New York recently joined Illinois and Delaware on the growing list of states that allow same-sex marriage or civil unions between same-sex partners. Organizations that have operations in one or more of these states have a somewhat more complicated task when it comes to legal compliance since federal law recognizes neither same-sex marriage nor civil union partnerships.
One example of such administrative complexity is under the Family and Medical Leave Act (FMLA) which provides for protected leave and benefits for covered employees who have, among other qualifying events, a need for time off from work to care for an immediate family member, including a spouse, in the case of serious illness. Under this law, the definition of spouse is simply “husband or wife, as the case may be.” Of course, employers may choose to be more generous than the law provides for and institute a policy that includes family leave to care for civil union partners, same-sex marriage partners, or even opposite sex domestic partners, if they wish.
Speaking of FMLA and immediately family members, another issue that will impact employers more and more as the nuclear family continues to diminish as an American norm, is the FMLA amendment that expands the definition of child. In addition to “a biological, adopted, or foster child, a stepchild, a legal ward”, son or daughter refers to “a child of a person standing in loco parentis.” The term, in loco parentis, means “in place of a parent.” In practical terms, this means that if your employee has some parental-type responsibilities for a child, he or she can qualify for FMLA leave the same as a biological parent would. This person might be a grandparent, a civil union partner of the child’s biological or adoptive parent, or even a domestic partner of the child’s biological or adoptive parent. The deciding factor is whether or not the employee plays a parental role with the child. So while a civil union or same-sex marriage partner doesn’t qualify federally as a spouse, the person could still qualify For FMLA leave as related to a child in loco parentis.
It may seem a complicated task to stay abreast of such distinctions which is why it’s so helpful for employers to have HRSentry® at hand. Check under the HR Resources tab, then HR Topic Modules, to find the FMLA kit and other helpful kits to assist you. All the information you need, both federal and state, will be right at your fingertips.
To create the most effective onboarding program for your organization, thoroughly imagine yourself in the shoes of new employees. Think about questions they tend to ask. Get input from newer staff about what was missing when they first started. Required paperwork and a physical tour of your facility are important, of course, but go above and beyond necessities to new employee comfort and niceties. Onboarding can be as formal or casual as needed but the goal is to help the employee acclimate and become truly engaged in the work and in your organization resulting in greater productivity, better fit and longer retention.
Work with the manager to gain buy-in and assistance in creating a program that tells new staff, “We’re glad you’re with us!” Some activities may be standard for all and some tailored to a department or position; some will happen the first day and others during weeks to come. Have checklists of responsibilities for HR, the manager and the employee so everyone is on the same page and items don’t get skipped. Take any steps you can before the first work day such as mailing out paperwork, company brochures, org chart, mission statement and statement of core values.
Be creative but also think about the basics. Have the manager make sure the workspace is clean (remove messy traces of the former occupant such as coffee cups, stale food or old pens that won’t write.) Organize or eliminate piles of paper. Be sure it’s properly equipped and that everything is relevant and helpful such as contact information and a company directory. Have business cards made up in advance, if possible, and give the employee items with the company logo if you have them.
The employee handbook is important but it is often dense and not absorbed quickly. You can get fancy with videos and computer based materials if you have the resources, but lacking those, how about creating a simple, folksy and readable brochure that highlights the basics of what the employee will encounter early on. Include information such as: parking, dress code, work hours, using the phone, late and absence policies, acceptable behaviors and etiquette, where to obtain supplies, basic safety and security rules, expense reimbursement, email and internet use, use of refrigerator or lunchroom, timing of breaks, IT support, mailroom procedures, where to go for information, accessing the company intranet, purchasing procedures, degree of flexibility, company discounts, etc.
Schedule an ergonomic evaluation early on, if possible, and plan trainings that will be most useful at different stages. Bear in mind that when encountering a lot of new information, people can’t retain it all so provide information in several formats spread out over time. Be sure the employee gets introduced to colleagues and that work flow and cross-departmental processes are explained. Have expectations conveyed verbally and in writing. Make sure the employee knows whom to go to with concerns. Consider the role co-workers can play by taking the new employee to lunch, providing informal information, and serving as a work buddy or guide on how to get things done. Arrange meetings between the employee and upper management and folks from other departments to convey a range of perspectives and to let the employee know that they are valuable and worth spending time with. Set up “meet and greet” activities, departmental breakfasts or coffee klatches, encourage wellness participation and other team activities. Make it fun!
As your onboarding program unfolds, don’t forget to periodically check in with both the employee and supervisor to see how things are going. Encourage feedback so you can tweak and add to onboarding activities and you’ll soon have a robust and effective program!
Throughout the economic downturn, most companies have been operating in a strained state of “just-getting-by” but that is not sustainable for long-term success. As they seem to be slowly hiring again, the employment process and retention come into focus once more. With employee loyalty in a trough, turnover due to voluntary resignations will emerge from its two-year hiatus. As the fledging recovery strengthens, how can you help new employees become valuable and valued members of your team?
There are many benefits to “onboarding”, the term given to a robust employee orientation program that goes well beyond paperwork and giving out a handbook. Studies have shown that the first 60 to 90 days of employment are the most important for helping an individual acclimate and become a loyal and productive member of your team. What will help your new employee feel more comfortable sooner?
An earlier sense of comfort aids in the learning process. Keep in mind that little things such as finding the bathroom, memorizing a barrage of new names and faces, figuring out a unique culture and new systems while learning the job itself constitute a mixture of sensory data that can contribute to a human being’s sense of overload and exhaustion during the first days and weeks of any new job. An analogy is learning to swing a golf club for the first time—working on too many aspects at once is too daunting, doesn’t improve the swing and might make the newcomer hate golf! So allow for a bit more time for new staff to learn things logically step-by-step. It’s worth the small investment of being a bit more thoughtful early on to reap better results and greater chances of retention in the long run.
Often an HR professional knows what new employees need but must work with a manager who is anxious to get new staff on the front lines asap and shows little patience for paperwork or orientation activities. Sometimes managers have the idea that if they had to “sink or swim”, then new employees should too. Or they may simply not remember how hard it was to be the new kid on the block. So explain how the onboarding process is beneficial to the manager, namely that the employee who is given more onboarding support up front will become productive sooner, feel a stronger sense of commitment and thus be more likely to stay longer. Gain that manager’s buy-in by involving him or her in creating a more effective orientation and learning plan. Be sure to schedule some face time for the new employee with upper management to send the message right off that he or she is valued while giving onboarding activities the visibility and buy-in from the top that they deserve.
What are some further components of a good onboarding program? Stay tuned for Part 2.
Last chance to sign up for a course on “Motivating Employees for Optimal Performance”. HRSentry has teamed up with Champlain College’s Professional and Executive Development Center to offer a series of online workshops in human resource management. Now more than ever, it is important to handle your HR challenges professionally and with minimal risk. This HR series is designed to help small to medium size organizations gain the expertise they need to manage risk and at the same time, provide excellent service and a welcoming workplace environment to employees.
These workshops are facilitated by human resource experts and SHRM accredited, yet are completely asynchronous so you may attend the sessions at whatever time of day is convenient for you.
Best Value! Save 25% by enrolling in all 4 workshops
Join us on Thursday April 21, 2011 from 2:00 – 3:00p.m. for a webinar titled Creating Employee Handb00ks. Learn how to create a handbook that will help your organization stay in compliance with various state and federal regulations while being a useful tool for your staff.
