summary Sheet/ a copy of
  candidates resume).
• HR Director or Appointed Rep will initially meet
  and greet the candidate and escort the
  interviewee into the interview area.
• Once everyone is seated, the HR Director will
  introduce the panel.
• HR manager will give a brief overview of the
  company and position and then follow-up with our
  customized questions.
• Then the SME will begin asking his or her
  technical questions.
• At that time, the floor will be open to the
  interviewee to ask any questions they may have.
• The HR Director or Appointed Rep will close out
  the interview process with thanking the candidate
  for coming and provide a copy of the companys
  benefit package and an application (if
  applicable).
• 9) Upon completion of the
  interview, the SME (Hiring Manager) must
  immediately complete the Interview Summary
  Sheet and provide to the HR department for
  review and determination.

9
LAI Interview Process

• Inappropriate Job Interview Questions
• Age
• Race, ethnicity, or color
• Gender or sex
• Country of national origin or birth place
• Religion
• Disability
• Marital or family status or pregnancy

- What arrangements are you able to make for
child care while you work?- How old are your
children?- Are you a U.S. citizen?- Will
you need personal time for particular religious
holidays?- Are you comfortable working for a
female boss?- There is a large disparity
between your age and that of the positions
coworkers. Is this a problem for you?- Have
you experienced any serious illnesses in the past
year?
10
LAI Interview Process

• It is important for LAI to incorporate risk
  management into our interviewing process to
  assist in minimizing exposure to employment
  practices liability.
• The 6Ps will help prevent LAI from being accused
  of asking illegal interview questions or making
  discriminatory statements or comments that
  reflect bias or from making assurances or
  promises during an interview that can be
  interpreted as binding contracts.

11
Management Training

• HIRE
• - Selection and Contingent Offers
• Upon candidate selection, a contingent offer is
  sent and the Facility Security Officer begins
  initial background checks, schedules
  drug- testing, and reviews the candidates
  Standard Form 86 (SF86 - Questionnaire for
  National Security Positions), if applicable.

12
Management Training

• HIRE cont.
• Background Checks
• FSO begins the initial background check,
  schedule drug- testing, and review the
  candidates Standard Form 86, if applicable.
  After the FSO received the confirmation that the
  candidate has met all requirements, HR schedules
  a new hire orientation. During the initial
  employee orientation, security training is
  conducted, then repeated annually as required by
  the National Industrial Security Program
  Operating Manual (NISPOM).
• This is the first phase of training which occurs
  on or before the first day of employment. This
  orientation assists new employees to become
  socialized to the organization, understand the
  agencys mission, learn priorities and become
  more proficient in their job.

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a. Background Screening Flowchart
FSO receives employment application from HR
FSO enters applicant information in ADP Screening
services
FSO sends form to employer via fax
FSO contacts former employer via telephone
OR
ADP gives FSO order number after entry for
processing
FSO receives info form from former employer
ADP provides following information to FSO
Crimlink, Sex Offender, SSN check, Name Check
and 2 local Police offices
Negative results
FSO can review Sex Offender database to review
files
FSO reviews Crimlink Local Police checks
If applicant's picture appears in dbase
FSO reviews Crimlink Local Police checks
If applicants picture does not appear in dbase
FSO reports results to HR
Applicant not eligible for employment
FSO reports results to HR
Applicant eligible for employment
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d. Drug Screening Flowchart
Forms include Concentra Authorization for Exam
and Treatment form and LabCorp Custody and
Control form. Applicant also provided
instructions to nearest clinic. Employees
tested on an annual basis will have forms sent to
PM on employees birth month. Employees tested
randomly will have forms sent to PM.

FSO receives application from HR with SSN
FSO prepares sends forms instructions to
applicant via email
Employee reports to Concentra for testing
Positive results
Applicant not eligible for employment
Concentra via LabCorp sends results to LAI on web
FSO reports results to HR
Negative results
HR informs employee of results
Applicant eligible for employment
FSO reports results to HR
FSO reports results to HR
15
Management Training

• TRAIN

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Management Training

• TRAIN
• The Human Resources (HR) team provides training
  on HR fundamentals to all employees and has the
  following
• high priorities currently in place.
• New Hire Orientation
  
  Diversity training
• Safety (HR- overview)
• Information Security
  
  Management/Leadership Training
• New Hire Orientation
• This orientation assists them in becoming
  integrated into the organization and
  understanding the overall mission statement.

