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Building a Winning Team Manual


Jackson Hewitt Tax Service 2

Table of Contents

Introduction and Overview ......................................................................... 5 Recruiting ..................................................................................................... 6

Tax School ..............................................................................................................................6

Employee Referrals .................................................................................................................6 Networking ..............................................................................................................................6

Marketing and Advertising ......................................................................................................6 Open Houses ...........................................................................................................................7

The Internet .............................................................................................................................8 College Recruitment ................................................................................................................8

Specialty Sources ....................................................................................................................9 Retirement and Active Adult Communities ............................................................................. 10

Recruiting Agencies............................................................................................................... 10 Temporary Workers............................................................................................................... 10

IRS Return Preparer Initiative .................................................................. 11 The Application Process .......................................................................... 11

The Application Form ........................................................................................................... 11 Application for Employment .................................................................................................. 11

Rsum .................................................................................................................................. 12

Interviewing ............................................................................................... 12 Why Interview? ..................................................................................................................... 12

Where to Begin? .................................................................................................................... 12 Behavioral Interviewing ........................................................................................................ 13

Six Steps to Effective Interviews ............................................................................................ 13 Using the Interview Score Sheet ............................................................................................ 14

Legal Constraints .................................................................................................................. 14 Sample Questions .................................................................................................................. 15

Employment Laws and Regulations ....................................................... 18 Title VII of the Civil Rights Act of 1964 ................................................................................. 18

Classifying Employees ........................................................................................................... 23

Offers of Employment ............................................................................... 24 Making the Offer ................................................................................................................... 24

Employment Contracts ...................................................................................................... 26 Notifying Applicants Who Were Not Selected ................................................................... 26

Conducting Background Investigations ................................................................................. 27

Employee Files .......................................................................................... 29 What belongs in a personnel file? .......................................................................................... 29

Form I-9 ............................................................................................................................ 29 Form W-4 .......................................................................................................................... 29

Designees .................................................................................................. 29 Tax Return Compliance Designee .......................................................................................... 29 Client Care Manager Designee ............................................................................................. 30

Orientation and Training .......................................................................... 30



Appendix .................................................................................................... 33 .............................................................................................................................................. 34



DISCLAIMER

This Manual is being made available to Jackson Hewitt

Tax Service

Operators for INFORMATIONAL

PURPOSES ONLY. While we believe these materials will

provide helpful general guidelines, we do not warrant that

the information contained herein is accurate or complete.

Moreover, the materials are general in nature and may not

apply to particular facts or situations. The Manual does

not constitute legal advice and should not be relied on as

such. If you require legal advice, please consult a lawyer.

As a Franchise Owner you are solely responsible for

ensuring that your business is in full compliance with legal

requirements.



Introduction and Overview Hiring employees for your business may sound like a simple processplace an ad, interview a few applicants, and offer qualified candidates the job. Though it sounds simple, the hiring process can easily become complex and confusing. Questions quickly come up, such as:

What positions should I recruit for? What resources should I use for my recruiting efforts? Are there any laws that impact the recruiting, interviewing, and hiring process? How do I select the right candidate(s) for the position? What information should I obtain from new hires?

This manual will take you through the hiring process, and assist you in overcoming challenges you may encounter along the way. It is meant to be used as a reference guide to the fundamental practices of hiring, and provides general information on the following:

The Recruiting Process

The Application Process

Interviewing Applicants

Employment Laws and Regulations

Offers of Employment

Personnel/ Employee Files

Orientation and Training



Recruiting

Building a winning team begins with your ability to successfully recruit qualified candidates. Your first step should be to identify what positions you need to recruit for and the number of openings for each position. The simplest way to handle this might be to ask yourself: What are the necessary positions I need to have a successful tax season? You can base your answer on how many employees worked for you last tax season and compare it to how much youre looking to grow in return count this tax season.

Tax School Generating client traffic is vital to your business and to the entire Jackson Hewitt Tax Service

system.

The best way to attract and keep clients is by providing them with quality tax preparation and that starts with having quality tax preparers. Thats where Tax School comes in. Each year, Tax School offers operators an outstanding recruitment opportunity for future tax preparers and/or Tax School instructors. After completing a Tax School class, some students may choose to apply for open positions at local Jackson Hewitt offices. It is important to remember that enrolling or completing any tax preparation course is neither an offer nor a guarantee of employment. Additional skills, training or experience may be required.

A strong Tax Education program, including a great Tax School, should be the foundation of your recruiting efforts. Many franchise owners use additional recruiting resources to supplement their Tax School efforts. Listed below are some of the many resources you can utilize to supplement your tax school efforts.

Employee Referrals The friends and associates of your staff members are often an untapped source of applicants. Referral programs don't have to be elaborate or expensive, but should be focused on encouraging current staff to send in referrals. Reach out to employees that have worked for you in the past. Send a letter identifying whats new and exciting in your company.

Networking A "networker" is someone who has invested time in gathering, contacting, and developing relationships with people within their markets who can share useful information, leads, names, or any other data that may help. While networking can be time consuming, nurturing and tapping your network can help identify good prospective candidates. You and your key employees should be in the recruitment mode all year long.

Marketing and Advertising The Jackson Hewitt Marketing Department has developed materials that will you help raise brand awareness and motivate prospective students to enroll in your Tax School. The Tax School Tool Kit contains our Tax School creatives, which is a mix of pieces with a common goal of bringing awareness to your office, boosting enrollment in your Tax School and recruiting your most qualified students to work for you in the coming tax season. The Tax School Ad Kit offers an assortment of ideas to help you achieve your local marketing goals. (is it AdKit or Toolkit- both are used in this paragraph. ) The Tax School Tool Kit is currently available on JHnet under the Market Your Business Business Center.

https://www.jhnet.com/Library/?Marketing2008TaxSchoolAdKitNowAvailable/View



Open Houses Running an Open House at your office (or other location) can be a great way to bring in many candidates all at once. Here are a few suggestions for conducting a successful event: If Conducting On-Site

Advertise! Advertise! Advertise! Make sure all recruiting sources are notified and have a flyer concerning your event. If you have lots of positions to fill, place large ads in the Help Wanted section of all

local newspapers Remember to place a Help Wanted sign in your front window. This may attract

individuals passing by your office. This simple step has a history of generating great results!

Conduct the open house at times other people arent working, such as before and after working hours (i.e., start at 7am or end at 9pm).

Make sure you have several people available to conduct interviews. You dont want people to have to wait.

Spruce up the office first impressions are important. Make sure interview areas are stocked with business card and application packets. Provide cookies, doughnuts, coffee, and/or candy and offer them to candidates while they are waiting.

If Conducting Off-Site

Hold the open house in a hotel or hall that is easily accessible to your prospective job applicants. This is particularly effective if your territories are spread-out, or if you are working with several locations in your market.

Ask for a conference room or small meeting room that can be set up with a couple of full- sized tables. Set up area to allow people to comfortably fill out forms and interview with some privacy.

Designate a few tables at one end of the room for people to fill out the application and have experienced tax preparers take the Tax School Aptitude Test (TSAT).

