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Texas Municipal Courts Education Center

Personnel Management: Interviewing, Hiring, Appraising, Rewarding, and Terminating Employees. Texas Municipal Courts Education Center. Objectives General Information III. Hiring/Staffing IV. Evaluating/Appraising Disciplining Conclusion. Overview. Review personnel management process.

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Texas Municipal Courts Education Center

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  1. Personnel Management: Interviewing, Hiring, Appraising, Rewarding, and Terminating Employees Texas Municipal Courts Education Center

  2. Objectives • General Information III. Hiring/Staffing IV. Evaluating/Appraising • Disciplining • Conclusion Overview

  3. Review personnel management process. • Develop a plan for hiring. • Make legal hiring and disciplinary decisions. I. Objectives…

  4. Review the evaluation process for appropriateness. • Use employee evaluations to nurture and develop employees. I. Objectives

  5. II. General Information

  6. Individual supervisors and managers are responsible for their employees’ performance. Who is Responsible for Personnel Management?

  7. Organizational policies and procedures • Department policies and procedures • Informal practices Rules for Employees

  8. Hiring • Compensation • Training/staff development • Evaluation • Discipline Personnel Management

  9. III. Hiring/Staffing

  10. Present employees • Friends of employees • Former employees • Former applicants Recruitment…

  11. Posting on bulletin boards, elevators, email • Job lines • Departmental information • Organizational newsletter Recruitment

  12. Compare the applicant’s background to the job vacancy notice or job description. • Determine and assess job- related criteria. • Identify additional information needed. The Application: A Screening Tool

  13. An Equal Employment Opportunity Employer is one that ensures that all policies, procedures, and processes are developed and administered to ensure that every prospective and present employee is treated fairly. Applicable Laws

  14. Title VII of the Civil Rights Act of 1964 • Age Discrimination Employment Act of 1967 (ADEA) • Americans With Disabilities Act of 1990 (ADA) Major Employment Laws

  15. The most comprehensive of all civil rights laws Title VII of the Civil Rights Act of 1964, as Amended…

  16. Prohibits discrimination by employers based on race, color, sex, religion, gender, or national origin in hiring, promotion, discharge, compensation and other terms and conditions of employment Title VII of the Civil Rights Act of 1964, as Amended…

  17. Primarily about employment situations in which an application or employee was treated in a way that affects his or her job opportunity because of his or her race, sex, religion, color, or national origin Title VII of the Civil Rights Act of 1964, as Amended…

  18. Prohibits harassment on the basis of a protected classification, and retaliation against anyone who files a complaint or grievance Title VII of the Civil Rights Act of 1964, as Amended

  19. Prohibits discrimination in employment matters based solely on age • Defines the protected age as persons 40 and over Age Discrimination in Employment Act of 1967, as Amended

  20. Passed in 1990, it is intended to extend the provisions of the Rehabilitation Act of 1973. American With Disabilities Act…

  21. Prohibits discrimination on the basis of disability with regard to employment, educational programs and facilities, public accommodations, and public services. American With Disabilities Act…

  22. In the employment arena, the ADA protects “qualified” individuals with a disability. • A qualified person with a disability is a person who can perform the essential functions of a job with or without a reasonable accommodation. American With Disabilities Act

  23. Competencies identify what essential functions the employee is expected to perform. • Identify what methods, tools and technology are necessary. • Use the job description as a basis for evaluation. Job Descriptions

  24. Applicants recommended for an interview should meet the minimum requirements of a person with the necessary job competencies. • The purpose of the interview is to confirm the qualifications of an applicant compared with the job requirements. Interviews…

  25. Interview questions should be standard for each candidate. • Questions should be job- related. • Ask open-ended questions. Interviews

  26. Determines basic skills and aptitudes Testing…

  27. Personality Tests must be linked to job qualification and job duties. • Assessment Centers offer a series of evaluative exercises and tests including work exercises and group simulations. Testing

  28. Transcripts • Prior employment – type and reference • Personal references Supplemental Information…

  29. Criminal history check • Medical examination Supplemental Information

  30. Offer letters • Conditional offers • Probation • Non-selection letters Closure in the Hiring Process

  31. IV. Evaluating/Appraising

  32. To set performance goals and expectations • To determine the basis for raises • To identify skills for next- level positions Why Conduct Evaluations?…

  33. To Identify areas to train/develop for improvement on the employee’s professional development plan • To discuss plans for growth and improvement • To appraise performance Why Conduct Evaluations?…

  34. To provide a record of job performance or lack thereof • To provide the employee feedback about effectiveness and efficiency Why Conduct Evaluations?

  35. At least once a year • Preferably more often Evaluation Timing

  36. Immediate supervisors • Peers Who Conducts Evaluations?

  37. Comparative – numeric evaluations in predetermined categories • Essays - general Types of Evaluations

  38. Comparing employees • Halo/devil effects • Similarity effect • Documentation • Focusing on job duties Evaluation Challenges

  39. Set objectives. • Engage in two-way communication. • Listen carefully. • Don’t judge. • Don’t react. Feedback/Appraisal Meeting

  40. Lecture. • Mix appraisal and salary discussions. • Do all the talking. • Compare the employee to other employees. • Seek complete agreement. What Not To Do

  41. V. Disciplining

  42. To encourage compliance with organizational standards Why Discipline?

  43. Preventive • Written policies and procedures • Corrective • To reform • To deter employee and others undesirable behavior • To be consistent Types of Discipline

  44. Positive • Direct and specific • Time frame • Discipline quiz How Do We Discipline?

  45. Identify issues • Obtain information on issues • Review personnel record of the employee Discipline’s Due Process…

  46. Discuss with employee. • Interview witnesses. • Identify appropriate discipline actions. • Allow for appeal. Discipline’s Due Process

  47. Immediate Discipline’s Timing

  48. Oral Warning • Written Warning • Probation • Suspension/Termination Progressive Discipline

  49. Department file • Supervisor’s notes • Written memos Documentation

  50. Hiring/Staffing • Evaluation/Appraising • Disciplining VI. Review

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