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Management Training

• TRAIN
• Diversity Training
• Benefits (Importance) of Diversity Training in
  the Workplace - Higher employee retention
  rates - Improved employee (individual and
  team) performance and
  morale - Reduced harassment
  incidences, charges, and discrimination lawsuits
  - Improved workplace staffing (recruitment)
  http//www.diversitybuilder.com/diversity_training
  .php
• Ethics and Compliance http//www.rmplusonli
  ne.com/
• Sexual Harrassment http//www.rmpluson
  line.com/
  - Discrimination
  http//www.rmplusonline.com/
• Conflict resolution
• Train the Trainer (Peers and
  Managers)

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• PAID TIME OFF (PTO)
• LEAVE WITHOUT PAY (LWOP)
• MILITARY LOA
• JURY DUTY
• FAMILY MEDICAL LEAVE (FMLA)

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Management Training

• TRAIN
• Safety Accident prevention and safety are
  integral tenets of the Program Managers
• quality assurance plan. ALL new employees are
  required to complete safety training
• classes before they can actually begin work.
• These classes consist of
• - Basic Lifting Techniques -
  Hearing conservation
• - Hard Hat safety - First Aid
  - Fire Safety
• Our goal is to produce excellent quality while
  operating accident-free, on time, and
  economically. It is essential that workplace
  hazards be identified, evaluated, and controlled.
  Our Site Safety and Health Officer (SSHO) will
  take on the responsibilities of training our
  staff in basic safety techniques. The SSHO will
  also be responsible for preparation of the
  Accident Prevention Plan which will identify and
  eliminate safety hazards, provide a set of safety
  rules and policies, define employee safety
  training, and provide a plan for emergencies.
• http//www.logapp.com/new/content/employees/employ
  ees.html

20
Management Training

• TRAIN
• Security

21
General Security Information
Edmonds Enterprises Services (EES) and Logistics
Applications Inc. (LAI) as Defense Contractors
are required by the Defense Security Service
(DSS), in accordance with our Security Agreement,
to give security briefings to all personnel
before allowing them access to classified
information.

• As a Government contractor...
• We are bound by Executive Order 12829, National
  Industrial Security Program, which establishes
  rules and regulations to properly protect and
  control all classified material in our possession
  or under our immediate control.
• We have been granted a TS Facility Clearance by
  the Defense Industrial Security Clearance Office
  a division of the Defense Security Service
  (a.k.a. Cognizant Security Agency)
• Employees and to some extent consultants
  requiring access to classified information in
  order to perform work on classified contracts are
  granted eligibility by DSS and access by the
  Company (in conjunction with the needs of our
  government client).
• Background Investigations are conducted by OPM
  (or their contractors) based upon the employees
  Need to Know and the companys security
  requirements imposed by contract.

22
Management Training

• Evaluate.
• Counseling
• Initial (30 days)
• every 90 days/Quarterly (total of 3)
• (Developmental Counseling)
• Annual Performance Evaluations

Example Joe Snow Hire - 1
Feb 2011 Initial o/a 1 Mar 2011 90
days - o/a 1 Jun 2011 -
o/a 1 Sep 2011 - o/a 1
Dec 2011 Annual - 31 Jan 2012
NOTE Counseling's will remain confidential
between the manager and employee however, must
be available if requested by HR. Only derogatory
counseling's must be forwarded to HR for review
prior to presenting to employee for signatures or
discussions.
23
Management Training

• Counseling
• Reception and integration counseling should begin
  immediately upon arrival so new team members can
  quickly become integrated into the organization
• As the manager, you must counsel new team members
  when they arrive at your company. This reception
  and integration counseling serves two purposes.
• First, it identifies and helps fix any problems
  or concerns
• Second, it lets them know the organizational
  standards and how they fit into the team. It
  clarifies job titles and sends the message that
  the senior management cares. Reception and
  integration counseling should begin immediately
  upon arrival so new team members can quickly
  become integrated into the organization

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Reception and Integration Counseling cont.