At the other end, place 2 or 3 tables for interviewing only. In the middle could be one table that has relevant literature and magazines on it.

Try to have at least two people working the open house during normal business hours with reinforcements to come after hours.

Make sure you have adequate supplies:

Application forms Pad for interview notes Pens Scrap paper Calculators Company literature Employment packets

Business cards Jackson Hewitt Training

Materials for demonstration Internet access (for the TSAT )

Tax School Text Books Beverages and snacks

Be flexible. many people think open houses are just a pop in and drop off your resume situation. Always ask if they have time to fill out an application and/or interview. If they cant, arrange a time for them to come into the office.



The Internet Using the Internet is faster and cheaper than many traditional methods. There are numerous resources available to help you with your recruiting efforts, such as:

Many employment-related websites allow people seeking new positions to post their resumes for potential employers to access and review. Good examples of such websites include

Monster (www.monster.com), Careerbuilder (www.careerbuilder.com), and Craigs List (www.craigslist.com)

SnagAJob.com - SnagAJob is the number one ranked online resource for hourly job seekers, with over 2.5 million job searches conducted monthly on their site. Job seekers are able to log into the SnagAJob website, search for jobs near their home and apply online for the open positions. SnagAJob.com is offering Jackson Hewitt Operators the ability to post their available positions on the SnagAJob website for a significantly reduced rate. Unlike standard rates, pricing for Jackson Hewitt Operators is on a per location basis, meaning you can post multiple jobs for the same location for only one price! Visit JHnet for more information. (JHnet/Library/Vendors)

College Recruitment Define a target list of schools within your territory and consult with each schools placement

office concerning their process.

Host Job Fairs/Career Days at your local college or university. These events can bring many applicants fast. Decide if the investment in time and money will produce the desired results. Job or career fairs are usually advertised:

o In schools/colleges and universities o In local/national newspapers o On the Internet - set up an alert for yourself

Job fairs are competitive events so be prepared! The more prepared you are, the better you can work the crowd, the more people you see, and the more candidates you get! Here are some tips to make the event successful for you:

Reserve a booth as soon as possible. If you dont use a booth, make sure you have a banner.

Create flyers listing different positions you have open so candidates have something to look at and relate to.

Make sure you have enough coverage. Ask sponsors how many people they expect to attend. If a large crowd is expected, bring at least two to three people who can help you interview and be sure to get there early to set up. You want to be ready for the crowd.

Bring company literature and giveaways. People at job fairs look for giveaways. Rulers, pens, letter openers, and magnets will go fast. Attach them to company literature or your business card.

Fill a jar with candy or snacks. People are always drawn to food. Hold a drawing. If possible, hold a drawing for some items (gift certificates, MP3

player) or a service (a Tax School scholarship or free tax return preparation). Each person who submits a resume gets a chance to win.

Introduce yourself to other job fair participants. Fairs are a great way to expand your network.

Standing behind the table is not a great way to work the crowd! Stand in front of the table, so theres no barrier between you and the people who walk by.

Make eye contact, smile and say hello! Dont wait for the other person to break the ice.

http://www.monster.com/http://www.careermosaic.com)/http://www.craigslist.com/



Appointments When setting up an appointment, use the back of your business card to write down the date and time. Or print up a form that has directions to your office and space for you to write down the date and time of the appointment. For example:

Joe Smith

Jackson Hewitt Tax Service 1230 Smith Road, Suite 200

Anywhere, NJ 60000 (973) 555-5555

Our appointment is for:

Date: __________ Time: ____________ I look forward to seeing you!

Directions:

From Route 9, take the Wilson Avenue exit heading east. Stay on Wilson Avenue for about 4 miles, then make a left onto Smith Road. Go 1 blocks to the Shopping Center on your right. Were at the far end, next to Kroger.

Be sure to send a follow-up note to every contact you make.

Specialty Sources Recruiting sources are everywhere once you start looking for them. Go through your local yellow pages under associations, professional organizations, etc. or look up contact information on the Internet and start calling. These include schools, community groups, professional organizations, military placement organizations, state/local labor offices, and non-profit organizations (such as social services, Department of Labor, armed forces, political organizations, etc.)

Most national organizations have regional and/or city chapters. Be aware that many organizations may also have subsidiaries.

Candidate resumes are also a good way to find out about trade schools, training centers and associations that can prove to be valuable resources. Read your local newspaper for news about companies that may be downsizing people with relevant skills.

Make a list of the community groups in your town or city (use the Yellow Pages and the Internet to generate your list). Find out when the next meeting is and ask to make a short presentation.

Your local Chamber of Commerce has regular meetings and mailing lists. Get to know the local chapter manager, who can be a key contact for expanding your network.

Make a list of churches, synagogues, and other houses of worship in your community. Ask about religious charitable organizations and vocational centers.

Educational institutions (e.g. colleges and universities, fraternities and sororities, high schools, trade schools, vocational schools) can be a great source of candidates.

Almost every day, you see service people in action. The person who gives you your coffee at the fast food drive-through window, the person behind the counter where you pick up your dry cleaning, the cashier at the grocery store, etc. If you like them, try to recruit them! They may be looking for a second job to earn extra income, a seasonal position, and/or opportunities to learn a new skill.



Retirement and Active Adult Communities This segment of the community is a great resource for reliable and hard working employees. Prospective candidates can be found by contacting your local chapters of the AARP (American Association of Retired Persons), neighborhood senior centers, and active adult communities. Many retirees would like to earn some extra money. Plus, they have a lifetimes accumulation of skills and experiences to bring to the job. Visit the AARPs website at http://www.aarp.org/ to find the local chapter in your area and be sure to find out when the next meeting is and arrange to make a presentation.

Recruiting Agencies A recruitment agency provides services to both employers and job seekers. They make profits by successfully placing job seekers into specific jobs, and charge the employers (not the job seeker) a fee for doing so. A recruiting agency helps employers with recruiting, screening, and other aspects of the hiring process. Recruiting Agencies are a good source to get pre-screened candidates quickly, especially in specialized fields. The fee charged by an agency varies depending on the service provided.

Temporary Workers Temporary workers can be a good source for applicants in a temp-to-hire arrangement and Jackson Hewitt has partnered with Adecco, the largest company nationally and worldwide in the staffing industry.

Adecco was selected based on its national coverage and location match; effective recruiting, screening, and testing methods; commitment to quality service levels; and competitive pricing with a national discount. We believe that our partnership with Adecco will enable Jackson Hewitt to identify and retain quality temporary staff which is core to a viable business during tax season.

For more information about Adecco, please visit JHnet/Library/Vendors/Adecco.

http://www.aarp.org/



IRS Return Preparer Initiative In order to provide better quality tax preparation, the IRS is undergoing an initiative requiring all tax preparers to be registered. This initiative includes:

Requires all paid tax return preparers to obtain and maintain an IRS Preparer Tax Identification

Number (PTIN).

Competency testing & Suitability checks

Continuing Education For additional information on this initiative please refer to:

The Preparer Registration/PTIN Information page on JHnet And the Tax Professional page on the IRS website for the latest news and information.

