human resource management presentation for the … · director for the diocese of fort wayne-south...

HumanResourceManagementPresentation fortheDioceseof

FortWayne-SouthBendPresentedbyJonathanHarberHumanResourcesDirectorfortheDioceseofFortWayne-SouthBend

DirectWorkPhoneNumber260-969-9148CellPhone260-416-8995jharber@diocesefwsb.org

WhatwillbeCovered?---Session1

•RecruitingProcess• Interviewing•QuestionstoavoidinregardstoTitle7•ThingstoConsiderwhenMakingaCandidateSelection•SafeEnvironmentReview•CreditChecksforFinancialPositions

Whatwillbecovered?----Session1(Continued)HiringPaperWork

Questions?

WhatwillbeCovered?----Session2

•PersonnelFiles•WorkPlaceInjuries•CreatingJobDescriptions• ImportanceofhavingaGoodJobDescription•TheMinisterialException

WhatwillbeCovered?

•PerformanceEvaluations•DiocesanCorrectiveActionPolicy• ExitInterviews• EmployeeHandbookChanges•Questions???

RecruitingProcess

• “Slowtohire,sowedonothavetofire.”TheDioceseneedstodothebestjobpossibletomakesuretherightpersonishiredforthejob.Agoalofmineistomakesureevengreatercareisbeingtakeninregardstohiringsomeone.IthinktheoverallthemeofHIRING,thatIwouldliketostressis,“slowdown,andlet’stakeourtime.”• IwillgladlyassisttheParishes,HighSchools,andrelatedorganizationswithassistancefornewhires,interviewing,newhireprocedures,performanceevaluations,andmakingjobdescriptionsforthepositions.Donothesitatetocontactme.• Note:ForParishBusinessManagerPositionstheDiocesanBusinessOfficewillassistinvettingfornewhires.

RecruitingProcess

• ThefirststepistopostthepositionintheareaParishBulletins,Today’sCatholic(ifdesired),andtheDiocesanWebsite.Youcannotifymeaboutallthreeofthesethingsifyouneedassistance.IfyourParish/RelatedOrganizationhasawebsite,Istronglyrecommendpostingthepositiononthatwebsiteaswell.• PostingthepositionontheDiocesanWebsiteandinLocalParishBulletinsisfree.TopostthepositioninToday’sCatholicafeewillbechargedtotheParishorRelatedOrganization.• AdscanbepurchasedfromtheDioceseofGary,theDioceseofToledo,andtheArchdioceseofIndianapolisaswellfortheirweeklynewspapers.

RecruitingProcess-WhattoPost?

• IntheParishBulletins,spaceisprecious.SopostingforapositioninlocalareaParishBulletinsshouldnotincludemorethanonelineortwo.Example:• “JobOpening-St.Patrick’sFortWayne- Building,Grounds,Custodian.Ifinterested,emailresumetoDiocesanHumanResourcesDirectorJonathanHarberatjharber@diocesefwsb.org”• WhenpostinginToday’sCatholicortheDiocesanWebsiteyoushouldinclude:Parish/RelatedOrganizationlocation,Jobtitle,abriefjobdescription,andcontactinformationforpotentialapplicants.

RecruitingProcess

• IalsoamavailabletocontactlocalUniversities(NotreDame,Dayton,Marion,St.Francis,etc.)forpositionsthatmayrequireadvancededucation/skills.(i.e.MusicDirector)• Catholicjobs.comisawebsitethatisreasonablypriced,anddoesanexcellentjobofadvertisingChurchpositionsovertheinternet.Theypostthepositionontheirwebsiteaswellasmanyjobsearchenginewebsitessuchasindeed.com,SimplyHired,CareerJet,andJustjobs.com.CatholicJobs.comalsoensuresthatthepositionislistedonFacebookandTwitter.

Interviewing

• Decidingonwhotointerview?• IamalwaysavailabletoassistPriests,BusinessManagers,etc.onvettingresumesandwilldomybesttobeataninterviewtoassistifyousodesire.• Reviewthecandidate’sresumecarefully.Theresumecantellyoualotaboutsomeone.Considerthequalityoftheresume.Istheresumelaidoutcorrectly?Thereisaprofessionalwayandawrongwaytodoaresume.• Itshouldgenerallynotbelongerthanonepage.Arethereanygrammaticalerrors?Isitorganizedwell?Easytofollow?• Agoodresumewillcatchyoureyein30secondsorless.

Interviewing

• Doestheresumecontainrelevantqualificationsfortheposition?• Considercandidate’sObjective,andEducation• Isthecandidate’spastworkexperienceandjobdutiessimilartowhatwouldberequiredofthemforthepositionwiththeDiocese?• HasthecandidatebeenemployedbeforeintheDiocese?Ifyes,alwayscallParish/RelatedOrganizationwheretheywereemployedtogetinformationontheworkhistoryoftheapplicant.(VeryImportantToCheck)• Isthecandidatea“jobhopper?”Next,herearesomebadandgoodresumeexamples

Interviewing-BadResume

Interviewing-GoodResume

3236 Bluefield Place Fort Wayne, IN 46818 | H: 260-416-8995 | [email protected]

OBJECTIVE To be an outstanding Human Resource Professional providing excellent job performance by making use of my

exceptional leadership abilities, extensive education, and written and verbal communication skills.