• Possible topics to discuss
• LAI and the customer policies and SOP's
• Review job description, area(s) of special
  emphasis and additional duties and outline the
  expected standard
• LAIs mission and vision statements
• Expectations in job performance and individual
  bearing
• Work schedules that they can expect to be on
• Personal and organizational goals - short term
  and long term
• Give an Orientation of the company and specific
  work location (customer)
• Provide a copy of the employees direct Chain of
  Command
• Promotion, PTO, personal and professional growth
  (school)
• Training
• Problems (identify and concerns the manager or
  employee may have)

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Management Training

• The counseling process
• - Identify the need for counseling.
• - Prepare the counseling
• Select a suitable place.
• Schedule the time.
• Notify the subordinate well in advance.
• Organize the information.
• Outline the components of the counseling session.
  
• Plan counseling strategy.
• Establish the right atmosphere.
• - Conduct the counseling session
• Open the session.
• Discuss the issue.
• Develop a plan of action (to include the
  managers responsibilities, list employee
  short-term goals and long-term goals you have for
  them and they have for themselves. In 90 days
  you go back and identify the progress)
• Record and close the session.
• - Follow up

26
COUNSELING

• What are the characteristics of effective
  counseling
• - Purpose  Clearly define the purpose of the
  counseling.
• - Flexibility  Fit the counseling style to the
  character of each subordinate and to the
  relationship desired.
• - Respect  View subordinates as unique,
  complex individuals, each with a distinct set of
  values, beliefs, and attitudes.
• - Communication  Establish open, two-way
  communication with subordinates using spoken
  language, nonverbal actions, gestures, and body
  language. Effective counselors listen more than
  they speak.
• - Support  Encourage subordinates through
  actions while guiding them through their problems
• Purpose of the Counseling
• - Process used by leaders to review with a
  subordinate the subordinate's demonstrated
  performance and potential and state the reason
  for the counseling (e.g. Performance, Profession,
  or Event-Oriented).
• What are the three major categories of
  developmental counseling?
• - Event counseling
• - Performance counseling
• - Professional growth counseling

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COUNSELING cont.

• Effective Managers avoid common counseling
  mistakes.  Managers should avoid
• - Personal bias.
• - Rash judgments.
• - Stereotyping.
• - Losing emotional control.
• - Inflexible counseling methods.
• - Improper follow-up.
• What are some examples of Event counseling?
• Instances of superior or substandard performance.
  
• Reception and Integration Counseling.
• Crisis Counseling
• Probation Counseling
• Termination Counseling

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• What are the 7 steps to problem solving?
• - ID the problem
• - Gather information
• - Develop criteria
• - Generate possible solutions
• - Analyze possible solutions
• - Compare possible solutions
• - Make and implement the decision
• Is performance counseling limited to bad
  performance?
• - No. Counseling may also be for good
  performance
• Is it a requirement that a manager counsel
  his/her subordinates?
• - Yes. A leader who neglects to counsel his
  subordinates is negligent in his performance of
  duty
• Leaders should seek to develop and improve what
  three manager counseling skills?
• - Active Listening
• - Responding
• - Questioning

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COUNSELING cont.

• What course of action should a supervisor take
  when a subordinate has been performing below
  his/her usual standards?
• Counsel about substandard performance.
• Attempt to define the problem with the soldier.
• Afford opportunity and time to solve the problem.
  
• Make a written statement of counseling
• What are the qualities of an effective counselor?
  
• Respect for subordinates
• Self-awareness
• Cultural awareness
• Empathy
• Credibility

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COUNSELING cont.