The Application Process The application process is a vital piece in the overall recruitment lifecycle. This simple process captures all the necessary and critical information you need for every candidate. There are various components to the application process, which you should be aware of:

The Application Form Job applications allow employers to collect a factual, uniform record of each applicant's qualifications for a position. Using job applications offer several advantages:

Employer control. On rsums and during interviews, applicants can decide how much to reveal and how to present their qualifications. In contrast, the set format of job applications leaves little discretion to an applicant.

Job-relatedness. Rsums and interview responses often reveal personal information that is not job-related and can lead to selection decisions based on illegal considerations. Using questions that are carefully screened for relevance, job applications can limit the amount of extraneous information that enters the selection process.

Uniformity. Because of their format, job applications ensure that comparable information is collected from all candidates. This uniform set of data makes it easy to compare candidates' qualifications and helps defend against discrimination claims.

Application for Employment

We recommend that you obtain a completed application form from all candidates (regardless of the position) that you interview for potential employment.

The application directs the candidate(s) to answer questions such as:

Position applying for

Personal information name, address, phone number, etc.

Work history/salary

Education levels

Relevant skills

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Signature on back page (agreeing to accuracy and completeness of information). If signature is not obtained, the application process cannot continue!

Please Note: All sections should be completed in full merely including a rsum will not suffice! We recommend that you use the standard application from RR Donnelly.

Rsum Receiving a rsum in the application process is highly preferred and recommended. The rsum in and of itself is what classifies or defines the candidate. A well written rsum will reflect employment history. This allows you to assess, on paper, their ability to transfer skill sets, or similar skill sets, in order to determine qualifications and potential fit. Please be aware that some applicants will not have a rsum and that the application will provide a lot of the details that you will need for a successful interview. All applicants should fill out an application even if they have a rsum. The rsum can be attached to the application.

Interviewing To be successful, you need to meet and even exceed the clients expectations, deliver value, and deliver an experience that is out of this world. So how do you build a winning team? How do you hire quality staff members? It all begins with the interview.

Why Interview? The interview provides an opportunity to obtain more information about the applicants qualifications and competencies, skills such as interpersonal and communication skills as well as behaviors. They also give applicants the chance to evaluate their prospective supervisor and working conditions. Job interviews are valuable sources of qualitative information. You want to interview potential candidates and effectively select the candidates who best fit your organization's needs. To do this, your interview process, interview questions, and discussions must be legal, ethical, and not offer assurances that potential staff can interpret as promises. To minimize the risk of discrimination lawsuits, its important for interviewers to be familiar with topics that arent permissible as interview questions.

Where to Begin? Very few people fail in their jobs because they can't do them technically. The soft skills are usually what lead to failure. Soft skills are things like communication, organization, team work, and creativity. Soft skills are best revealed in interviews. However, many hiring managers have little training or practice with conducting effective interviews that will help determine the best fit to the job and the culture of your workplace. Without guidelines to follow, managers might make subjective hiring decisions based on personal likes and dislikes, and/or based on discriminatory reasons. This situation increases the likelihood of poorly qualified hires, high turnover costs and legal challenges. Using a structured interview style, job-related and behavioral questions, and documenting all questions and responses can help avoid such a result.



Behavioral Interviewing In order to pick the right candidates, you must ask the right questions. But what are the right questions? And how do you avoid asking questions that can get you in legal hot water? How do you cut out the tedious work of putting an effective job interview together? Behavioral Based Interviewing focuses on experiences, behaviors, knowledge, skills and abilities that are job-related. At the root of this interview style is the belief that past performance is the most accurate predictor of future performance. To be sure that a candidate has the capabilities needed to perform the job, you need some degree of proof that they have demonstrated these capabilities in the past. A behavioral interview is a series of open-ended questions that help you obtain a good picture of a persons capabilities in previous positions. This style of interviewing requires candidates to respond with specific examples of past experiences rather than generalized or hypothetical responses. This allows the interviewer to gain insight into the candidates capabilities as the candidate is asked to provide a specific, detailed picture of their performance in a past situation. So what are the right questions to ask during a Behavioral Interview? Typical behavior-based questions begin with, Tell me about a time when or Give me an example of. As the interviewer, you need to know the skills that you are looking for and then ask the right questions to find out if the candidate has those skills. Instead of asking how you would behave, you would ask how did you behave? We have created a tool to support you in conducting effective behavioral interviews. We recommend that you use the Interview Score Sheets in the Appendix to help you assess the potential of your applicants AND keep your interviews consistent. Refer to the Appendix to review the Office Manager Interview Score Sheet and the Tax Preparer Interview Score Sheet.

Six Steps to Effective Interviews

1. Welcome and Introduce

a. Hello, I am (name and role). Welcome to Jackson Hewitt!

2. Establish rapport

a. Smile! Be enthusiastic.

b. Make small talk--Ask if they had problems finding the office/ directions and if they would

like a drink.

c. Thank them for their interest in the position of (tax preparer, etc.)We are happy that

you came in to learn about our jobs and company. Explain that you are going to ask

questions about their background and they can ask you questions about the job and

company.

3. Use the Interview Score Sheets

4. Sell your organization and the job

5. Provide information and answer questions

6. Close the interview

a. Explain the Process: After you conclude the interview, let the candidate know where

you are in the process (e.g.: I have just started our search and expect to be interviewing

candidates for the next 2 weeks. I will then be in a position to reach out and inform

candidates on the next steps

b. Create excitement about the coming tax season!



Using the Interview Score Sheet As the interviewer, you should try to gain as much job-related information as possible from the applicant. The easiest way to accomplish this is by creating an atmosphere that allows the applicant to speak freely. The following are suggestions for fostering an atmosphere that is conducive to open discussion:

Try to put the applicant at ease. If the applicant feels comfortable, they will be more likely to share information with you.

If you find that the applicant freezes on a particular question, you may want to go on to the

next question. It takes time for some applicants to relax and feel comfortable with the interviewing process.

Try to ask questions that will facilitate discussions. Avoid close-ended questions that require

just a yes or no answer.

Be sure to ask only job-related questions. If an applicant goes off on a topic that is not job related, ask another job related question to bring them back in line.

Listening skills are essential! It is important to let the applicant speak without being

interrupted. Remember, the purpose of the interview is to obtain as much information from them as possible.

Legal Constraints Federal, state and local laws regulate the types of questions that can be asked during an interview. For example:

Title VII of the 1964 Civil Rights Act prohibits discrimination based on race, sex, color, national origin and religion.

The Age Discrimination in Employment Act prohibits questions about a person's age.

The Americans with Disabilities Act of 1990, among other things, protects qualified individuals with disabilities from discrimination in employment.

Outlined below is a general reference guide concerning what can and cannot be asked in an interview setting. This list is not meant to be all-inclusive.

CATEGORY QUESTIONS YOU CAN ASK QUESTIONS TO AVOID

AGE

If hired, can you provide proof that you are at least 18 years of age?

How old are you?

What is your birth date?

When did you graduate from high school/college?

RACE Nothing! What nationality are you?

Requests for photos that will be attached to the job application.