EDUCATION Bachelor of Science in Business Administration: With a Major Concentration in Human Resources…..2016

-Indiana Institute of Technology - Fort Wayne, IN -Graduated with a 4.0 GPA Bachelor of Science in Public Affairs: With a Concentration in Criminal Justice……2008 -Indiana Purdue University - Fort Wayne, IN Honor’s High School Diploma…………………………………………………………2004 -Bishop Dwenger High School- Fort Wayne, IN

EXPERIENCE 02/2017 to current Director of Human Resources Roman Catholic Diocese of Fort Wayne/South Bend

01/2017 to 02/2017 Human Resources Specialist Kash Subsidiaries Inc. – Fort Wayne, IN

§ In charge of all HR functions and payroll 06/2015 to 07/2016 Quality Rater Zerochaos- Orlando, FL (remote)

§ Analyzing and monitoring effectiveness of business advertisements and providing feedback and suggestions for changes to improve customer satisfaction

09/2008 to 09/2014 Confinement/Police Officer Allen County Sheriff's Department - Fort Wayne, IN

§ Six years spent managing and supervising large groups of people. Maintaining logs, gathering information and writing detailed reports. Responding quickly to incidents and implementing corrective actions. Using knowledge of federal and state laws, enforcing and following policies and procedures to provide safety and security throughout the facility. Attended regular trainings, implementing changes, and maintaining certifications.

MEMBERSHIPS Member of the Society for Human Resource Management (SHRM)

Interviewing-GoodResume

Interviewing

• Afterthefirstinterview,thecandidatecanfilloutanapplicationiftheyhavenotpreviouslydoneso.• Carefullyreviewtheapplication,withtheresume,checkingforconsistency.

Interviewing(Tips)

• Youshouldhavethequestionsyouaregoingtoaskwrittendownbeforeyougointotheinterview.• Takegoodnotesintheinterview.Ithinkitisvitaltobeabletogobackandreviewthesenoteswhenconsideringeachcandidate.• *Note*- Ireallyrecommendusingpanelinterviewswhenhiringforpositionsthathavemoreresponsibility.Ifpossiblehaveatleasttwopeopleataninterview.

Interviewing-Whattoask?

• Youmustdeterminewhatarethemostessentialjobdutiesandresponsibilitiesoftheposition?Listthesedutiesinorderofimportanceonapieceofpaper.Whentheinterviewsarecompleteyoucanbetterevaluatewhichinterviewedcandidatewillbeabletomeettheseessentialjobdutiesbasedontheirapplication,resume,andinterview(s).• Wouldthisbetheirfirstroleinapositionlikethis?Whatvaluablepastjobexperiencecantheybringinregardstotheessential jobdutiesandresponsibilitiesofthisposition?• Youwanttomakesurethecandidateunderstandswhattheirjobdutiesandresponsibilitieswillbe(Considergivingthecandidatethejobdescriptionattheendoftheinterview).Note:Anewlyhiredemployeeshouldsignacopyoftheirjobdescriptionfortheirpersonnelfile.(Moreaboutjobdescriptionslater.)


• Isuggestthatoneofthefirstthingsyoudoinaninterviewistoaskthecandidateto“tellusaboutyourself.”DetermineiftheywouldbeagoodfitfortheParish.Youaren’tlookingtogettheirlifestory,butjustaquicksummaryofwhotheyare,whatparishtheybelongtoo,andwhattheyhaveaccomplished,relatedtothisjobopening.Thisisanexcellenttimeforthecandidatetosellthemselvestoyou.

Interviewing-Whattoask?(*IMPORTANT*)• Isuggestandoftentimesresearchspecificquestionstoaskforaparticularposition.Usetheinternettoresearchthesequestionsandthenchoosequestionsthatareimportanttoyouforthespecificposition.• Isuggestaskingthecandidatewhatarethemostimportantattributes,andskillsthattheycanbringtotheDiocese?Howwilltheyimprovethequalityofworkthathasbeendoneinthepastregardingthisposition?• Question:“Whatdoyouknowabouttheresponsibilitiesoftheposition?”• Question:“Whatskillsdoyouthinkarerequiredtoperformthisjobeffectively?”• Askingwhatskillsarerelevanttothepositionprovidesinsightintowhetherornotanapplicantunderstandsthespecificskillsrequiredtobesuccessfulinthejob– whichwillhelpyou(thePriest)determinewhetherornottheyaretherightfitforyourParish.

Interviewing-Whattoask?• Question:“Whatarethefirstthreethingsyouwoulddoonthejobifyouarehiredforthisposition?”Goal:Youwillgainanunderstandingofwhatthecandidateseesasimportant,theirunderstandingoftherequirementsofyourjob,andhowthecandidateapproachesanewsituation.• Remembertoaskaboutanygapsofpreviousemploymentoveramonthlong.Theymustbeabletoexplainthesegapsinasatisfactorilywaytoyou.• Havethecandidateprovidepastworkreferences.Havethemincludepastemployers.(Checkthesereferencesafteraninterview)- Ask:“Wasthiscandidateagoodhireandwouldyourehirethem?”Oftentimespastemployerswillonlygivedatesofemploymentandwon’tansweranyquestionsinregardstotheiremployment.ThenextslidecontainstheDiocesanReferenceForm.Pleaseusethisformtodocumentthatyoucalledreferences.Trytocallaminimumof3references.

