How Do You Measure Committee Effectiveness?

Committees. Committees come in all shapes and sizes. Committees vary in their effectiveness. 

If I had a friend who was going to put together a tool to assess a committee's effectiveness, what would she want to include in it? Ok, in the spirit of full disclosure,  I do have a friend and she has been tasked to develop a tool, really. Here is what I have gathered so far and could use your ideas for other ways to measure the effectiveness of a committee:

AN EFFECTIVE COMMITTEE WILL understand its purpose and effectively work toward its goals • have open communication among members • listen to all points of view and make decisions that work for all • not be dominated by one leader or member • strike a balance between group productivity and personal needs • establish a process to evaluate and make changes • provide an opportunity for members to work collaboratively • have access to information they need to make recommendations.

Any and all ideas are appreciated AND an actual tool will be recognized with a super honorable mention and many, many thanks!

Shoplifting

A year ago I was arrested for shoplifting in Illinois - it was the worst decision of my life and something that I will regret forever. I finally had the arrest expunged a month ago and now I am applying for jobs. I got my criminal file from the county and the arrest doesn't show [so everything was successfully expunged]. However, I am now applying to fortune 500 companies and am so scared that they will still find the arrest with extensive background checks or through third party firms.... even though I can legally say I was not arrested or convicted, should I just be honest and tell HR? How likely will they find it if I don't tell them ? I don't know what I should do...I am riddled with guilt and scared beyond belief. I would appreciate any advice, I have not slept for days ... this is going to haunt me forever.

People make bad choices. You made a bad choice. One bad choice does not necessarily have to haunt you forever. 

Full disclosure is always the best policy. Your record was expunged but you hit the nail right on the head when you mentioned third party firms. Background checks can be extensive and organizations do not rely on a sole source of information. Information is gathered from third party firms, employers, references, etc. If anyone but you knows about your shoplifting, HR is bound to find out about it too.

Bottom line for me as the average HR Manager, tell me about it. What did you do, how old where you, why did you do it, and what did you learn from it? Is your record clean otherwise? Can you honestly ensure me that it will never happen again? I can be much more open and willing to consider and weigh than if you attempt to hide. It goes to integrity and honesty. Shoplifting I can get past; dishonestly I cannot.

Good luck to you.
 

Love Your HR Manager

Supervisors, are you thinking of:

• Using e-mail to counsel an employee? 
• "Sliding" an employee into a new position without posting it?
• Counseling an employee after they were sent home by employee health due to a contagious illness?
• Inquiring about a possible drinking problem when an employee calls in to request sick leave?
• Telling your licensed employee that you will give them an additional grace period to renew their license even if the state boards don't?
• Notifying the Union that you "appreciate" the negotiation process and their position but you disagree and are making a change anyway?
• Setting a start date for a new employee without notifying HR? There are silly little details to be taken care of like an offer of employment.
• ________________? (Fill in the blank HR Pros!)

Stop right there and come talk with me, your friendly HR Manager. My door is always open.

Wanted: Thoughts on Zero Tolerance

I will be hosting a gathering of the minds at Caribou tomorrow morning, mochas on me, can you be there?

Here is the set-up: organizations have zero tolerance areas. An employee's alleged behavior falls in one of the zero tolerance areas. The organization is determining the appropriate disciplinary action to propose.

Here is the question: does zero tolerance mean automatic removal? Said differently, would anything less than removal condone the behavior? 

Yes, there is a specific issue that brought the question to the table and now it is the question itself that I want to explore. It goes beyond any single issue or set of circumstances.

Since face to face is not feasible, although it would be awesome, how about link to link or comment to post?

What do you think? 