NATIONAL ORIGIN OR ANCESTRY

Nothing! What nationality are you?

Where were you born?

Where were your parents born?

What nationality is your spouse?

Are you a citizen of another country?

What is your native language?



CATEGORY QUESTIONS YOU CAN ASK QUESTIONS TO AVOID

RELIGION Are you able to work the hours required for this position (nights, weekends.)?

What religion are you?

What is your religious affiliation?

What religious holidays do you observe?

DISABILITY Are you able to perform the essential functions of this job with or without reasonable accommodation?

Why are you in that wheelchair?

Are you disabled?

What is the nature of your disability?

Have you ever filed a workers' compensation claim?

FAMILY STATUS Do you have any responsibilities that conflict with the job attendance or travel requirements?

Do you have any children, or are you going to have children?

How many children do you have?

What child care arrangements do you have?

Are you married?

What is your spouses occupation?

BANKRUPTCY OR CREDIT AFFAIRS

Nothing! Have you ever declared bankruptcy?

Do you owe a lot of money to creditors?

Do you own a car?

Do you own a home?

CRIMINAL BACKGROUND

Have you ever been arrested? Have you ever been convicted of a crime?

OTHER Required academic, vocational, or professional schooling

Job-related training received in the military

Membership in any job-related trade or professional association

Job References

If applicant possesses a valid drivers license (only if required for the job)

Height or weight, except if a bona fide occupational qualification

Veteran status, discharge status, branch of service

Contact in case of an emergency (may be obtained only after the individual is hired)

Are you a member of any local clubs or associations

Sample Questions The following pages provide you with examples of acceptable interview questions. However, please keep the following in mind:

The questions are broken down by position title, and then by categories of interview questions. You do not need to ask every question in every category. We recommend that you ask at least one question from each category.

Its important to maintain consistency in the questions asked. If you ask one candidate a set of pre-selected questions (e.g. for an Office Manager position), you MUST ask EVERY candidate (applying for that same Office Manager position) the SAME questions.



TAX SCHOOL INSTRUCTORS/COORDINATORS Tax Knowledge How do you stay on top of new tax information?

(This is a strong indicator of whether or not the candidate continually seeks to increase their tax knowledge. A candidate with a strong interest in taxes will exhibit this trait and generally make a good instructor.)

Learning/Training What experiences do you have teaching adults? Explain what types of teaching techniques you would use with adults versus how children tend to learn.

(A candidate with experience teaching adults will be important in this role. Teaching adults in a formal setting is ideal. People who have taught adults at their prior place of employment, in civic organizations or in church, etc. are good candidates for consideration. A school teacher (retired or not) is a viable candidate as long as they understand that adults learn differently than children.)

Follow-up questions (if they dont have any teaching experience): Can you name some adult learning theories? What is your comfort level adapting to adult teaching methodologies? How do you encourage your students to participate in class? OR What are some of the techniques that you would use to encourage participation?

(The candidate must be able to mention techniques that allow students to interact with the instructor, the materials and others within the class. The candidate must have some knowledge of active learning exercises or other forms of group exercises that involve the student in the learning process. The candidate should offer a few common techniques they have used to encourage constructive participation.)

Explain how you have handled disruptions within the adult classroom environment. How would you describe a successful class?

(The candidate should convey that a successful class means that the students are grasping the concepts and learning in an interactive way.)

Preparation/Organization How would you prepare for teaching a tax class?

(The candidate should describe some methods of preparation that involve a review of the materials and learning objectives; customizing lesson plans, and perhaps some development of group learning activities.)



ADMINISTRATIVE Independence and Initiative How do you organize your typical work day?

(Excellent clerical people often organize their day well, knowing that many, if not all, of their plans will be changed as priorities shift. Your applicant should be capable of organizing according to a prearranged or self-designed system, yet not seem to resent the inevitable changes in their plans. They should also demonstrate the ability to anticipate the peaks and valleys in the workload.)

What sort of directions do you prefer from a supervisor or someone who delegates work to you? Do you like detailed instructions, or would you rather be given just the highlights? Do you prefer them in writing?

(Some people prefer detailed instructions, even in writing. Others wing it by filling in the blanks as necessary. Many clerical/support people also receive tasks from more than one supervisor. If this is your situation, assess the candidates need for delegation in light of the personalities on hand.)

Writing/Editing When proofreading what sorts of mistakes do you catch quickly and correct for the original writer? What type of correspondence (letters, memos, etc.) have you developed or written from scratch?

(Ask for examples and if possible, get the candidate to demonstrate how they would set up or format common documents in your office.)

Career Goals How are you keeping up with the changes in software, technology, etc?

(Computer knowledge is an important aspect of clerical/support positions. A person who wants to expand and advance in their career has an interest in learning new technologies, software programs or new techniques. They will ask for training and education because of a genuine interest, not because it is required. Look for an applicant who seems willing, if not eager, to learn and has a track record of doing so.)



Employment Laws and Regulations As the independent franchise owner of your Jackson Hewitt tax preparation business, you are responsible for making sure that your business complies with all laws applicable to the operation of your business including employment laws and regulations. As a result, its essential that you become familiar with the federal, state, and local laws as they relate to employment. This section provides a brief overview of some of the more important federal laws and regulations governing the recruitment and hiring process, and the employment relationship. For additional detailed information, you can contact agencies such as the Equal Employment Opportunity Commission (EEOC) and/or Department of Labor (DOL). In addition to the federal laws summarized above, there are a host of state and/or local laws which may apply.

Title VII of the Civil Rights Act of 1964 Under Title VII, it is unlawful to discriminate against a job applicant based on certain protected characteristics. This law covers private employers that have 15 or more employees. Outlined below is each characteristic protected under Title VII: Race, Color and National Origin It is unlawful to discriminate against a job applicant or current employee based on their race, color and national origin. Therefore, the following topics should not be asked about or used as criteria in the hiring process. Keep in mind that this list is not all-inclusive.

Race

Color

Ethnicity

Ethnicity association or surname

National origin / nationality

Birthplace of candidate or candidates relative

Candidates native tongue

Whether candidate is a citizen of another country

Linguistic characteristics or accents

Physical characteristics

US citizenship status

Any condition that occurs more often in one particular racial/ethnic group

o (You can ask whether an applicant is fluent in another language if it is required or preferred for the job.)

Gender Title VII requires the treatment of men and women equally in the selection process -- unless there is a job-related reason for giving an advantage to either. (You should consult with local legal counsel prior to making any decision on account of gender.) Therefore, the following topics should not be asked or used as criteria in the hiring process.

Gender

Marital status

Maiden name

Family plans

Number of children

Occupation of spouse or other relatives

Health care coverage through spouse

Child care arrangements

Sexual preference / orientation

Domestic partnership status An addition, Title VII (The Pregnancy Discrimination Act) also prohibits discrimination on the basis of pregnancy, childbirth, or related medical conditions. You may not refuse to hire a woman or otherwise



discriminate against her because of a pregnancy-related condition, as long as she is able to perform the essential job functions. Religion Employers cannot discriminate against an applicant based on religious practices or beliefs. In addition, employers must provide reasonable accommodations to religious beliefs, including scheduling recruitment activities that do not conflict with a candidates religious needs. Therefore, the following topics should not be asked or used as criteria in the hiring process.