Interviewing

• ReferenceCheckWorksheet

• CathieCicchiellohasinformedmethatreferencechecksareNOWREQUIREDduringthehiringprocessfornewemployees.Thisisstatedinthebackgroundcheckprocedures.


• Attheendoftheinterview,explainthepositiontothecandidate?(Thehours,daysworked,etc.)Tellthemwhattheiressentialjobdutiesandresponsibilitieswouldbe.Tellthemwhatwouldbeexpectedoutofthemonadaily,weekly,ormonthlybasis?Explaintothemtheneedforprioritizationofjobduties.• Also,statethattherewillbeotherjobdutiesassignedthatwillcomeupfromtimetotime.

Interviewing

• Irecommendnotdiscussingpaywiththecandidateatafirstinterview.Paycouldbeaddressedlaterwhenajobofferismade.• Ifthecandidateasksaboutpayandbenefitsatthefirstinterview,Ipersonallyseethatasahugenegative.Iseeitasnotprofessionalformoreimportantpositions.Iusuallyanswerthisquestionwith“Ithasn’tbeendecided,oritdependsonqualifications,experience,etc.”• Byaskingaboutpay,thecandidateisshowingthattheyseethejobas“Whatisinitforme?,”ratherthanbeingconcernedwithwhattheycanprovidetheDiocese.• Besuretoaskthecandidateiftheyhaveanyquestionsabouttheposition.

SecondInterview

• Dependingontheseriousnessoftheposition,asecondinterviewshouldbeconsideredtofurtherhelpthePriestmakehisdecision.• Thesecondinterviewshouldonlybegiventoashortlistofpotentialhires.Thesecandidatesshouldallbequalifiedfortheposition,butasecondinterviewwillallowthePriesttoobtainmoreinformation.ThemoreinformationaPriesthaswhenhavingtomakeanimportanthiringdecision,thebettertheresultwilllikelybe.• ChoosequestionsthatwillhelpyouidentifypeoplewhosevaluesmostcloselyalignwiththeParish’smission,orwhowouldbethebestfitforyourParish?

SecondInterviewContinued

• ExampleQuestionsforaSecondInterview• “Tellmeaboutatimewhenyouhadtoovercomeachallengeandhowyouwentaboutit?”• “Areyouwillingtodelegateandtrustothersordoyouprefertodealwithtasksyourself?”• Ithinkitiscriticaltoconsider,whetherthepersonwillworkwellwithyourcurrentParishStaff?• Ifthetopicaboutsalaryexpectationscomesup,Iwouldrecommendbeingpreparedtodiscusswhatanofferpotentiallywouldlooklike.

(Video)

• https://www.youtube.com/watch?v=BkL98JHAO_w

• Thisvideowascreatedtohelpapersoninterview,however,itgivesexcellentpointersontheverybasiccomponentsofaninterview.Itdoesnotaddressaskingimportantquestionsaboutthe“essentialfunctions”ofaparticularposition.However,itlaysthegroundworkforhowafirstinterviewshouldbeconducted.

Thankyouletters

• Somethingconsideringworthdoing,ifnotalreadydoso,issendingouta“thankyou”lettertoallapplicantswhoappliedandwhointerviewed.

Questionsthatcanandcan’tbeaskedduringajobinterview.(Religionasaprotectedclasswillbetalkedaboutnext.)

“Religion”asaProtectedCategoryUnderTitleVII• Ihavehadseveralinquiriesaboutquestionsthatcanandcan’tbeaskedinjobinterviewsinregardstoreligionbasedquestions.IreachedouttoCatholicMutualGroup(ourinsurer),andsentoutanemailonSeptember25,2017toallPastorsandBusinessManagers.IwouldliketoreviewthatemailwithallofthePriests,andencouragequestionsandadiscussiononthistopic.(Note:Lateronwewillhearmoreaboutthe“MinisterialException”)

ThingstoConsiderWhenMakingaCandidateSelection(Summary)• Consistencybetweentheapplication,backgroundcheck,andresume.• Isthecandidate’seducationrelevanttotheposition?• PastWorkExperienceasitpertainstotheParishJob• Howwelldidthecandidateanswereachquestionaskedofhim/herintheinterview?• Canthecandidateperformthe“essentialjobfunctions”toasatisfactorilylevel?• ReferenceCheckswithPastEmployersandaPriestwhocanvouchontheCandidate’sbehalf

• AnyGapsinemployment?• Questionsthatthecandidateasked?Weretheywellthoughtoutquestions?Agoodcandidateasksfurtherquestionstotrytolearnasmuchaspossibleabouttheposition.Thisshowsinterestandmotivation.Acandidatethatdoesnothaveanyfurtherquestionsmaynotbeasengagedintheinterviewormaynotbeasinterestedinthepositionasdesired.