Late, Late for a Very Important Date

I finally got an interview for the perfect position for me, and with THE company I want to work for.  Agh...this is so hard for me to even write, as I literally lose sleep over this.  My interview was at 10:30AM on Monday, less than 5 minutes from my house.  Somehow, over the course of the weekend I "told" myself I must LEAVE at 10:30, when in fact,  the interview was at 10:30.  I am guessing what happened is that since I didn't "require" a 30 minute drive time that I must usually account for (I kept saying "oh, it's right around the corner...less than 5 minutes..), my "appointment" time became my "leave by" time.  As I walked out my door (at 10:35, giving me 5 minutes to get there, and  putting me there 5 minutes EARLY!), I decided to double check the name of the lady I was to meet with, when, there it was, in my handwriting...Interview 10:30AM.  That moment was like a heart attack, I stood there for a second just numb, trying to figure out what made me think it was at 10:45??  I get nauseous in my stomach re-living that moment.  I called her on the cell as I was jumping in the car, telling her I am on my way, I apologize for for getting my time mixed up...

I was frantic, mad, almost in tears for my stupidity the whole way there, and while waiting to see her.  Here's the sad part...I am known by family/friends for having little tolerance for tardiness, I find it rude, selfish and most inconsiderate. Two weeks have past, they are still advertising for the position, and I feel I am right for the job and want to send a letter keeping me fresh in her mind as a candidate, and mostly, to (again) express my sincere apology for perhaps inconveniencing her, and letting her know this is NOT characteristic of me.  I feel I need to do this for my own satisfaction at this point, otherwise, how will I know if she is not hiring due to my tardiness, or that she feels I am not right for this position?

What should I do?  I of course apologized at the interview, yet didn't want to "dwell" on it.  I can't get this job off my mind, nor the fact that I was late, how could I let this happen?  I am so disappointed in myself, I continue to beat myself up over this.  Should I write her a "thank you" letter for her time, and mention my tardiness (let her know this is out of character for me), or not even mention it?

First of all, you should take a deep breath and BREATHE. 

An interview is once chance you have to be prepared, to be your best. You were not at your best, you were late. Is this the end of the world? It definitely is not something I encourage or condone but for me, it is not an automatic no. Life happens and how we deal with it speaks volumes.

So, how were you in the interview? Were you secretly kicking yourself under the table? Were you flustered? Or were you able still to put your best face forward? They are continuing to advertise for this position; you were not selected. Was something missing in your skill set or experiences? Was tardiness a "do not pass go" for this interviewer? I don't know and neither will you unless you contact them.

Send a thank you note to the person who interviewed you. A thank you is an absolute must. In it, I would not dwell on the tardiness. You say that this is the perfect position for you but how are you the perfect applicant for them? Tell them. And say something like, "I'm really excited about this job and would welcome another opportunity to show you that I am serious about the position."  Plan a follow-up call and in it ask for feedback. If the interviewer is willing to oblige, consider yourself one of the lucky ones and listen.

Regardless of the outcome, you are beating yourself up and you should stop that, really.

Current Employment and Bankruptcy

Due to my husband's upcoming military retirement and several other factors we are forced to possibly file bankruptcy within the next six month. I currently work for a credit card processor and my credit was checked prior to employment, I passed and was hired. Now that we are possibly filing bankruptcy will this effect my employment, is it possible that I could lose my employment? I am not aware that my credit is checked on a regular basis....and I am hesitant to ask anyone.

The company conducted a pre-employment credit check. This indicates that credit is of some importance to the company. Credit history can go directly to financial accountability or be deemed an indicator of responsibility and accountability. Bankruptcy in and of itself is not a bad thing. Bad things happen to good people. An unfortunate event disclosed can be of little significance to your employment but the same event "discovered" often raises questions.

Full disclosure is always the best policy. Regardless of whether or not credit is checked on a regular basis, you should consider disclosing this. Does  company policy require you to inform them of any changes in your financial status? Unless you are responsible for handling a company's money, i.e. finance, a bankruptcy likely would not interfere with your employment however with what I know from your question I cannot say that without a doubt. Why? Well, you made reference to "several other factors."  The nature of these factors is important as are your actual job duties and company policies.