Religious affiliation

Religious holiday observed

Religious practices

Church/synagogue/mosque/temple attendance

Religious activities

Willingness to work on the Sabbath (unless an essential job requirement) Age Discrimination in Employment Act of 1967 (ADEA) The ADEA protects individuals who are 40 years of age or older. (State law may provide greater protection.) This act applies to employers with 20 or more employees. The ADEA makes it unlawful to include age preferences, limitations, or specifications in job descriptions or advertisements. Therefore, the following topics should not be asked or used as criteria in the hiring process.

Candidates age

Date of birth

Date of high school graduation

Number of grandchildren

Age of children/grandchildren

Social security/ senior citizen benefits

Retirement plans

Drivers license number (may reveal age) Immigration Reform and Control Act of 1990 (IRCA) Under the IRCA, employers must obtain verification of an applicants right to work in the United States. This area will be covered in more detail in the Offer/New Hire section. The IRCA applies to all employers based in the United States and also prohibits discrimination based on national origin or citizenship. You may be in violation of IRCA if you impose citizenship requirements or give preference to U.S citizens in employment opportunities, unless there is a legal requirement for a particular job. It is important to remain vigilant and consistent with your approach on collecting documents of verification to work.



American with Disabilities Act of 1990 (ADA) The ADA prohibits discrimination against a qualified individual with a disability. Disability is defined as a physical or mental impairment that substantially limits one or more major life activities. Outlined below are a few terms and definitions associated with this act.

Qualified individual with a disability: is an individual who, with or without reasonable accommodations, has the skills, experience, education and other requirements of the job, and can perform the essential functions of the job without endangering their health and safety, or that of others.

Reasonable accommodation: is defined as modification in a job task or structure in the workplace that will allow the qualified individual with a disability to perform the essential job functions and that does not place undue hardship on the employer. Reasonable accommodations are determined on a case-by-case basis.

Undue Hardship: an accommodation that is considered an undue hardship is one where an action is significantly difficult or expensive when considering the employers size, financial resources and the nature and structure of the operation. Examples of accommodations include:

o Making facilities accessible to and usable by individuals with disabilities such installing a

ramp and automatic doors o Job restructuring; removing non-essential functions of the job o Offering part-time or modified work schedules o Acquiring or modifying equipment or devices o Leaves of absence

On September 25, 2008, the President signed the Americans with Disabilities Act Amendments Act of 2008 ("ADA Amendments Act" or "Act"). The Act makes important changes to the definition of the term "disability" by rejecting the holdings in several Supreme Court decisions and portions of EEOC's ADA regulations. To see the list of specific changes to the ADA made by the ADA Amendments Act please visit http://www.eeoc.gov/ada/amendments_notice.html Additional information on the American with Disabilities Act can also be found on the following websites:

http://www.eeoc.gov/facts/fs-ada.html http://www.dol.gov/dol/topic/disability/ADA.htm http://www.ada.gov/

Note: To comply with the ADA, employers are required to keep all material relating to the hiring process for one year from the date of hire. All medical information on an applicant/employee should be kept secure and confidential. State laws may provide additional rights to employees.

http://www.eeoc.gov/ada/amendments_notice.htmlhttp://www.eeoc.gov/facts/fs-ada.htmlhttp://www.dol.gov/dol/topic/disability/ADA.htmhttp://www.ada.gov/



Family & Medical Leave Act (FMLA) Federal FMLA requires covered employers (those with 50 or more employees) to provide up to 12 weeks of unpaid, job-protected leave to eligible employees for certain family and medical reasons each 12-month period. Employees are eligible if they have worked for a covered employer for at least one year, and have worked at least 1,250 hours over the previous 12 months, and if there are at least 50 employees within 75 miles. In addition to Federal FMLA, there may be state legislation available for employees that may supersede, or work as an adjunct to, the federal law. A FMLA leave may be granted to an employee for any of the following reasons:

for incapacity due to pregnancy, prenatal medical care or child birth; to care for the employees child after birth, or placement for adoption or foster care; to care for the employees spouse, son or daughter, or parent, who has a serious health

condition

for a serious health condition that makes the employee unable to perform the employees job. Eligible employees with a spouse, son, daughter, or parent on active duty or call to active duty status in the National Guard or Reserves in support of a contingency operation may use their 12-week leave entitlement to address certain qualifying exigencies. FMLA also includes a special leave entitlement that permits eligible employees to take up to 26 weeks of leave to care for a covered service member during a single 12-month period. During FMLA leave, the employer must maintain the employees health coverage under any group health plan on the same terms as if the employee had continued to work. Upon return from FMLA leave, most employees must be restored to their original or equivalent positions with equivalent pay, benefits, and other employment terms. The use of FMLA leave cannot result in the loss of any employment benefit that accrued prior to the start of an employees leave. FMLA makes it unlawful for any employer to:

interfere with, restrain, or deny the exercise of any right provided under FMLA; discharge or discriminate against any person for opposing any practice made unlawful by

FMLA or for involvement in any proceeding under or relating to FMLA. Additional information regarding the FMLA can be found on the Department of Labor website.

http://www.dol.gov/esa/whd/fmla http://www.dol.gov/dol/topic/benefits-leave/fmla.htm

Fair Labor Standards Act (FLSA) of 1983 The FLSA provides guidelines on employment status, child labor, minimum wage, overtime pay, and record-keeping requirements. It determines which employees are considered exempt (not covered) from the overtime portions of the Act, and which are non-exempt (covered). It establishes wage and time requirements when minors can work. It also sets the minimum wage that must be paid and mandates when overtime must be paid. The FLSA covers public agencies and businesses engaged in interstate commerce or providing goods and services for commerce. The FLSA is administered by the Department of Labor (DOL). For details on your compliance with the FLSA, visit the DOL website (www.dol.gov) or use the following link http://www.dol.gov/compliance/laws/comp-flsa.htm NOTE: Employers who willfully or repeatedly violate FLSA may be penalized up to $10,000 per violation. Second convictions can impose $10,000 and/or imprisonment up to 6 months.

http://www.dol.gov/esa/whd/fmlahttp://www.dol.gov/dol/topic/benefits-leave/fmla.htmhttp://www.dol.gov/http://www.dol.gov/compliance/laws/comp-flsa.htm