• 1) Sometimes counseling is tied to specific
  instances of superior or substandard duty
  performance. The leader uses the counseling
  session to convey to the subordinate whether or
  not the performance met the standard and what the
  subordinate did right or wrong.
• 2) Successful counseling for specific
  performance occurs as close to the event as
  possible. Leaders should counsel subordinates for
  exceptional as well as substandard duty
  performance. The key is to strike a balance
  between the two. To maintain an appropriate
  balance, managers keep track of counseling for
  exceptional versus substandard performance.
• 3) Although good leaders attempt to balance
  their counseling emphasis, If the employees
  performance is unsatisfactory due to lack of
  knowledge or ability, the manager and employee
  can develop a plan for improvement. Corrective
  training helps ensure that the subordinate knows
  and consistently achieves the standard.
• 4) When counseling a subordinate for a specific
  performance, take the following actions
• - Explain the purpose of the counselingwhat
  was expected, and how the subordinate failed to
  meet the standard.
• - Address the specific unacceptable behavior
  or actiondo not attack the persons character.
• - Explain the effect of the behavior, action,
  or performance on the rest of the organization.
  Actively listen to the subordinates response.
• - Remain neutral.
• - Teach the subordinate how to meet the
  standard.
• - Be prepared to do some personal counseling,
  since a failure to meet the standard may be
  related to or be the result of an unresolved
  personal problem.
• - Explain to the subordinate how an individual
  development plan will improve performance and
  identify specific responsibilities in
  implementing the plan. Continue to assess and
  follow up on the subordinates progress. Adjust
  the plan as necessary.

31
Management Training

• Evaluate
• Performance Appraisal
• Evaluations are opportunities to
  discuss strategies for improvement and promotion
  and to give encouragement and praise. Benefits
  for both the company and the employee result
  from a positive evaluation experience, such as
  establishing the platform for open
  communication.

32
Management Training

• BLANK
• SLIDE

33
DISCIPLINARY ACTION
ACTIONS Termination Hire Promotions Demotions Res
ignations
PMs/Manager - Documentation
HR Department -Process Action
OPS - FYI
CEO/VP - Approval
LAI FSO - Process Action
Finance (Change Form) - Process Action
COR
34
Management Training

• .Disciplinary Action Process
• Verbal
• Written
• PIP
• Suspension
• Termination
• (Provide blank copy of form to go over)

35
Management Training

• DISCIPLINARY ACTION
• STEPS
• Before any action can be initiated, HR needs to
  review all documentation that would justify a
  termination/suspension.
• Termination/Suspension Process
• 1) Oral Counseling
• 2) Written Counseling - (forward to HR for
  review prior to administering to the employee to
  ensure all areas have been covered and etc).
• 3) Once significant evidence is justified it is
  forwarded to HR for action.
• HR Director determines and then to CEO/VP for
  final decision (termination, probation,
  suspension).

36
Management Training

• Retain
• XXXXXXXXXXXX
• - Awards and Recognition programs
• - Promotional opportunities to
  employees who demonstrate exemplary job
  progress and self-motivation
• - Compensation to performance
• - Provides our employees a
  balanced program of benefits
• - company sponsored Short and Long Term
  Disability
• - Life, and Accidental Death and Dismemberment
  insurances
• - Enrollment in health, dental, vision and
  supplemental life insurances
• - 401(k) program
• - Tuition reimbursement program,
• - Career development and work life balance.

37
Management Training

• BLANK
• SLIDE

38
LEAVE REQUEST FORM

• PAID TIME OFF (PTO)
• Managers are subsequently obligated to track
  employees time off and the reasons for their
  absences. An employee is given a cumulative
  number of paid days off that employees use as
  they wish for sick days, vacation and/or other
  personal needs.
• Eligibility An employees eligibility to use
  paid time off (PTO) is based on the employees
  anniversary date. ALL employees may use their
  accrued leave once they have completed 3-month
  introductory period.
• Accrual - Eligible employees accrue PTO
  credit for each hour of service (not including
  overtime hours) in which the employee is actively
  in LAI employment and paid in full status. Time
  off requests must be submitted in writing at
  least 10 days prior to the leave start date,
  unless otherwise approved by the supervisor. The
  supervisor will confirm or disapprove each
  request. If employees leave is disapproved, for
  any reason, a justification must be submitted to
  HR for final approval.
• NOTE Starting Dec 31, 2010, a maximum of
  80 hours for Exempt Employees may be carried over
  on 31 Dec of each year (use or lose status).
  There is NO MAXIMUM carry over for Non-Exempt
  Employees.