Here is a link to another post Employment After Bankruptcy . Bottom line for me as the average HR Manager, If you tell me about it, I can be much more open and willing to consider and weigh than if you attempt to hide. It goes to integrity and honesty and frankly, the HR staff or company could find out about it anyway.

My thanks to you and your husband - to him for his service and to you for your support. Best of luck to you. 

Dressing for an Interview

Are job candidates really judged by what they wear? Absolutely. Without a doubt. Yes. If you are fresh out of college or working with a modest wardrobe budget or know someone who is and want to learn more, click over to bizMe to read more at the latest post, Suiting up for game day .

What do you think - has the dust really settled on the skirt suit vs. pant suit debate?! Ah, another item to add to the list of things that never cross a man's mind. 

Age Discrimination?

I am mid way into my forties and I feel that I am being discriminated due to age. The only jobs I can get are two part time jobs. Should I fight the employers with the E.E.O. or not?

I often tell staff that I want "just the facts, Jack" but in this case, I need a little more. Questions to ask yourself as you ponder your job search: what positions are you applying for? Are you qualified for the positions? Are you completing applications or submitting resumes? Are you putting adequate time into completing them to ensure they are accurate, thorough and reflect all of your skills and abilities? Are you receiving interviews? Are you preparing for them? Are you the best qualified for the positions you are applying/interviewing for?

After considering questions such as these, do you really believe that your age is THE reason you are not being selected?  Unfortunately, people to discriminate in hiring because of age and if this is the case for you you should know that any individual who believes that his or her employment rights have been violated may file a charge of discrimination with EEOC. The Age Discrimination in Employment Act of 1967 (ADEA) protects individuals who are 40 years of age or older from employment discrimination based on age. Under the ADEA, it is unlawful to discriminate against a person because of his/her age with respect to any term, condition, or privilege of employment, including hiring, firing, promotion, layoff, compensation, benefits, job assignments, and training.

People are not selected for positions for MANY reasons and I encourage you to consider those first before alleging it is because of your age. If it is, there are resources available to you. I encourage you to contact the HR department of the company where you applied. Most companies have a staff member(s) responsible for EEO on site . She would be someone to listen to and address your concerns. Of course, you could seek resolution directly with the EEOC.

Personally, as a person over 40 myself, I feel 40 is prime and in no way "old"!  Comments anyone?

Manuevering Through Federal HR Processes: Flexibility Required

It was with the best of intentions that Section 2301, Title 5, United States Code was developed. The Merit System Principles were developed to ensure equity in the federal personnel (aka HR) management process.  

From Principle 1, recruitment should be from qualified individuals from appropriate sources in an endeavor to achieve a work force from all segments of society, and selection and advancement should be determined solely on the basis of relative ability, knowledge and skills, after fair and open competition which assures that all receive equal opportunity,  to Principle 9, Employees should be protected against reprisal for the lawful disclosure of information which the employees reasonably believe evidences -- a violation of any law, rule, or regulation, or  mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific danger to public health or safety,  they are great principles.

Start with great intentions, add a dash of original design, sprinkle subsequent redesign, cut in the interests and mandates of multiple agencies and bake over times that are changing and what do you get? Great principles buried amongst a very complex, robust and seemingly restrictive set of rules and mandatory processes.

Am I the only one who knows this? No, absolutely not. The Office of Personnel Management (OPM) is conducting demonstration projects in different agencies to test new HR innovations or apply existing HR innovations in new surroundings, HR Flexibilities are offered within the law and tools are developed to assist HR Leaders in identifying and fully utilizing them, and there is a dedication of time and resources to Strategic HR Management.

I know that we are heading in the right direction and accept that things don't move fast in large agencies.  Knowing that, however, doesn't help when I sit face to face with a very frustrated supervisor. At the facility level, we are bound by rules and practices that have not changed with the times. It is my job to find the flexibility, while ensuring our actions are consistent with Merit Systems Principles and would not constitute a Prohibited Personnel Practice. Let us not forget about ensuring our actions are consistent with the Master Agreement or that they would not constitute an Unfair Labor Practice.