Minimum Wage Employers generally must pay an hourly rate at least equal to the federal minimum wage to all employees covered under this act. The minimum wage is subject to review by the federal government, and may change from time to time. The most current information can be found on the DOL website - http://www.dol.gov/compliance/guide/minwage.htm Many states have higher minimum wage provisions which supersede the federal law. Employers must pay the state-mandated minimum wage as long as the state minimum wage is greater than federal minimum wage. To learn about the applicable minimum wage for your particular state, visit the DOL website - http://www.dol.gov/whd/minwage/america.htm Overtime Employees covered by the FLSA must be paid at least one-and-one-half times their regular rate for all hours worked in excess of 40 hours in a week (fixed and recurring period of seven consecutive days). The regular rate of pay must be determined to calculate overtime pay, and it includes the following earnings: the base rate; bonuses; commission; piece rates; incentives; shift differentials; and training pay. The regular rate of pay excludes the following: pay for time not worked (i.e. vacation, sick time, holidays); contributions to pension and insurance plans; gifts; employer discretionary bonuses; distributions from profit sharing plans that meet wage and hour regulations contributions to bona fide thrift and savings plans; and longevity pay. You should consult with local counsel to determine which forms of pay within your entity are included in the base rate for overtime purposes. The most current information can be found on the DOL website - http://www.dol.gov/compliance/guide/minwage.htm Exemptions Detailed information related to this subject can be found through the DOL website - www.dol.gov/fairpay. Labor Law Notices Each employer is required to post certain employment and labor law notices in each office location. You can obtain these notices directly from the government agency at no charge (only if available supply permits). Outlined below are a sampling of the required federal notices and the associated government agency: You should check with local government agencies with regard to current posting requirements in your state.

Notice - EEO is the Law Agency - Equal Employment Opportunity Commission (EEOC) (www.eeoc.gov)

Telephone Number: (800) 669-3362

Notices - Your Rights Under the Fair Labor Standards Act, Federal Minimum Wage Employee Polygraph Protection Act Job Safety and Health Protection Your Rights Under the Family and Medical Leave Act

Agency - U.S. Department of Labor (www.dol.gov) Telephone Number: (202) 693-0023

If posters are not available from the respective government agency, you can purchase them from various commercial vendors; including

www.Fwlli.com

http://www.dol.gov/compliance/guide/minwage.htmhttp://www.dol.gov/whd/minwage/america.htmhttp://www.dol.gov/compliance/guide/minwage.htmhttp://www.dol.gov/fairpayhttp://www.eeoc.gov/http://www.dol.gov/http://www.fwlli.com/



Please Note: Individual states may require you to post additional notices. You may also be subject to county or municipal law posting requirements. Contact your state, county and/or municipal clerk's office to learn more about local requirements. State Legislation In addition to the federal laws, franchise owners are responsible for understanding and complying with state and local employment laws.

Classifying Employees

Workers can be classified into one of the following categories: employees, temporary workers and independent contractors.

It is critical that you, the employer, correctly determine whether the individuals providing services are employees or independent contractors. While the difference may be clear in your own mind, the Internal Revenue Service (IRS) applies complex criteria to the question, so you should be certain that your independent contractors meet the IRS's test before treating them as contractors. Above all, seek outside legal advice when making the initial decision and throughout the employment/contractor relationship when circumstances change.

If you classify an employee as an independent contractor and you have no reasonable basis for doing so, you may be held liable for employment taxes for that worker. For more information, please visit www.IRS.gov

You should have all employee job classifications reviewed by your local legal counsel to ensure compliance with federal, state, and local laws. Summary Overall, employment laws and regulations are complex and sometimes difficult to understand. However, there are some fundamental steps to help meet your obligations:

Ensure all appropriate and current postings and notices are available for posting and for employees to view.

Keep up-to-date with current federal, state and local legislation. Make sure that all parties who will interact with the job applicants are familiar with

federal, state and local laws and regulations, and are well-versed on any questions that could reasonably be interpreted as discriminatory.

Develop a written (periodically updated) job description that indicates key qualifications of the job, and make sure that you can defend your hiring decisions on the basis of the content in that document.

Continuously monitor your hiring and employment practices to ensure you are in compliance.

Keep your hiring approach and process consistent.

The information provided is not intended to be a substitute for legal counsel; we strongly recommend that you consult with an attorney if you

have any questions regarding your compliance with employment laws and regulations.

http://www.irs.gov/



Offers of Employment Once you have reviewed and screened the qualifications and experience of the applicants and identified individuals who are the best match for the available positions, its time to extend an offer of employment!

Making the Offer Typically, the first contact is made by telephone (the verbal offer) and the information discussed is then confirmed via a written offer letter. The offer letter should contain the following elements:

Position and responsibilities (attach job description)

Who the position reports to

Compensation (stated in weekly or bi-weekly terms -- not in annual terms) include base salary, bonuses, and any other forms of potential compensation

Benefits information (if applicable)

Anticipated start date

Include at-will statement

Offers contingent upon background investigation When making job offers, avoid statements that might create unintended contracts or promises. Statements or implied promises about job security, company stability, career potential, or low turnover might help sway undecided candidates, but these statements can also negate a company's at-will employment policy. State law as to at-will status differs. You should seek local legal counsel to ensure compliance. See the example on the following page:



Heres a sample offer letter that addresses the essential elements:

Date Name Address Address Dear (Name): XYZ company is pleased to offer you the position of XXXXXXXXXX. In this capacity you will be reporting to (Name & Job Title). The following information will outline the key terms and conditions associated with this offer.

Your hourly rate is {based on XX hours a week}

You will be eligible for a bonus payment in accordance with the following terms and conditions: o XXXXX o XXXXX

In compliance with Federal law, you must establish your U.S. employment eligibility, and verify your identity. Please bring this information with you on your first day of employment (refer to the enclosed I-9 form for a listing of acceptable forms of employment eligibility). [This offer is contingent upon the satisfactory completion of a comprehensive background investigation, (including verification of all statements supplied by you). If any information is found to be unsatisfactory or unacceptable, this may constitute grounds for cessation of the employment process, or separation from employment if already employed.] We expect to officially welcome you on (Date) at (Time). Your new-hire orientation will be conducted at that time. Continental breakfast will be provided. Congratulations and welcome to XYZ Company! We look forward to having you join us. Should you have any questions, please call me at XXX-XXX-XXXX. Sincerely,



Employment Contracts Another consideration is whether the working arrangement should be formalized in a written contract versus simply hiring the individual as an at will employee (meaning that either the employer or employee can end the employment relationship at any time for any reason, just as they can voluntarily leave your employment at any time for any or no reason. Employment agreements are valuable only if drafted and executed in a legally enforceable manner. Therefore, you are encouraged to consult legal counsel for advice concerning employee contracts. Notifying Applicants Who Were Not Selected After the hiring decision has been made, its important to notify all candidates who were not selected in a prompt and courteous manner. This ensures that your company is perceived by the community and job applicants as a fair employer. It will also reduce the number of phone calls youll receive from applicants following up on the status of the employment decision. Heres a sample rejection letter:

Date

Name

Address

City State Zip

Dear (Name),

Thank you for taking the time to meet with us to discuss the XXXX position with our

company. I enjoyed speaking with you and appreciated your patience throughout our

interview process.

We have interviewed a number of qualified candidates for the position. After careful

consideration, we identified a candidate whose overall qualifications better match the

requirements of the position.

Best wishes for success in your future endeavors.