HiringPaperwork-SafeEnvironmentReview

• TheApplication,BackgroundCheck,andSafeEnvironmentTrainingmustbecompletedbeforeanynewhirestartsworkforParish.ThisappliestoallParishEmployees.Therearetwoexceptions:• 1.NewHireTeacherscanstartworkbeforeallpartsofthebackgroundcheckareback,(DCSCheck)butonlywithapprovalofMarshaJordan(SuperintendentofCatholicSchools).NewHireTeachersmuststillhavetheSafeEnvironmentTrainingVideoCompleted,andtheSafeEnvironmentVerificationFormscompleted.(Therearetwoverificationforms.OneisforreceiptoftheDiocesanEmployeePersonnelManual,andtheotherisforacknowledgmentofreviewingtheSafeEnvironmentVideo.)• 2.Volunteerswhodon’tworkwithchildren- donotneedbackgroundchecks,norsafeenvironmenttraining.

SafeEnvironmentReview(Continued)

• SafeEnvironmentTrainingincludes:readingandsigningtheEmployeePersonnelPoliciesandBenefitsManual(VerificationFormmustbesigned)andwatchingtheSafeEnvironmentVideo(Verificationformacknowledgingviewingmustbesigned).• NOTE:Oncehiredanemployeecan’tbepaiduntilSherylLee(PayrollCoordinator)receivestheSafeEnvironmentChecklistform.• AnissuethatCathieCicchiello(SafeEnvironmentCoordinator)iscomingacrossonaroutinebasisisthe“expectationofcontinuedemployment.”• OftentimesParishesarehiringapersonandthensupplyingabackgroundcheck(ontheSafeEnvironmentChecklistForm)thatwascompletedthreetofouryearsprior.

SafeEnvironmentReview(Continued)

• TheonlyreasonaParishorSchoolshoulduseanoldbackgroundcheckisifthepersonisalreadyaDiocesanEmployee.• IfanemployeehascompletelyleftemploymentwiththeDiocese(Note:OftentimesemployeesworkatdifferentlocationswithintheDiocese),anewbackgroundcheckmustbecompleted.• Forseasonalworkers,suchascafeteriaworkers,coaches,playdirectors,etc.askyourselfthisquestion.“Doesthepersonhaveanexpectationofcontinuedemployment?Ifthereisnoexpectationofcontinuedemploymenttakethepersonoffpayroll.Ifthereisanexpectationofcontinuedemploymentleavethemonpayroll,andyouwon’thavetoresubmitthehiringpacketwhenthepersonreturnstowork.Anewbackgroundcheckwillstillneedtobecompletedevery5yearsduringemployment.

CreditChecks

• Currently,IhavebeenworkingwithBarada Associates,togivetheParishestheabilitytoconductcreditchecksonfinancialpositions.(BusinessManager/BookkeeperPositions,Development,etc.)• Itisnotcompleteyet,butIamintheprocessofallowingustohavethiscapability.• Thebusinessofficeishighlyrecommendingthatcreditcheckswillbecompletedinthefutureforallfinancialpositions.

HiringPaperwork-(CompletedpacketneedstobesenttoSherylLeeattheBusinessOffice)• PayrollPacketincludes:• PersonnelRecordSheet(alsousedforTerminations,andChanges)• W-4Employee’sWithholdingAllowanceCertificate• WH-4StateofIndianaEmployee’sWithholdingExemptionandCountyStatusCertification• I-9Form-ImmigrationandNaturalizationService• AuthorizationAgreementforAutomaticDeposits(ACHCredits)• SafeEnvironmentChecklistForm• Emailinformationform.Thisisusedbecauseouremployeesreceivepaystubsviaemail.Theyarenolongersentahardcopy.• PolicytoReportWrongdoing(Lastthreepagesarefortheemployee)• EmergencyContactForm

PersonnelRecordSheet,W-4Employee’sWithholdingAllowanceCertificate

WH-4StateofIndianaEmployee’sWithholdingExemptionandCountyStatusCertification

I-9Form,AuthorizationAgreementforAutomaticDeposits,SafeEnvironmentChecklist-(Covered)• I-9Form:musthavetwoformsofidentificationtoverifytheyareeitheraCitizenoftheUnitedStatesorhaveLegalStatusthatgrantsthempermissiontoworkintheUnitedStates.(Example:mostcasesapersonwillgiveyouacopyoftheirdriver’slicense,andcopyoftheirsocialsecuritycard)

EmailforPayStubs,PolicytoReportWrongdoing(LastThreePagesforEmployeeRecords),andEmergencyContactForm

Questions???•Let’stakeaquickbreak.

Session2

• PersonnelFiles• WorkPlaceInjuries• CreatingJobDescriptions• MinisterialException• PerformanceEvaluations• ExemptvsNon-Exempt• DiocesanCorrectiveActionPolicy• PersonnelIssues• EmployeeHandbookChanges• Questions???