One thing I have learned is that there is always flexibility in the process. At times, flexibility can be found within the very rules that seem to bind us. At times, the flexibility lies with management.  Firmly stand your ground, be unwilling to consider alternatives and gripe about the system in which we work and it will seem the best of intentions have gone awry. They have not. 

You can get what you want if you are willing to be flexible.

EAP - The Rest of the Story

Do you remember the Dunkin Donuts man who wakes up and in a zombie like state, shuffles through his apartment chanting the classic line, "Time to make the donuts, time to make the donuts."

Is he that much different than you, or me, when I wake up, hit the snooze, and finally get up, get ready for the day, pack the backpacks, load the guitar, wake up the kid, dress her, kiss the husband good bye, back out of the driveway, turn left on the road and right to day care, drop her off,  and wave the school bus goodbye, turn left at the Texaco, right into the coffee shop . . . "

Or different from what we always do when, as HR professionals, it appears factors outside of work may be negatively influencing an employee's performance.  What do we do? We refer them to the Employee Assistance Program (EAP). We do this a matter of practice, a matter or routine, a matter of necessity. In fact, I do it so often, I do not even think about it. I read a post by the Career Encourager that made me stop and think about employee referrals to EAP.  A seemingly simple, very routine statement we repeat often and, at times without thought, can sound very frustrating to an employee.

Why do we refer employees to EAP and how can EAP benefit them? Check out this post - I guarantee it will give you pause and make you stop and consider your communications around EAP referrals, or at least better prepare you to address an employee's spoken or unspoken concerns.

Time to get my coffee, time to get my coffee. . .

Complexity At Its Best

Your organization has a Drug Free Workplace Policy. A supervisor suspects an employee may be using illegal drugs. She begins to investigate. Based on the results of the investigation, you will either clear the employee and determine that the allegations were without merit or you will have evidence to support the allegations and recommend appropriate discipline. Couldn't get any more straightforward than that, could it?

Right now, all of my HR practitioners and employment law attorneys are out there are stirring in their seats, beginning to feel their blood pressure rise and heart beat a little faster, as they reach for their company policy with one hand and their ADA/Rehabilitation Act folder with the other while  scanning their shelves across the room for their well tabbed  EEO book.  

Back to the drug investigation. You are finishing up your investigation and the evidence is not in the employee's favor. There is a knock at your door. The employee in question comes to your office and voluntarily identifies himself as a user of illegal drugs. Gotcha!

Now what do you do? In my organization, we acknowledge the identification. We consider the facts and make a safe harbor determination. Safe harbor essentially says that the organization will not initiate disciplinary action against an employee who voluntarily identifies him/herself as a user of illegal drugs prior to being identified through other means. Other means is defined as direct observation, evidence obtained from an arrest or criminal conviction or a verified position test result. Once the voluntary self identification is made, the employee must obtain counseling or rehabilitation through an Employee Assistance Program and refrain from using illegal drugs. In essence, you may not proceed with discipline, regardless of the evidence obtained, if all of the safe harbor criteria are met.

"If x than y" is one of my more commonly used formulas in Excel. If HR decisions were that straightforward, we'd all be sitting pretty. And bored out of our minds. HR is complex, HR is robust and HR is not for the weary. You have got to be on your toes, well read, and able to connect the dots. You must be able to identify the exceptions and know where to look for the bumps in the road.

As good as you are, this knock at the door was not a surprise. You were expecting it.  If it wasn't a safe harbor determination in response to an allegation of drug use, it would be a request for reasonable accommodation in response to a proposed performance based removal, allegations of hostile work environment in response to a less than satisfactory performance review or the unforgiving FMLA, ADA, EEO triangle. This list can goes on and on. You love this stuff. You thrive on it.

HR. Complexity at its best!

Who Owns Company Policies?

