Human Resource Management for TPAs HR 101 · HR Basics Trends in HR Management • Changing...

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1 Human Resource Management for TPAs HR 101 Monday, May 2, 2016, 11:25 AM 12:15 PM Charan Singh, Vice President Operations United Retirement Plan Consultants

Transcript of Human Resource Management for TPAs HR 101 · HR Basics Trends in HR Management • Changing...

Page 1: Human Resource Management for TPAs HR 101 · HR Basics Trends in HR Management • Changing Workforce • Aging • Diversity • Skill Deficiencies • Knowledge Workers • Teamwork

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Human Resource Management for TPAs HR 101

Monday, May 2, 2016, 11:25 AM – 12:15 PM

Charan Singh, Vice President – Operations

United Retirement Plan Consultants

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Charan Singh, Vice President – Operations United Retirement Plan Consultants

Charan Singh, APA is VP, National DB Operations Manager at

United Retirement Plan Consultants in Los Angeles. A veteran of

over 15 years in the pension industry, prior to United Retirement,

Charan was Vice President and Operations Manager at Union

Bank (TruSource), Pension Consultant at Kravitz, and Chief

Operations Officer at Cache Pension Services where he lead a

total overhaul of operations over 15 months that resulted in a

successful sale of the company. At United Retirement, Charan

successfully led a multi-year, intra-company effort to reorganize

operations along functional lines that led to improved productivity,

boosted morale, and improved client retention. Charan

specializes in building customer-centric operations processes,

and training customer friendly pension administrators with top-

notch consulting skills.

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Human Resource Management HRM

What is HRM?

Policies

Practices

Systems

Influencing

Behavior

Attitudes

Performance

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Conclusion and Summary

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Strategic HRM Scope of HR Management 101

Selection Recruiting HR

Planning

Analysis and

Design of Work

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Strategic HRM Scope of Advanced Topics (Afternoon Session)

Employee Relations

Performance Management

Compensation Training &

Development

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HR Basics Trends in HR Management

• Changing Workforce

• Aging

• Diversity

• Skill Deficiencies

• Knowledge Workers

• Teamwork

• Employee Empowerment

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Traditional Psychological “Contract”

Employers Provide:

Compensation, Job Security, Opportunities

Employees Provide: Time, Effort, Skills, Abilities, and

Loyalty

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New Psychological “Contract”

Employer Employee

“Take Responsibility”

Work Longer Hours

Lack of Job Security

Financial Incentives

“Employability”

Comfortable Work Environment

Job Experiences

Flexibility

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Equal Employment Opportunity-Federal Laws

ACT REQUIREMENTS COVERS ENFORCED BY

Thirteenth

Amendment

Abolished slavery All individuals Court system

Civil Rights Acts

of 1866 and 1871

as amended

Grants all citizens

the right to enter

into contractual

relationships

All individuals Court system

Equal Pay Act of

1963

Men and women

performing equal

jobs receive equal

pay

Employers

engaged in

interstate

commerce

EEOC

Title VII of CRA Forbids

discrimination

based on race,

color, religion,

sex, or national

origin

Employers with 15

or more

employees

EEOC

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Equal Employment Opportunity Federal Laws

ACT REQUIREMENTS COVERS ENFORCED BY

Age

Discrimination in

Employment Act

of 1967

Prohibits

discrimination

against individuals

40 years and older

Employers with 15

or more

employees

EEOC

Pregnancy

Discrimination Act

of 1978

Treats

discrimination

based on

pregnancy related

conditions as

illegal sex

discrimination

All employees

covered by Title

VII

EEOC

Americans with

Disabilities Act of

1990

Prohibits

discrimination

against individuals

with disabilities

Employers with

more than 15

employees

EEOC

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Equal Employment Opportunity – Recent Changes

ACT REQUIREMENTS COVERS ENFORCED BY

USERRA 1994 Requires rehiring

and

accommodation of

returning vets

Veterans and

members of

reserves

Veterans

Employment and

Training Service

Genetic

Information

Nondiscrimination

Act of 2008

Prohibits

discrimination

based on genetic

information

Employers with 15

or more

employees

EEOC

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Concepts in Avoiding Discrimination

• Disparate Treatment

• Differing treatment of covered individuals

• Disparate Impact

• “Four-fifths” Rule

• Hiring rate of minority group is less than 80% of hiring rate of

majority group

• Use of BFOQ

• Bona fide Occupational Qualification

• Example:

• Requirement of having a male worker handing out towels in a men’s

locker room

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Changing Workforce – BLS Projections 2014-2024

Group Percent Change

2014-2024

Age, years:

16 to 24 -13.1%

25 to 54 3.9%

55 and older 19.8%

Gender

Men 4.4%

Women 5.8%

Race

White 2.3%

Black 10.1%

Asian 23.2%

Ethnicity

Hispanic Origin 28%

White non-Hispanic -3.0%

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Analyzing Work & Designing Jobs

Output

Client Reports, Government Filings

Activity

Trust Accounting, Compliance Testing, Contribution Calculations, Form 5500s

Human Resources

Knowledge, Skills, Abilities

Equipment

ASC, Relius, Datair, etc.

Raw Input

Census, Trust Info

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Job Analysis

• Job Descriptions (“TDRs”)

• Tasks

• Duties

• Responsibilities

(Observable Actions)

• Job Specifications (“KSAOs”)

• Knowledge – factual or procedural information

• Skills – level of proficiency at a given tasks

• Abilities – general enduring capability

• Other Characteristics – persistence, motivation, etc.