Best regards,



Conducting Background Investigations

Background Investigation Authorization and Release (Insert inside the Application Form) Background checks are an increasingly important tool for employers looking to make sound hiring decisions. When performed correctly, background checks provide employers with valuable information about the qualifications of job applicants that can be used to make better employment decisions, increase efficiency and reduce the risk of fraud. A background check can yield information on many subjects, such as an applicants criminal conviction history, credit history, and driving record. You must decide what information is relevant to the positions in your organization. Most employers, especially those in the financial services industry, consider information about a job applicants credit and criminal histories to be most relevant. Background checks typically focus on the following subjects:

Confirmation of the individual's identity Credit information Review of an individual's criminal conviction record, if any Verification of any license, certificate or degree required for the position Employment history

Investigations should be required only where the information being sought is clearly relevant to the candidates ability to perform the duties of the position. You must decide which criminal convictions will serve as a bar to employment with your organization. If you are unsure about which convictions disqualify applicants for employment, consider adopting the following standards:

Crime Basis for Denying Employment

Violence Any felony convictions regardless of when they occurred and any misdemeanor conviction within the last 7 years for violent crimes. Violent crimes generally include such crimes as murder, attempted murder, assault with a deadly weapon, aggravated assault and/or illegal use of a weapon.

Theft, Fraud and Dishonesty Any felony convictions regardless of when they occurred and any misdemeanor conviction within the last 7 years for crimes relating to theft, fraud or other acts of dishonesty. Crimes relating to theft, fraud or other acts of dishonesty generally include such crimes as any type of financial fraud (check, welfare, insurance), identity theft, grand or auto theft, embezzlement, larceny, forgery, bribery, and/or robbery.

Sexual Any felony convictions regardless of when they occurred and any misdemeanor convictions within the last 7 years for sexual crimes. Sexual crimes generally include such crimes as rape, sexual assault/battery, molestation, sexual abuse, and/or indecency.



Crime Basis for Denying Employment

Drug Any felony convictions within the last 10 years for drug crimes, which generally include such crimes as possession, possession with intent to sell, and/or distribution.

REMINDER - Background Investigations If you are operating in a Retail location you will be required, per your Stipulation, to perform background screenings on all staff members who will be working in your Retail offices. The Stipulation states the following: You will inquire diligently into and screen the qualifications of each person whom you assign to

perform the Services, and you will not assign any person to perform the Services if the person, in the exercise of reasonable judgment, poses a reasonably ascertainable risk to the safety or property of the Retailer or its associates, customers or business invitees. For purposes of this Section, (i) inquire diligently into and screen means conducting a criminal background check in accordance with federal and state law, properly checking references, and using such other methods to determine the qualifications of any person whom you assign to perform Services as a reasonable and prudent employer might utilize under the circumstances, and (ii) risk means any propensity to engage in violence, sex crimes, fraud, theft, vandalism, or any other conduct likely to result in harm to a person or property.

To assist you with the background screenings, we have established a partnership with Acxiom Information Security Services. Acxiom offers a number of background screening packages and provides JH Operators with discounts of up to 60% off their normal pricing. You can find detailed information about Acxiom, including available packages, complete pricing, a user guide and an introduction package on JHnet under Library / Vendors / Acxiom.



Employee Files When you hire employees, there is information that you need to secure for your records and forms that must be completed and kept. There are many reasons why maintaining proper record keeping makes good business sense. You want to ensure that you have information handy and organized when you want to use it. There may come a time when you need to produce documentation about employee performance and

work history. Having the proper records to retrieve is vital when the need presents itself.

What belongs in a personnel file? You should create an employee personnel file for each of your employees on the date of hire. The file should contain job-related materials including information on employment such as: o The employee's job application, offer letter, job description o Signed Background Investigation Authorization and Release form o Performance expectations; performance records such as performance evaluations, disciplinary

letters, or commendation letters; and time and attendance records. Additional items Form I-9 The federal government requires all employers to verify that each new employee is legally eligible to work in the United States. Have the employees you hire fill out Form I-9, Employment Eligibility Verification, within the first three days of employment and retain that form for either one year after termination of employment or three years, whichever is longer. For more information regarding Form I-9 or to obtain a copy of the form, please visit the U.S. Citizenship & Immigration Services website - http://www.uscis.gov/portal/site/uscis Form W-4 Have all new employees complete and sign Form W-4, Employee's Withholding Allowance, when they report for their first day of work. For more information regarding Form W-4 or to obtain a copy of the form, please visit the IRS website - www.irs.gov

Designees At Jackson Hewitt we strive to provide clients with tax preparation services of the highest quality and a client experience that is second to none. Every person in our network of franchised and company-owned offices must share this commitment.

Tax Return Compliance Designee Franchisees and company-owned operations are required to appoint a Tax Return Compliance Designee for your Processing Center. The Compliance Designee fills a vital role in your business by ensuring your organizations compliance and adherence to the Tax Preparation Compliance Manual and the Code of Conduct and the monitoring of tax return trends and anomalies. The Compliance Designee should be part of your management staff and be knowledgeable about the tax preparation rules and regulations. For additional information about the responsibilities of the Tax Return Compliance Designee please refer to the Tax Preparation Compliance Manual located on the Tax Office Compliance Page on JHnet.

http://www.uscis.gov/portal/site/uscishttp://www.irs.gov/



Client Care Manager Designee In addition you will need to appoint someone from your management team as the Client Care Manager Designee for your offices. The Client Care Manager Designee is responsible for monitoring and resolving all client care issues that arise both in season and off season. The designee will also act as the main liaison to our corporate offices regarding escalated client care issues. For additional information about the responsibilities of the Client Care Manager Designee please refer to the Client Care Policies and Guidelines located on the Client Care Page on JHnet.

Orientation and Training New employee orientation effectively integrates the new employee into your organization and assists with retention, motivation, and job satisfaction, and quickly enables each individual to become contributing members of the work team.

Why Conduct an Orientation? Most employers conduct some form of orientation for new employees. Orientation programs help familiarize new employees with your workplace environment, work rules, and key policies. How long this process takes depends on you and your organization. It will likely require an hour of your time at a minimum. Since new-hires often receive too much information on their first day of employment, some companies choose to orient employees over the course of a few days.

The All-important First Day The first day is a critical day for any new employee. They will need to fill out employment-related documents required by your company and the government. In addition, youll need to provide them with information concerning documents and policies that govern their employment, policy manuals, handbook, etc. Other recommended Day One items might include:

Brief description of the company history General business hours Payroll information and next scheduled pay date Expected work hours A brief description of the job Work rules; and an overview of training schedule Training new-hires on the phone and voice mail system, fax and e-mail access Ensuring their work area includes all the required equipment and supplies Orienting them to the layout of the office space (location of rest rooms, break room, copy

machine, supplies, etc.) Introducing them to co-workers

The first day might also be a good opportunity to invite a few people out to lunch, so that the process of establishing relationships can begin.



Introduction to the Job Introducing a new employee to their job is a task that typically falls to a direct supervisor. Job introduction generally includes information about:

Goals and priorities, company structure, and interaction with other areas/offices Office policies and operating procedures, use of office equipment, and supply requisition Terms and conditions of employment, such as pay, work hours, overtime requirements,

extra-duty assignments, breaks or rest periods, and lunch time General expectations and standards for performance Specific job requirements and expectations based on current job description Performance review requirements Learning opportunities/ development plans Safety precautions.