It’s fun to be in charge. You get the title. You get an office. If not an office, you get some "space" and maybe a clipboard and file drawers. Maybe even business cards. You have control over your work day. You have control over others. You get an increase. You soon realize that the increase is not nearly enough. You can't control people. They have minds of their own and they break company policies. If they don't break them, they flex them. You need these people to work with you. You need them to like you. You surely can't correct them and you definitely can't say no. Can you? Do you want to? Why should you? HR will do it!

HR Wench recently joined the blogosphere. She is "bringing it, 5 days a week" as an HR Department of One. If you are an HR Department of One,  pick up a chai tea latte, sit back, relax and acknowledge the focus and perspective you bring to the madness each and everyday. If you work in a company with an HR Department of One, go to that HR person and thank them. Thank them right now. And do it again. And again.

I was an HR Department of One and it was one of the best HR growth and learning experiences I had. It was in this position that I gained a valuable perspective about the "manual." The company had a manual, it was HR's job to police. HR was caught between managers and employees who either couldn't care less and didn't see the need for policies and those who wanted equity and to see the policies enforced. It came to a head one afternoon at a weekly executive management team. 

Mgr:   HR, employee X is upset because you said he can't use his funeral leave next week. I told him he should be able to and to clear it with you.

HR:    Hmmm, I thought employee X was taking the week off to head north and fish. I was not aware he had a death in the family. He did not mention that.

Mgr:   Well he did. His grandmother passed away in April.

HR:    April? Isn't it September now?

Mgr:   Put the calendar away. The services were in out of state, he was on the road and could not get there in time. He elected not to take time off during the week and went over the long weekend.

HR:    So, who passed away this week?

Mgr:   No one.

HR:    And, why is it then that he needs to use funeral leave next week?

Mgr:   Aren't you listening? He didn't get to take it in April so he wants to use it next week.

HR:    Why? To mourn the fish they catch? I understood that they eat them, not bury and mourn them.

Mgr:   The company policies are not just yours, they are mine too you know!

You know what, red face and clinched hands aside, he was right. They were not mine. Yet, I was enforcing them. Why was I enforcing them? If they belonged to the company, to the executive team, why weren't they all enforcing them? In that moment, and in the months following, this changed. The executive team embraced (ha!) the manual as their own. We reviewed each and every policy. If it was legally necessary or provided needed direction, it stayed. If it created black and white where we wanted grey, it was shredded. In the end, the "manual" was thankfully a fraction of what it originally was. The team agreed that these were the policies the company needed and wanted. More importantly, these were the ones that they would enforce. They would enforce. That was the key. So what was HR to do?

HR was to ensure the policies were kept current, recommend changes to the manual, develop systems and processes to support policies, advise managers, bring inconsistency and concerns to the team and be the voice of reason, not compliance. My office was a revolving door initially and, at times, the transition was less than smooth. But we transitioned.

Now, when I see staff arguing over the wording of "their" policy, supervisors venting about the Master Agreement, or employees upset with decisions their managers have made, I see that one manager again. This time his face is not red and his hands are not clinched. This time he is reminding me that the policies are not personal and not all of the battles need to be mine.

Have a concern? Want to vent? The doctor is in.

Interviewing Cheat Sheet

"There's no doubt that the interviewing process can be stressful, not only for the person applying for the job but for those doing the hiring as well. There are ways, however, to make job interviews a more rewarding and successful experience for both parties."

Interesting in finding out how?  "The Interviewing Cheat Sheet: 100 Resources for Interviewers and Candidates" just published by HR World provides links to resources ranging from interview questions and answers, to interview attire, interviewing techniques, resumes and references, and more.

No More Pictures, Puleease!

Anything can happen in the name of security. As we move to increased security, employees will receive new ID badges that are standardized across the entire agency. Now, they vary in design and presentation by medical center. Makes sense. Where's the rub? Employees will no longer have the option to limit their identification to their first name and last initial; full names are required. Reason? Security.

I can see the issue from both sides, sort of, but the question remains, how do you balance employee desire for privacy with an organization's need to provide a safe, secure workplace? The answer lies in an evolving conversation and series of tough decisions.