PersonnelFiles-JustforyourInformation

• TheParish,School,and/orrelatedorganizationsshouldhaveemployeefilesattheirlocation.WealsokeepemployeefilesonrecordattheArchbishopNollCatholicCenter.Itisalwaysagoodpracticetostartanemployeepersonnelfileatthetimeyouhirehimorher. Note:Allfilesneedtobeinasecured(Locked)filecabinetinasecured(Locked)room.• Thebasicemployeepersonnelfileshouldinclude:• Recruitingandscreeningdocumentssuchasapplications,resumes,andeducationaltranscripts• PersonnelRecordSheet• SignedJobDescriptions• Anyrecordsrelatingtojoboffers,promotion,demotion,transfer,layoff,payandcompensationinformation,andtrainingrecords

PersonnelFiles(Continued)

• SafeEnvironmentProgramNewEmployeeChecklistForm• Recordsrelatingtootheremploymentpractices(includingnewpolicyacknowledgementsandagreements).• EmergencyContactInformation• Lettersofrecognition,awards•Warnings,counseling,anddisciplinarynotices(i.e.notesorwarningsonbadattendanceorperformancerelatedissuesatwork)

PersonnelFiles(Continued)

• PerformanceEvaluations,andgoalsettingrecords• TerminationRecords(PersonnelRecordSheet)• FederalW-4andStateWH-4forms• AnydocumentsthatrelatetoanemployeeleavingtheParish/Diocese(suchasanexitinterviewordocumentsthatlayoutclearlythereasonswhyanemployeewasterminated.

SocietyForHumanResourceManagement(SHRM),2017

PersonnelRecords(Continued)

• Otherrecordsthatarecreatedmustbekeptseparatefromthebasicpersonnelfile:• Referencechecks,backgroundcheckresults,(SafeEnvironmentResults)• Drugtestresults• Immigration(I-9)forms- Keepthesesecuredinonefolder.Obviously,keeptheminalphabeticalorder.• Medical/insurancerecords(medicalquestionnaires,benefitenrollmentformsandbenefitclaims,doctorsnotes,leaveofabsencerecords,accommodationrequests(ADA))• Childsupport/garnishments• Workers’compensationclaims

WorkPlaceInjuries

• Ifanemployeereportsanykindofonthejobinjuryitmustbedocumented.Theemployeethatwasinjuredhasanobligationtoreporttheinjuryassoonaspossibletotheirsupervisor.Weneedtomakesurethatemployeesareinformedofthis.Wemust avoidinstanceswhereanemployeecomestoasupervisor2or3dayslaterandsaytheywereinjuredonthejob.Howdoweknowtheywerereallyinjuredonthejob?InterestingFact:MOSTWORKPLACEINJURIESAREREPORTEDONMONDAYS.Thisisbecauseoftentimesanemployeemayhurtthemselvesovertheweekendandthentrytoreportitasaworkplaceinjury.

WorkPlaceInjuries(WhenInjuryOccurs)

• Whattodowheninjuryoccurs- ChurchMutualInsuranceCompanyistheDiocese’sworkers’compensationprovider.Theyhaveprovidedalistofstepstofollowifanemployeeexperiencesaworkplaceinjury.AllParisheshavebeensentthislistofsteps.Rememberthe“IndianaWorker’sCompensationFirstReportofEmployeeInjury,Illness”needstobefilledoutregardlessofwhetherprofessionalmedicaltreatmentwassought.

WorkPlaceInjuries(Continued)

• AftertheclaimissubmittedCatholicMutualwillsendoutanacknowledgmentlettertotheinjuredemployee,theParish,School,RelatedOrganization,Etc.statingthattheyreceivedtheclaim.

JobDescriptions-Policy

• TheDioceseofFortWayne-SouthBendwillhaveajobdescriptionforeachDiocesanjobcreatedbythepositionssupervisor.Whenemployeesarehired,theywillbegivenacopyoftheirjobdescriptiontohelpthemunderstandwhatthejobentails.Jobdescriptionssummarizeeachjob’sbasicpurpose,organizationalreportingrelationship,duties,responsibilities,andqualifications.Itisimpossibleforjobdescriptionstocovereverytaskorresponsibilityassigned;hencetheydonotlimitthesupervisor’srighttoassignadditionaldutiesasneeded.Thejobdescriptionalsoservesasaguidefortheimmediatesupervisortoevaluateandcreatetheannualperformanceevaluationforanemployee.Jobdescriptionswillbereviewedforaccuracywheneversignificantchangesinjobdutiesoccurandwhenannualemployeeperformanceappraisalsareconducted.Employeesareencouragedtoreviewandsuggestchangestotheirjobdescriptions.TheDiocesereservestherighttotransferdutiesfromonejobtoanother,aswellastotransferemployeestootherjobstomeettheneedsoftheDiocese.

JobDescriptions-Creating

• Ifaparticularpositiondoesnothaveajobdescriptionitisimportantthatoneiscreated.• Usethe“JobDescriptionQuestionnaire”andthe“JobActivityLog”(Optional)toassistyouincreatingaqualityjobdescription.

1. Havetheemployeefilloutthe“JobDescriptionQuestionnaire”and2. HavetheEmployeefillouttheJobActivityLog(Optional)

JobDescriptions-Creating

• Onceyouhavetheseformscompleted,usethemtocreateajobdescriptionusingthefollowingformat.• Note:Afteryouhaveutilizedtheinformationgiventoyoubytheemployee,pleasemakesurethejobdescriptioncontainsallthe“essentialfunctions”and“jobduties”thatyouwantittoinclude.

• NOTE:IhaveexamplesofjobdescriptionsforcommonpositionsatParishes.(BusinessManagers,DRE’s,YouthMinisters,MusicDirectors,Custodians,AdministrativeAssistants,Etc.)Ifyouwouldlikeexamplejobdescriptionsforreference,pleasejustletmeknow.

