Author: Site Staff

The new breed of HR decision maker continually modifies, upgrades, and develops new HR systems due to changes in legislation, the company’s business opportunities, and management information requirements. In addition, new technologies create new opportunities.

Planned Changes to HRMS in Next Two Years	Workforce Magazine Subscribers with HRMS Function	Workforce Online Users with HRMS Function
Adding Network Capabilities	41%	36%
Integrating Payroll and HR Administration	37	28
Installing a new System	33	28
Adding Employee Self-Service	33	34
Adding Workstations	26	38
Adding Manager Self-Service	26	25
Switching to a New Product	24	31
Consolidating The System	17	17
Investigating Client-Server Software	14	21
Moving Payroll From a Service Vendor to Internal Administration	9	7
Using Thin Client, Windows Terminals or Net PC’s	7	7
Establishing a Data Warehouse/Datamart	6	9
Establishing Workflow	6	12
Downsizing from Mainframe	4	7
Moving Payroll from Internal Administration to a Service Vendor	4	9
Using Enterprise Resource Planning (ERP) Software	2	6

Source: Workforce Subscriber and Workforce Online User Studies, Globe Research Corporation, 1998.

Traditional functions such as employee record keeping and payroll are almost always automated. Increasingly, the new breed of HR decision maker extends automation to more sophisticated managerial functions, such as succession planning and training and development.

HR Functions Currently Automated/Plan to Automate in Next 12 Months	Workforce Magazine Subscribers with HRMS Function	Workforce Online Users with HRMS Function
Payroll	99%	98%
HRMS	88	86
Time and Attendance	86	80
EEO Tracking and Development	80	79
Benefits Statements	78	77
Compensation Management	77	82
Employment/Salary Verification	76	75
Pension Administration	73	71
Flexible Benefits Enrollment	70	75
Organization Charts	69	72
Training and Development	68	66
Performance Appraisal	66	70
Applicant Tracking	66	77
Flexible Benefits	64	73
Claims Processing	57	61
Skills/Competency Tracking	57	59
OSHA Compliance	53	50
Severance Administration	37	38
Succession Planning	36	36
Labor Relations	30	29

Source: Workforce Subscriber and Workforce Online User Studies, Globe Research Corporation, 1998.

Leave may be available under the Family and Medical Leave Act of 1993 when a serious health condition exists. Such a condition exists if an employee, or the employee’s child, spouse, or parent has an illness, injury, impairment, or physical or mental condition that involves either (1) inpatient care, or (2) continuing treatment by a health care provider. Use the following guidelines to determine whether an absence can be attributed to a serious health condition.

INPATIENT CARE (check one)

• 1A. Overnight stay in a hospital, hospice, or residential medical care facility.

• 1B. Any period of incapacity or subsequent treatment in connection with an overnight stay in the type of facility listed above.

or

CONTINUING TREATMENT (check at least one)

• 1A. Incapacity lasting more than 3 consecutive calendar days and that involves: (to check this, you must first check one of the following)

• a. Two or more treatments by or under the supervision, orders, or referral of a health care provider or

• b. One treatment by a health care provider followed by a regimen of continuing treatment under the supervision of the health care provider (e.g., prescription medications or therapy with specialized equipment but not over-the-counter medications or salves, bed- rest, fluid intake or exercise).

NOTE: Absent complications, this would not include the common cold, the flu, ear aches, upset stomach, minor ulcers, headaches other than migraine, routine dental or orthodontia problems, and periodontal disease.

• 1B. Any period of incapacity or subsequent treatment relating to the above condition.

• 2. Incapacity due to pregnancy or for prenatal care.

• 3. Incapacity or treatment for a chronic serious health condition that: (to check this, you must first check all of the following)

• a. Requires periodic visits for treatment by or under the direct supervision of a health care provider and

• b. Continues over an extended period (including recurring episodes) and

• c. May be episodic (e.g. asthma, diabetes, epilepsy).

• 4. Permanent or long term incapacity for which treatment may be ineffective and which requires the supervision of, but not necessarily treatment by, a health care provider (e.g. Alzheimer’s, severe stroke, terminal stages of disease).

• 5A. Absences to receive multiple treatments by or under the supervision, orders, or referral of a health care provider for: (to check this box, you must first check one of the following)

• a. Restorative surgery after an accident or injury or

• b. A condition that is likely to result in incapacity of more than 3 consecutive calendar days without medical intervention or treatment (e.g. cancer, severe arthritis, kidney disease).

• 5B. Any period of recovery relating to the above treatments.

Cite: 29 CFR §825.114.

Source: CCH Incorporated is a leading provider of information and software for human resources, legal, accounting, health care and small business professionals. CCH offers human resource management, payroll, employment, benefits, and worker safety products and publications in print, CD, online and via the Internet. For more information and other updates on the latest HR news, check our Web site at http://hr.cch.com.

The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion.

Not everyone is made out to be doing several things at once.

Try concentrating on one thing today. See if it enables you to do your work more efficiently, and more happily, and with less stress.

At the end of the day, evaluate the success of your day of uni-tasking. Maybe you can duplicate the feat at least once a week.

SOURCE: “101 Ways to Have a Great Day @ Work,” Stephanie Goddard Davidson, 1998.

INTRODUCTION:
There are occasions, due to family violence situations, when employees will need time off for the purpose of dealing with threats of emotional and physical abuse and also to seek safety and protection.

The following guidelines are offered to supervisors, managers, and Human Resources Administrators to assist employees in managing family violence situations.