Too bad it could not be as easy as my first grader going for cover on the first day of school!

Short and to the Point, but not Sweet

I conducted a mid-year salary survey on a few key occupations in August. As a result, one occupation group will receive a salary adjustment and two occupations will not. One message was easy to send, the other two not. One was particularly difficult because wages for this group have been an issue for some time.

Let me define the issue. Our rates are competitive statewide except in comparison with certain facilities in a core metro area. Our facility is not comparable to these facilities in terms of size, complexity or services offered. Nor are we in a major metropolitan area. Our rates are competitive across telephone surveys and a variety of third party surveys. Our turnover is minimal, our recruitment is not difficult and we have a steady flow of candidates from our student programs. We are basically doing ok from the measures side. We are not from the people side.

Problem? Grades. We have pay grades. We have two occupations in the same grade and the duties of one occupation is perceived to be  more complex than the other. That the salary rates paid for the "more complex" occupation are market competitive, is overshadowed by the fact the an occupation perceived to be much less complex is paid at the same rate.

For the past few years, a senior manager and I have had face to face meetings with staff in the "more complex" occupation. They have heard and know  the pay setting guidelines and they may even understand and accept that we have exhausted all avenues available to us. They do not accept the absence of a pay gap with the other occupation.  Short of getting into the federal pay system (complex and robust), suffice it to say that my hands are completely tied unless the labor conditions change. 

I communicated the survey results to the impacted employees today. It was short and to the point, but not sweet.

Negligent. Really? Are you sure?

Someone was doing something she should not have been doing and conversely, was not doing what she was supposed to be doing. So, was she negligent? I am not sure so to my Black's Law Dictionary I go. Let's see, there it is, page 1061, "negligence."  Yup, that may just cover it, let me read on a little further. I turn the page and. . . lo and behold, there are no less than 25 types of negligence. Active negligence, gross negligence or imputed negligence? Casual negligence or wanton negligence? Maybe simple, slight or subsequent? I think we will just stick with the tried and true, plain, old, non-qualified or further defined "negligence." 

Am I sure? Hmmm, maybe I should go back to "loafing." You have got to love the law. You just have to!

The Elephant Has Been Bitten

We did it. We started. We have taken the first bite of the elephant with our first formal HR systems redesign process. We are a group of 6 working to streamline our application flow process through HR. We are focusing on our RN, LPN and MD applications. Our aim: to be a neutral force in a process that provides applicant data to selecting officials in a timely manner, minimizes delays and is trackable, traceable and measurable from beginning to end.

Where are we? We are mapping our current process, complete with markers, colored post- it notes, arrows, and stars. Our process starts with the receipt of an application and considering that we can receive an application at least 4 different ways, we are taking them one at a time. Can you see a process improvement opportunity already?!

Challenges at this phase? Keeping people focused on what they are actually doing, not what they should be doing or what they want you to think they are doing; creating a "no defensiveness allowed" zone; maintaining the momentum through a somewhat tedious, yet very visual, process.

If need be, I will break out the colored heart and star post-it notes (and maybe even the Dove chocolate).

No More Salary Calls - Yippee!

To the HR managers at the health care facilities who have been surveyed by my staff for salary information:

It is with great pleasure that I tell you that these requests will end. Thanks to an awesome compensation professional, a "Compensation Force," I was able to locate a salary survey that met all of the Central Office mandates. What does this mean? For me, it means that I can use this as the primary source of information to review our special salary rates for market comparison. For you, it means no more verbal or written requests (pleas) for salary information from members of my staff. 

Yippee for all of us!!

Job Fairs: Gaining Entry Into the Booth

The fair is in town. No, not the county fair. The annual job fair. Many employers in one place with their best faces forward, looking to attract you, to work for them.

Companies you are interested in will be represented so this looks like a worthwhile stop on your hunt for the perfect job. You will have an opportunity to present yourself and to learn more about your potential employers. You will only get one chance to make a first impression and in the face of bright lights, stunning displays, gifts, candy smiling welcoming faces eager to meet you, don't think for a moment that your potential next employer is taking this lightly. They are not. They are willing to stand at a booth for hours and speak with literally hundreds of potential candidates to find the few who stand out. Don't blow it!