JobDescription(Format)

• SampleJobDescriptionFormat1. ParishLogo2. LocationofJob(ParishName,DiocesanJob(ArchbishopNollCenter,Etc.)3. JobTitle(ExemptorNon-Exempt/SalaryorHourly)4. DateCreated:5. DateforReview:6. Full-TimeorPart-Time(i.e.MondaythroughFriday8AM-4:30PM)7. ReportsTo:8. JobSummary

JobDescriptionFormat(Continued)

8.EssentialFunctions/JobResponsibilities9.PrimaryObjectives10.SpecificJobSkills/Qualifications:11.RequiredEducation/“Required”or“Preferred”WorkExperience12.PhysicalDemands13.Signatures

WhyshouldwehaveJobDescriptions?

• Jobdescriptionsarethefirstlegaldefensewehaveasanemployerwhenitcomestoprovingjustcauseforaterminationinpoorperformancecases.• Whenconductinginterviews,jobdescriptionsshouldhelpyoudevelopinterviewquestions.Askquestionsthatpertaintothejobdutiesandresponsibilities.

• Jobdescriptionsareaclearwaytocommunicatethejobrequirementstofutureapplicants.Wewanttoattractandhirecompetentpeople.Havinggoodjobdescriptionshelpspeopleunderstandthecorerequirementsofthepositionfromtheverybeginning.Thiscansavetimeandmoneywiththerecruitmentprocess.• JobdescriptionsareagreatwayforcommunicatingDiocesanexpectationstoemployees.Theemployeeknowswhatisexpectedofthemtoperformtheirjobsuccessfully.Thejobdescriptionshouldplayasignificantrolewhenitcomestimeforperformanceevaluations.

WhyweneedJobDescriptions?(Continued)

• “Havingjobdescriptionscanbethedifferencebetweenwinningorlosingunemploymentclaims.Today,itisnotuncommontohaveanemployer,atanunemploymenthearing,speaktotherequirementsofthejobandthentheemployeeclaimstheyneverknewofthoserequirements.Statestendtobe“employeefriendly”andarelesslikelytodenybenefitstosomeonewhoprovestheywerenevergivenajobdescription.” (https://info.sequent.biz/blog/5-good-reasons-why-you-need-job-descriptions)• JobdescriptionscangiveParishesmoreleverageagainstfrivolousunemploymentclaims.

TheMinisterialException- (TopicoftheyearforChurchHRintheUnitedStates?)• Theministerialexceptionisadefensethatbarsacivilcourtfromdecidingcertaintypesofclaimsbroughtbyoronbehalfofaministerialemployeeagainstareligiousemployer.• TheMinisterialExceptionisa“defense”tolitigationandnota“barrier”tolitigation.• Threemainelementstotheexception:• 1.a“religiousemployer”• 2.a“ministerialemployee”• 3.thetypeofclaimtowhichtheministerialexceptionapplies(Discrimination,retaliation,andharassmentclaimsarebarredundertheministerialexception)

MinisterialException(Continued)

• TheMinisterialExceptioncomesfromtheFirstAmendmentintheUSConstitution:

“Congressshallmakenolawrespectinganestablishmentofreligion,orprohibitingthefreeexercisethereof…..”Dioceses,parishes/schools,Catholichospitals,andCatholicCharitiescanallassert/utilizetheministerialexception.

Inshort,a“ministerialemployee”isgenerallyanemployeewho• hasaleadershiporsupervisorypositioninachurchorreligiousorder,• Teachesorspreadsthefaith,• Supervisesinreligiousrituals/worship.

MinisterialEmployee- (Continued)

• Mostimportantconsiderationis“jobduties”whendeterminingwhoisaministerialemployee.

• Theburdenofproof,thattheministerialexceptionapplies,isontheChurch.• Howdoweprovethattheexceptionapplies?• 1.Wedocumentbycreatingjobdescriptionsforministerialemployeesthatclearlycontain:ACTUAL,UNDISPUTED,ANDDOCUMENTEDministerialdutiesandstatusthatthepositionisindeedaministerialjob.

• 2.Theperformanceevaluationneedstoaccuratelyreflecttheministerialperformancecriteria.

• 3.Theministerialemployeeneedstoacknowledgethattheyhaveministerialdutiesandtheverynatureoftheirjobisministerial.(Haveemployeesignjobdescription)

• 4.Documentinthepersonnelfileoftheministerialemployeeallthe“ministerial,orreligioustraining”thepersonreceives.

MinisterialEmployee(Continued)

• 5.Thepositionhasaministerialjobtitle.(Examples:DirectorofReligiousEducation,MusicDirectors,YouthMinisters,DirectorofRCIA)• Note:TheCatholicSchoolsOfficehashandledtheMinisterialExceptioninregardstoschoolemployeeswiththecreationofitsMissionStatement.