39
LEAVE REQUEST FORM

• PAID TIME OFF (PTO)
• Security - OCONUS leave
• If an employee possess a security clearance he or
  she has to submit any OCONUS leave at least 30
  days prior to start of PTO/LEAVE.
• If you are planning a trip abroad for business or
  pleasure, please take some time to look at the
  two links belowState Department Foreign Travel
  Tips and DSS Foreign Travel Vulnerability.
•  
• State Department Tips for Traveling Abroad
• http//www.travel.state.gov/travel/tips/tips_1232.
  html
• DSS Foreign Travel Vulnerability
•  http//www.dss.mil/isp/count_intell/documents/For
  eign_Travel_Vulnerability.pdf
• Remember that all cleared employees are required
  to report foreign travel to their FSO.  Please
  get with Jerome Smith (FSO) to obtain the LAI/EES
  Foreign Travel Reporting Form.

40
LEAVE REQUEST FORM

• LEAVE WITHOUT PAY (LWOP)
• Employees should be advised that falling into
  leave-without-pay category warrants disciplinary
  action, up to and including termination.
  Employees and managers are expected to manage the
  PTO balance. The following should be considered
  by the employee.
• - If an employee calls in sick, and has no PTO
  available, the employee must return to work with
  a doctors note, or the absence will be
  unexcused, and disciplinary action may result
• - Employees requesting leave the day
  prior to or following a holiday, must submit a
  request in writing and must have PTO available to
  be approved. If an employee who has not received
  prior approval for PTO (does not show or call
  out) the day before or after a holiday, must
  provide sufficient documentation for the absence
  in order to avoid disciplinary actions Also, if
  an employee does not work the day before or day
  after a holiday they will not get paid for that
  holiday.
• - During an employee initial probationary
  period, the employees supervisor must approve
  all LWOP or the employee will be subjected to
  disciplinary action up to an including
  termination.

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LEAVE REQUEST FORM cont.

• MILITARY LOA
• An employee who enters active military duty in a
  branch of the US Armed Forces will be granted an
  unpaid military leave for that period of time in
  which reemployment is protected by law. Such an
  employee will be eligible for reemployment to the
  same or equivalent position being held prior to
  the leave. During a military leave of absence,
  employees will be responsible for either
  maintaining or discontinuing any
  employment-related discretionary insurance
  benefits.
• Employees belonging to the National Guard
  or Reserve will be granted unpaid leave to
  participate in their annual training requirements
  Employees are required to provide at least two
  weeks notice to their supervisors, and should
  submit for leave form with a copy of their orders
  attached.

42
LEAVE REQUEST FORM cont.

• JURY DUTY
• Employees who are required to serve jury Duty and
  provide advance notice of this duty will be
  eligible to receive jury duty pay, provided the
  appropriate documentation is produced. Employees
  will be eligible for up to three days of jury
  pay. To receive this compensation, employees
  must turn in their jury check.

43
LEAVE REQUEST FORM cont.

• FAMILY MEDICAL LEAVE (FMLA)
• The Family and Medical Leave Act (FMLA) was
  enacted to protect
  the jobs of employees who require
  time off to address medical
  or family
  emergencies. The act requires employers to
  provide
  up to 12 weeks of unpaid, job-protected
  leave to eligible
• employees who have worked at least one
  year, and have
• worked 1250 hours over the previous 12
  months. It is the
• responsibility of the employee to notify
  his supervisor in advance
• of his or her desire to use FMLA leave.
  It is within the rights of LAI to request
  certification to support a request of leave.
• During a leave of absence, employees will be
  responsible for either maintaining or
  discontinuing any employment-related
  discretionary insurance benefits. An employee
  who fails to report promptly for work at the
  expiration of a leave of absence, or who applies
  for and receives unemployment insurance while on
  leave, will be considered to have voluntarily
  resigned.