You are walking up to a booth. What do you do? Impacts are made in an instant and if you are serious about your job search, you will want to be taken seriously. How? By showing employers that you do take this seriously. Read and learn everything you can about presenting yourself professionally and take that knowledge with you into the fair. Do not dress like you are going to the county fair. Do not throw professionalism out the door. Do not head straight for the bags o' free stuff. It really does not serve you well when you ask an employer to hold your bag o'pencils, balloons and candy while you dig through it to find your resume at the bottom of the bag.

You are at the booth. You are greeted and you begin to speak with the employer. Be yourself and be prepared to answer the question that will follow the pleasantries, "What areas are you interested in today?" This is point where the pool of candidates splits into two groups. The split is so pronounced that at times, one can almost hear it. In one group are those candidates who are asked to come over to the side where they can speak more privately and in the other, those who are given a free balloon and an application (maybe) to complete and send back. Admission to the first group? A solid, thoughtful, authentic answer to the question. "Oh, I don't know, what have you got?" is not a good response. If you give it, the employer will follow up with a question along the lines of, "What type of work do you currently do?" or "What skills do you have?" If your response is going to be, "I can do anything," you should not be at the fair. An employer at a job fair will not provide career counseling. They will ask questions to see if there is a fit between your skills and experiences and their needs and they will make this determination based on your answers so you need to be prepared with the answers. This is a two way interaction in which you hold the key. 

Maybe, just maybe, you really will take anything. "Anything" still is within a context. Define the context. For example, "I worked at XYZ Company as an Administrative Assistant in the Sales Department. My computer skills are excellent. I excelled at providing the sales force with lists of potential customers by reading trade journals, through my contacts with the local Chamber of Commerce, and believe it or not, as a board member of my church. We were recently acquired by another company and I was let go. I am very interested in working for your company because of your commitment to the local community. I am open to consider any opportunities where I could use my skills to benefit the company."  "Interesting," says the employer. "Come on over here where we can speak more privately."

Yes! You have gained entry into the booth. Now we are talking!

Pay Setting, Federal Style

Remember Love, American Style? Well, welcome to Pay Setting, Federal Style.

Here is the scenario. We have an employee who was recently promoted from a GS-7 to a GS-9, who had prior experience in the same field as a GS-11. Federal HR practitioners are all jumping in now with, yes, highest previous rates. There is a flexibility available to provide advancement beyond the standard two step promotion rule for these situations. Because there is often a minimum and a maximum rate of pay to consider, the offer can be set within that range based on each individual case. Because these can be very subjective and fraught with emotion and are not very common, we meet within HR to discuss these pay setting situations. 

I need data, I need words, I need paper I can put my hands on. So after my staff left my office, that was exactly what I had. I want to get my head around this to not only set pay for for this one individual but to document a thought process we would use consistently for subsequent situations.  I needed more information. I went looking and lo and behold, not only did I find the information I needed, I found perspective.

Pay setting is complex, I know that, but seeing it on paper, really brings it home. Other than the typical promotions with the same pay system, there are guidelines and rules for things such as:

Movements between pay systems, assignment of special rates, termination of special rates, reassignment to a new official workstation, voluntary transfer from a special rate to a locality rate, voluntary demotion from a special rate to a salary rate, voluntary demotion from a lower locality rate to a higher locality rate, reappointment using GS rate as highest previous rate, reassignment using special rates as highest previous rate, reappointment using non-GS rate as highest previous rate, grade retention, pay retention and much much more!

Where is the perspective? It is in the numbers. My staff processed 1,553 pay actions in FY 05, 1656 in FY 06. In 2007 they already processed over 1,650. I can count the pay errors on my fingers without coming close to the need to move to my toes. Awesome!

Now, back to setting pay for this one, very important employee!