Example:

PerformanceEvaluations

• EachDiocesanemployeewillreceiveoneperformanceevaluationannuallyfromtheirimmediatesupervisor.ThisevaluationservesboththeneedsoftheDiocesetoevaluateitsmissionandeffectivenessandisanaidinthedevelopmentoftheindividual'scontribution.Evaluationswillincludecompletionofawrittenevaluationbytheemployee’ssupervisor,andaverbaldiscussionofthatevaluationwiththeemployee.Annualgoalsfortheemployeewillbeincludedintheperformanceevaluationform.Employeesmayaddinwritinganydisagreementwiththeevaluation.Boththeevaluationandanystatementofdisagreementwillberetainedintheemployee’spersonnelfile.Theperformanceevaluationscanhaveanimpactonwageandsalarydecisions.BoththeevaluationandanystatementofdisagreementaresubmittedtotheDepartmentHead,Pastor/Administrator,Principalortheirdesignee,whoreviewsallevaluations.

Exemptvs.Non-ExemptEmployees

COMPENSATIONCLASSIFICATION• Dependingonyourpositionandworkduties,youareclassifiedasNONEXEMPTorEXEMPTfromfederalandstatewageandhourlaws.NONEXEMPTemployeesarepaidonanhourlybasisandentitledtoovertimepayatoneandone-halftheregularhourlyrateofpayforallhoursworkedover40inaworkweek.EXEMPTemployeesarepaidonasetsalarybasisandexcludedfromspecificprovisionsoffederalandstatewageandhourlaws.TheHumanResourcesDirectorwillnotifyyouofanychangeinNONEXEMPTorEXEMPTclassificationstatus.

DiocesanCorrectiveActionPolicyandInvoluntaryTerminations

ThingstobeconsideredregardingInvoluntaryTerminations• Involuntaryterminationsshouldbealastresortandnottakenlightly.• Arethereextenuatingcircumstancesthatjustifyalesserpenalty?• Whatreasonsfordischargewillbestatediflitigationoccurs?Arethesereasonsbasedonfact,aretheywelldocumented,orarethesereasonsbasedonhearsay?Canyouclearlyidentifyspecifictasksandorresponsibilitieslistedinthejobdescriptionthatwerenotproperlycarriedout?• Couldtherebeapossibleclaimofdiscriminationbasedon sex,race,color,nationalorigin,andreligion?(Title7)Note:(ADA)- DisabilitiesandAgewouldbeincluded.ThisiswhyallfutureterminationsshouldbereviewedbytheDiocesanBusiness/HROffice.

MostCommontypesof“TerminationIssues”thatI haveencounteredsincemyarrival.• Non-workingrelationshipsbetweenemployees• Non-workingrelationshipsarea“growingepidemicthroughoutthenation.Suchcircumstancesleadtolowmorale,reducedproductivity,absenteeism,turnover,andanincreaseinmedicalandworkers’compensationclaims.”-FromChristianBrother’sServices-2017

BasicStepstotakewhenyouencounteraNon-workingRelationship• IdentifytheProblem-Whyaretheemployeesnotgettingalong?Istheresomehiddenissuethatyourareunawareof?

• AddresstheProblem- Aplanofactionneedstobeidentifiedthatwillgettotherootoftheproblem.(Thisisthemostdifficultstep.)

• Follow-up- Youmustfollowupatalaterdatetomakesuretheissueisinthepast.“Ifyouaregoingtosolveaproblem,youneedtodotheworktocarryitthrough.”

• https://www.thebalance.com/how-to-deal-with-employees-who-won-t-get-along-1917827

IdentifyingtheProblem

• Here,Ihavelistedafewofthecommonreasonsemployeesaren’tgettingalong:• Oneemployeeisn’tpullingtheirweightonthejob• Oneemployeeisgossipingaboutanotheremployeeforwhateverreason• Unfairpaystructuresorbenefitsthattheemployeesknowabout• Jealousy• Clashingpersonalities• Highstresslevelsintheworkplace• Favoritismofoneemployeeovertheotherbytheadministratorandtheemployeesseeit• Lastly,the“infamous”hesaid,shesaidaccusation.

IdentifyingtheProblem

• Itisveryimportanttoidentifytherealproblembetweentheemployees,becauseifyoudon’t,youwon’tsolveanything.• Example:IfnoonelikesSteve,isitbecausehe’strulydifficulttodealwith,orisitbecauseFrankhasbeenspreadinguntruerumorsaboutSteve?• IfyouhavebeenhearingoverandoverhowawfulSteveis,youmighthaveforgottenthatFrankfeltthatheshouldhavereceivedthepromotioninsteadofSteveandthusjealousyistherealproblem.

• https://www.thebalance.com/how-to-deal-with-employees-who-won-t-get-along-1917827

AddresstheProblem

• Rarely,isthedifficultrelationshipproblemblackandwhite.• Ithinkinitiallyallemployeesneedreminded,fromtimetotime,andwheneveranon-workingrelationshiparises,thattheyworkfortheParish/Church.WeareallheretopromoteandmodelGospelValuesandtosupporttheChurch’sgoalofEvangelization.• BishopRhoadeshasstated,“Theworkofourdioceseiseminentlypastoral.WeworktobringthemessageofChristandhislovetoeveryone.ThesepoliciesaremeanttomakecleartoallwhoserveourpeoplethatwearedevotedtothemissionofJesusChristandtothetreatmentofeverysingleperson,especiallyourbelovedyoung,withdignityandinthespiritoftheGospelofChrist.”-BishopRhoadesJune2017:“EmployeePersonnelPolicesandBenefitsManualoftheDioceseofFortWayneSouthBend,Page3”

AddresstheProblem

• ExampleContinued:Forajealouslyproblem,youneedtoaddressbothparties.Frank,whoisupsetthathewasn’tpromoted,willneedtobetoldthatthedecisionisfinal,andifhecontinuestosaynegativethingsaboutStevefurtheractionwillbetaken.• Steveneedstounderstandthathispromotionmakeshimaleaderandthewayheconductshimselfneedstobeprofessional.Basically,hecan’tmakeretaliatorilycommentsagainstFrank.