• For complex tasks: Position Analysis Questionnaire and

Fleischman Job Analysis System

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Job Design

• Design for Efficiency

• Repeatable, quick tasks performed over and over

• Design for Mental Capacity

• Filtering information

• Clear displays and instructions

• Memory aids

• Design for Motivation

• Skill variety

• Task identity and significance

• Autonomy

• Feedback

• Design for Safety and Health

• Ergonomics

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Characteristics of a Motivating Job

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HR Planning

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Recruitment Influences

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Personnel Policies

• Internal vs. External Recruiting

• Promote from within, opportunities for advancement

• Lead-the-market Pay Strategy

• Pay more than current market rate for the job

• Employment-at-will Policy

• State law plays a role

• Image Advertising

• Advantage in highly competitive labor markets

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Recruitment Sources

• Internal Sources

• Job Posting

• External Sources

• Direct Applicants

• Referrals

• Electronic Recruiting/LinkedIn

• Advertising/Craigslist?

• Colleges and Universities

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Recruiter Behavior

• Recruiter can have an impact on the outcome

• Too positive – leads to unmet expectations

• Too negative or passive – turn off

• Recruiting Teams

• Job Expert as a Recruiter

• Use your senior administrators

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Selection Process

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Interview Questions – Do’s and Don’ts

Permissible Questions Impermissible Questions

What is your full name? What was your maiden name?

Have you ever worked under a

different name?

What’s the nationality of your name?

If you are hired, can you show proof of

age (to meet a legal requirement)?

How old are you? How would you feel

about working for someone younger

than you?

Will you need any reasonable

accommodation for this hiring

process?

Are you able to perform this job with or

without reasonable accommodation?

What is your height and weight?

Do you have any disabilities?

Have you been seriously ill?

Please provide a photograph of

yourself.

What languages do you speak?

(Statement that employment is subject

to verification of applicant’s identity

and employment eligibility under

immigration laws.)

What is your ancestry? Are you a

citizen of the United States? Where

were you born? How did you learn to

speak that language?

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Interview Questions

Permissible Questions Impermissible Questions

What schools have you attended?

What degrees have you earned? What

was your major?

Is that school affiliated with [religious

group]? When did you attend high

school? [to learn applicant’s age.]

Can you meet the requirements of the

work schedule? [ask all candidates]

What is your religion? What religious

holidays do you observe?

Please provide any names of relatives

currently employed by this employer.

What is your marital status? Would you

like to be addressed as Mrs., Ms., or

Miss? Do you have any children?

Have you ever been convicted of a

crime?

Have you ever been arrested?

What organizations or groups do you

belong to that you consider relevant to

being able to perform this job?

What organizations or groups do you

belong to?

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Employment Tests

• Aptitude tests

• Job performance tests

• Personality tests

Personality

Dimensions

Descriptive words

Extroversion Sociable, gregarious, assertive, talkative,

expressive

Adjustment Emotionally stable, non-depressed, secure, content

Agreeableness Courteous, trusting, good-natured, tolerant,

cooperative, forgiving

Conscientiousness Dependable, organized, persevering, through,

achievement-oriented

Inquisitiveness Curious, imaginative, artistically sensitive, broad-

minded, playful.

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Interviewing Techniques - Nondirective

• Nondirective Interview

• Great discretion in choosing questions

• Reply to one or more questions leads to other questions to ask

• More of a conversation

• Open ended questions about strengths, weaknesses, career

goals, and work experience

• Reliability is not great

• Questions are not necessarily valid and some might even be

illegal.

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Interviewing Techniques – Directive/Structured

• Structured Interview

• Questions are tightly organized around job requirements – based

on the posted Job Description

• Tasks, Duties and Responsibilities (TDRs)

• Knowledge, Skills, Responsibilities and Other Characteristics

(KSAOs)

• Interviewers likely to object to being restricted

• More valid and reliable than nondirective in general

• Especially when interviewing a large number of candidates

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Interviewing Techniques

• Situational Interview

• Special form of a Structured Interview

• Describe a set of situations that arise on the job, and elicit

reactions

• High validity in predicting job performance

• Behavioral Interview

• Type of Situational Interview

• Ask candidates about how he or she handled a type of situation

in the past

• Questions about candidates actual experiences appear to have

the highest validity

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Interviewing Best Practices

• Plan your questions for each type of interview

• Job application – get the “Permissible Questions” out of the way

• Phone Interview – specific set of basic questions

• No/little diversion from this list

• Directive/Structured Interview – TDRs and KSAOs

• Situational Interview

• Behavioral Interview

• Nondirective Interview – look for “personality dimensions”

• Keep a “scoring sheet” of candidates across multiple

interviewers

• So you can compare and contrast candidates and fine tune your

selection process

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Making the Selection

• Who do you “Like” vs. “Best Fit” for the position

• Best combination of Ability and Motivation

• Use the “Multiple-Hurdle” model

• Remove candidates from the running based on performance in

each stage

• Who communicates the decision?

• Negotiate any pay, benefits, and work arrangements for higher

level (managerial or professional) positions

• Offer letter – get very specific

• Job responsibilities

• Work schedule, rate of pay, starting date

• Require acceptance by a specific date to avoid open ended

situations

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Strategic HRM - Scope of Advanced Topics (Afternoon Session - Reminder)

Employee Relations

Performance Management

Compensation Training &

Development

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References

• Employment Projections 2014-2024, Bureau of Labor

Statistics Retrieved from:

http://www.bls.gov/news.release/pdf/ecopro.pdf

• Noe, Hollenbeck, et al., Fundamentals of Human

Resource Management, McGraw Hill 2015

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Contact for Further Questions

Charan Singh, APA

Vice President, Operations

United Retirement Plan Consultants

[email protected]

[email protected]

Office Phone: 310-862-8457

Cell Phone: 949-307-3397