Advantage Plan

HR Answers Inc., offers the Advantage Plan, a program of on-going personnel/HR support. This plan is designed to offer organizations information, support, advice and resources. It is ideal for organizations that do not have a full-time human resources person, or where the HR staff may need technical support on compliance or complex issues.

Standard Service includes:

Unlimited telephone and email access to HR Answers consultants regarding any HR or employee related question. Access includes any designated manager or supervisor in the enrolled organization.

Plus:

$200 towards product, consulting services, or on-site training of your choice
Unlimited access to all HRA Resource Guides (via HRA website) and download capabilities (includes HR Forms, Employee Handbook, Performance Management, ADA-AA and OFLA/FMLA)
Certificate to one 4 hour HRA workshop and discounts on all other HRA training workshops (up to $150 value).
Monthly Advantage e-newsletter and HR Alerts
$15 per hour savings on use of the HRA Resource Library (regularly $50/hour)
10% discount on any consulting project work
Invites to special HRA events such as Power Breakfast, Partner Night, Advantage Plan Luncheon, and more!

Fee Structure: based on employee count (call us for more info).

Customized programs are also available. Call us at 503-885-9815 or 877-287-4476, and let’s explore the possibilities.

Consulting Project Work Might Include:

Salary or incentive compensation design
Organizational Development
Labor Relations assistance
Recruiting assistance
HR Practices Review
Risk Management with regard to employment law
Outplacement assistance
Assessment and documentation of harassment, unemployment, Worker’s Compensation, or BOLI claims
Salary Surveys
Affirmative Action Plans
Mediation
Internal Investigations
Job Descriptions
Training
Pay Equity

When to Call HR Answers, Inc.:

Here is a suggested list of situations when calling HR Answers may be appropriate:

Creating a new position
Making a hiring decision (if unclear, references incomplete, conflicting information, etc.)
Issues and circumstances requiring disciplinary action
When an employee walks off the job
Before any termination
When Employment Division approves unemployment payments
When a Workers’ Compensation injury or illness occurs
Upon receipt of notice for any State or Federal Audit
Uncertain about how much to pay a person
Employee files any type of legal action, grievance, etc.
Employee requests a Leave of Absence
Employee is disabled
Employee requests exemption to policy
Questions regarding current company policies, procedures and corresponding forms
Questions regarding new or revised policy or form
Prior to benefit plan renewal
A conflict exists between employee and supervisor that can’t be resolved
Any other time you have a personnel question, concern, issue, or are uneasy about anything occurring in your workplace

HR Tips

Everyone’s different. Recognize great performance, address poor performance and try to tailor ‘rewards’ to what individuals value.

The next, and most significant portion of the Oregon Equal Pay Law goes into effect on January 1, 2019. HR Answers, Inc. is offering a variety of products to assist your organization with reaching pay equity compliance.

When interviewing, remember to ask questions that will provide you information about “what” the candidate can do and questions that will give you information about “how” s/he will do it. Employers most often hire for “what” and they “fire” for how. A little thought in advance about both of these critical aspects of performance may minimize the need for corrective action or discharge.

There is a Law in science that “Nature abhors a vacuum.” Guess what – employees abhor it as well. The more information you can provide to employees, the more they feel connected to the organization and its pursuits.

Mistakes are going to occur even when everyone has the best of intentions, but the same mistake shouldn’t have to occur again. Ensure that each mistake is a learning opportunity. We all learn best when we have goofed, and nobody likes that sinking feeling in their tummy. If mistakes are treated as a learning opportunity and no blame is attached to them, people can identify the “ooops” and learn from it. Second time, same mistake; well that’s a different issue!

Praise does wonders for a person’s hearing. If you tell someone they did a great job on something, it will make hearing about the times that things don’t go so well much easier.

Don’t forget to offer your appreciation for someone doing the job that needed to be done. You don’t have to go overboard, but saying, “I can always depend on you to get the work done, on time, and in good shape. I want you to know how much I appreciate never having to worry about that. Thanks!!” goes a long way.

Employees value having good equipment, current versions of software, and attention paid to their desks, chairs, and workstations. Making sure that these are in good repair and current allows the employees to work more productively and it removes one barrier to employee satisfaction.

When conducting Exit Interviews, don’t ask “Why are you leaving?” Ask instead, “Why did you first start looking for another job?” This will elicit a far more definitive answer that you can do something about if a trend becomes evident.

Remember that when an employee is struggling, it may be less about the employee and more about the guidance that he/she is being given (or not being given) by the supervisor.

One of the best ways to get updated information for a position or to revise a Job Description is through the use of a Job Analysis Questionnaire that an employee can fill out to tell about their work assignments and conditions. If you want more info about this form, just give us a call.

Criticizing an employees attitude is not very helpful. It is far better to talk about their behavior. They get to have any feelings they want, but the employer gets to comment on and correct poor behavior!

Make sure your Social Media policy states that employees cannot demean or denigrate co-workers or customers, but place no restrictions on their commentary about management or the organization less you run afoul of the NLRA.

Consider an applicants behavior during the application and interview processes. This should be the time they put their best foot forward. Exercise caution and consider what is likely once they are hired if there are glitches when they are at their best.

Remember that your employment posters must be able to be seen and read by both employees and applicants so during your first in-person contact with an applicant, ensure they are walked through a place where your employment posters are visible.

Keep your eye on your state and local government and their actions. There is a major thrust trying to do away with the item on your employment application inquiring about previous convictions (Ban-the-Box). Be prepared to remove that language if new laws require that.