Followingup

• Irecommend“followingup”byusingtheCorrectiveActionForm,todocumentthis,andIfeelthatspreadingrumorsaboutcoworkersisalegitimateperformanceissuebecauseitisdisruptiveandcontrarytotheChurch’smission.• TheCorrectiveActionformallowsyoutobothdocumentandfollowupbycheckingonFrank’s“performance”inregardstothisissueatalaterdate.• Conclusion,IdentifyingtheProblem,AddressingtheProblem,andFollowinguparethethreebasicstepstodealingwithadifficultrelationship.Ifthingsstilldon’timproveandemployeesshownosignsofbeingabletoworktogether,thisultimatelycanleadtoterminationviatheDiocesanTerminationPolicy.

ReportofHarassmentForms

• TheCatholicSchoolsOfficecurrentlyhas“harassmentforms”forhowtohandlethesetypesofclaimsmadebyoneemployeeagainstanotheremployee.Isuggestusingtheseformstodocumenttheinvestigationthatneedstotakeplaceifyouencounteraharassmentcomplaint.• Foraharassmentissueingeneral,Isuggestinterviewingthecomplainant,andtheaccusedseparately,andthendoyourbesttodrawaconclusion.Ifatallpossiblemaintainconfidentialitybetweenthetwopartiesinvolved.Ifapersonknowswhoaccusedthemofsomething,anon-workingrelationshipisalmostunavoidable.Thesecasesoftentimeswillresultin“hesaid,shesaid”cases.Ifnothingcanbesubstantiatedfromaninvestigation,generallyIwouldsuggestmeetingwiththetwopartiesseparatelyandremindingeachpartyoftheChurch’sMissionandwhytheyareworkingfortheParish.Isuggestthatyoutellthepartiesthattheissueisover,andifitisbroughtupagain,orifthereisanyretaliationthatfurtherdisciplinaryactionup,toandincludingtermination,willbeconsidered.Note:Wemustmakeitclearthatanytypeofharassmentwillnotbetolerated.

ReportofHarassmentForms

PoorPerformance

• Sincemyarrival,IhavebeencontactedmostoftenregardingpoorperformancethroughoutthisDioceseregardingMaintenance/Custodianpositions.• Thatbeingsaid,Iwillusethispositionasmyexampleofhowto“generally”dealwithpoorperformance.• Thefirststepistoidentifyallthe“essentialfunctionsofthejobthattheemployeeisunderperformingin.”Pullingthese“essentialfunctions”fromthejobdescriptionisacriticalstepineffectivedocumentation.Itallowsustoshowthroughaccuratedocumentationthattheemployeeisunderperformingintheirjob.Oncethesehavebeendetermined,fillouttheCorrectiveActionForm.Note:Ifitisnotdocumented,itdidnothappen.

PoorPerformanceCorrectiveActionForm

GrossTransgressions

• Obviously,therearethingsthatwillusuallyresultinimmediatetermination.• Examples:Theft,Beingundertheinfluenceofalcoholorillegaldrugsonthejob,Causingpersonalinjurytoanother,ImmoralconductorotherconductinconsistentwiththeprinciplesorteachingsoftheCatholicChurch,HarassmentofmultipleParishioners,Etc.• TheDiocesewouldstillliketheseissuestobereportedtoeithertheCFO,theDiocesanAttorney,ortheHumanResourcesDirector,ifatallpossiblebeforetheterminationofficiallytakesplace.

ExitInterviewConsideration

• SomethingIwanttorecommendistheconsiderationofdoingan“ExitInterview”toemployeeswhomayleavetheParish/Schoolvoluntarily.IhavestarteddoingthisattheArchbishopNollCatholicCenter,andhavefoundthattheseinterviewshavebeenhelpful.Oftentimestheemployeewillgivesuggestionsorideasonhowtoimprovethingsinthepositiontheywerein.

UpdatestoPersonnelPolicies

• Bishop’sMessage- Pg.3• DiocesanEmployeePhoneUsePolicy- Pg.26• DrugandAlcoholPolicy- Pg.27• CompensationClassification- Pg.29• JobDescriptions- Pg.30• PerformanceEvaluations- Pg.30• HiringofRelatives- Pg.30• NewParentLeave- Pg.34• VacationsandLeave- Pg.35• SickLeave- Pg.37• SchoolTuitionBenefitforCentralDiocesanOfficeEmployees- Pg.38• TerminationandCorrectiveActionProcedure- Pg.40

Questions!!!!

• Thankyouforyourattention,andforhavingme.Iamheretoassistandsupportyou.IfIdon’tknowtheanswertoaquestionyoumighthaveIwillresearchthequestionandfindouttheanswer.Ihopeandpraythatallofyouhaveablessedandfulfilling“ContinuingEducationDays.”

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