The length of time employees are required to be absent from work should be decided by the individual’s situation. This time period shall be determined through collaboration with the employee, supervisor/manager and local Human Resource Administrator.

Other internal resources available to employees and supervisors/managers are: the Employee Assistance Program (EAP), Medical Department, Legal Department, Compensation and Benefits Department, Security Department and Office of Work and Family Life.

GUIDELINES:

PURPOSE
For several years the company has demonstrated a corporate level of concern for the plight of battered women and child abuse. In support of our employee community, the company has also made every effort to become educated about the devastating effects of spousal abuse on the health of employees and the cost to business operations. It, therefore, makes good business sense to take a “strategic position” in terms of developing guidelines to impact health and “bottom line” concerns on behalf of our employees and the company.

Existing company personnel policies were reviewed and those pertaining to this particular guideline were an added resource toward its development.

TYPES OF ABSENCES/ABSENCE CATEGORIES
Options available to employees are: family emergencies and personal time off with pay, or authorized leave of absence without pay.

1. A Specific Leave (PP-815) may be granted when the Supervisor and Department Manager agree to bring the member back on the same job, and the Supervisor can make arrangements for temporary coverage of the job. Division Manager approval is required.

Employees should be able to establish a definite date to return. Absences are limited to a maximum three week period.
(Reference: PP-215 and The Polaroid Employee Handbook, p. 17)

If employees cannot establish a definite date to return to work and require more than three weeks, a specific leave of absence may be considered for a three – six month period.

1. Employees, supervisors and managers are encouraged to explore paid options as they have done previously, which will support employees coping with various family demands without having to take formal unpaid leave. For instance:
• Arrange flexible work hours so the employee can arrange court appearances, legal housing and child care services.
• Determine whether the job can be done Full or Part-time.
• Keep in mind that Authorized Time and Family Emergency are paid time-off options to be considered, especially if requests are for relatively short periods of time.
• An option also available for unpaid time-off without taking a formal unpaid leave is three weeks of Authorized Time-No Pay in a three week block of time or spread out over a several weeks (15 Days).

If an employee is out for a three-week block of “Authorized Time-No Pay,” or if an employee is taking up to three weeks of Authorized Time-No Pay spread out over a number of weeks, then the following occurs:

• Non-exempt employees will use a “B-No Pay” absence code.
• Exempt employees should have their supervisor/manager send a memo to Payroll each month.

RECOMMENDED PROCEDURES FOR SAFETY AND PROTECTION FROM FAMILY VIOLENCE SITUATIONS
Outside of Polaroid:

• Obtain the necessary civil protection order(s) i.e., vacate/restraining order from your local district court between the hours of 9-3 P.M. or local police department after 3:00 P.M.
• Do not permit the civil protection order to expire.
• Carry the order with you at all times.
• Seek emergency shelter if necessary

Inside Polaroid:

• Notify your supervisor/manager of the situation and need to be absent.
• Discuss options available with your supervisor and H.R. Administrator.
• Be clear about your plan to return to work – paycheck.
• Submit a recent photo of the abuser to corporate security so a possible identification can be successful if the abuser appears at the work site.
• Maintain communications with the H.R. personnel administrator throughout your absence.

SUPERVISOR/MANAGER:

• The company shall honor all civil protection orders.
• Confidentiality should be maintained at all times.

HUMAN RESOURCE ADMINISTRATOR:

• Responsible for forwarding paycheck
• Contact EAP Counselor for the purpose of developing a safety plan.

EMPLOYEE ASSISTANCE PROGRAM COUNSELOR:

• EAP and H.R. Administrator should collaborate in all situations.
• The Employee Assistance Program (EAP) shall continue to be available during the employee’s absence, including referral to community family violence services. Once a protection order is obtained, a safety plan should accompany the order. EAP counselors shall be liaisons between local shelter staff and the corporation for the purpose of counseling needs.

THE SUPERVISORS’ ROLE IN FITNESS FOR DUTY EXAMS
Fully-functioning individuals are necessary for a safe and healthy work environment. Yet most companies do not have written fitness for duty policies. Also, the determination as to whether an employee is “unfit” is too often passed along in hopes that someone else will make the decision. No matter how unpleasant it may be, the supervisor is the key to fitness for duty evaluation process and must be accountable if an active problem persists.

Fitness for duty exams have a long, functional history in industrial medicine. These tests may take the form of return-to-work exams, periodic physicals, or “for cause” assessments. Most evaluations are rooted in risk management and are driven more by financial and liability considerations than humanistic concern.

Apart from well-established physical measurements focusing on specific organs or structural systems such as the back or circulatory system, a number of behavioral and/or mental health conditions may limit employees in the performance of their assigned tasks. These conditions are potentially more significant to the day-to-day operation of an industrial facility than most physical injuries because, by nature, the source of the condition may not be clearly defined. Moreover, the cause may not be singular, but cumulative over a period of time.

SOURCE: Excerpted from materials from Polaroid Corporation.

The following are five business practices that can help you foster a stronger sense of purpose:

1. Be a strong, inspirational leader who facilitates the success of your employees.
2. Make your corporate mission clear and give people something to believe in at work.
3. Create teams focused on well-defined goals with concrete deadlines, in which every member’s role is clear.
4. Delegate 100 percent responsibility to every employee for something, anything … and let employees use that responsibility as proving ground to earn more responsibility.
5. Give employees some room for creative expression in their work.

Bruce Tulgan, RainmakerThinking, Inc.