Assign a Mentor Another major step in successful onboarding is selecting and assigning a mentor. Like a supervisor, a mentor can show the newcomer around the office, answer basic how-to questions, and help familiarize the new employee with the habits and day-to-day procedures of the office. Mentors can assist with the orientation process and ideally should be at peer level with new hires, be well-versed in company and office practices, have a good understanding of policies and procedures, demonstrate excellent work behaviors, and (perhaps most importantly) be friendly, enthusiastic, and willing to make a special effort on the new hires' behalf. Providing the mentor with a short checklist might be helpful toward insuring that all activities are covered. For example:

Make staff introductions Check to see that the new employee's workstation has the proper equipment and that work

manuals and directories are at hand Show the new hire the location of various facilities, such as restrooms, the employee

cafeteria, copying equipment, or supply cabinets Take the new employee to lunch Answer questions Familiarize the employee with the organization's social norms Provide limited on-the-job training and instruction in informal office rules or procedures,

including applicable safety precautions Offer guidance when a problem arises Report back to the supervisor to keep them apprised of the new employee's progress

Other Orientation Activities Additional activities that a supervisor should schedule into an employee's first few weeks on the job include the following:

Check with the employee daily to see if they have any questions or concerns Provide a tour of the companys other offices (if appropriate)

Insure all necessary paperwork has been completed Conduct a final orientation discussion to bring closure to the process for both you and the

new employee A sample Orientation Checklist is provided in the Appendix section of this manual, which you can customize to meet your companys needs.



Learning Opportunities for Seasonal & Year-Round Employees Our comprehensive Tax Education offerings and Tax Season Staff Readiness Training (StaRT) provides your staff everything they need in order to perform their jobs effectively. Please refer to the Tax Season Staff Readiness Training Guide located on the Jackson Hewitt Learning Center for the development plans for the various positions within your organization.



Appendix

Interview Score Sheets Staffing Needs Analysis Chart Job Descriptions

Orientation Checklist


Staffing Needs Analysis Worksheet

Available on JHnet/Library/Subjects A - Z/Staffing

Jackson Hewitt Tax Service

35

Job Descriptions You should prepare a detailed job description for each position that outlines the role of the position (specific set of duties, tasks and responsibilities) and reflects the work an employee is expected to perform. Job descriptions also help determine pay levels, as well as the education, experience, and skills that a qualified candidate needs. Key areas to consider when creating a job description are:

What duties, tasks and responsibilities are involved in the job?

What requirements and qualifications are required to succeed on the job?

What competencies are required to complete the tasks? If you decide to create job descriptions, they typically include the following elements:

Job Title The term used to reflect the job or role. Job Overview A statement (a couple of sentences) that reflects the broad function, scope and

purpose of the work to be performed. Major Responsibilities An itemized listing of the duties and functions essential to the

successful performance of the job. This section should include major tasks and responsibilities that an employee must perform. You should ensure that all major job tasks and responsibilities are included, as the failure to include a specific function may imply that such task or responsibility is not considered essential.

Qualifications The standards that all job candidates must meet to be considered for a position. It includes both requirements as wells as qualities necessary for the position. Preferred requirements and qualifications can also be listed in this section.

Job descriptions should be reviewed at the beginning of every tax season to ensure accuracy. You can view selected job descriptions on the following pages.



General Manager

JOB OVERVIEW Under general supervision and in accordance with established policies and procedures, manages all aspects of the daily operations for the company. This position has access to and works with information of a sensitive, highly confidential nature, and regularly deals with diverse matters which require a working knowledge of the tax preparation business.

MAJOR RESPONSIBILITIES

Provides leadership and implements the vision of the organization.

Assists in outlining development path for all staff members

Manages and monitors overall performance and productivity including but not limited to tax school students, retention rate and recruitment rate, tax returns, discounts, HOLDs, void rates, company product sales, etc.

Executes Regional and Local Marketing Strategies

Assists in developing marketing plans and strategies

Manages the implementation of company products and promotions

Performs territory analysis and identifies and submits potential locations to the franchise owner for evaluation and approval.

Communicates and tracks goals

Develops and implements regional marketing programs and creates local store marketing strategies.

Visits and evaluates tax offices and tax schools regularly.

Attends and completes mandatory training

Facilitates operational training sessions such as StaRT and Mid-Season meeting.

Recruits and interviews potential staff members.

Coaches, mentors and trains office managers.

Coordinates annual banquets and awards.

Manages the opening and closing of all offices.

Helps establish goals and guides Office Managers to achieve them

Observe tax preparers as they work through the Tax Return Interview process. Listen to the interaction and make certain that all Due Diligence questions are being asked.

Observe tax office staff behaviors and performance reports throughout the day to get a sense of what is happening in each office. Identify any potential issues that may have a negative impact on the customers experience.

Routinely reviews Return Management to verify that tax returns are being processing in a timely manner.

Monitor the Red Flag Report per the guidelines established in the Tax Return Compliance Manual and per franchisee guidelines.

Performs other duties as required

JOB REQUIREMENTS Education:

High School Degree or equivalent related business experience. Course of study in management or in tax preparation and/or accounting strongly preferred.

Experience/Requirements:

Previous management or supervisory experience necessary.

Tax knowledge preferred.

Strong communication, interpersonal, leadership and customer service skills.

Demonstrated ability to work under pressure, in a fast-paced working environment.

Proficiency with a variety of computer software applications.



OFFICE MANAGER JOB OVERVIEW Under general supervision and in accordance with established policies and procedures, participates in the management activities such as staffing, employee relations, office productivity, and tax preparation for various designated offices. This position has access to and works with information of a sensitive, highly confidential nature, and regularly deals with diverse matters which require a working knowledge of the tax preparation business.


Recruits, interviews and trains staff office members.

Establishes and maintains the desired culture by: o Ensuring all staff members demonstrate specific behaviors such as the Signature Welcome, to

create a positive experience o Maintaining a professional office appearance o Manages client flow, including wait times o Observes staff behaviors and performance reports and identifies any potential issues that may

have a negative impact on the customers experience.

Creates and manages weekly schedules to ensure proper staffing rations and implements adjustments due to customer needs.

Manages and monitors overall tax office performance, including but not limited to tax returns, discounts, HOLDs, void rates, error and reject rates, company product sales, etc.

Monitors office productivity

Resolves customer complaints.

Serves as the Tax School Instructor, if appropriate.

Manages the front office check printing process; ensures that checks are printed and distributed in a timely manner.

Implements and monitors security measures for handling check stock, & Jackson Hewitt smartcard Visa Prepaid Cards.

Monitor Cash Control and Deposits

Observe Tax Preparers as they work through the Tax Return Interview process. Listen to the interaction and make certain that all Due Diligence questions are being asked.

Uses Return Management daily to verify that tax returns are being processed in a timely manner.

Monitors the Red Flag Report per the guidelines established in the Tax Return Compliance Manual and per Franchisee guidelines.

Ensures implementation of all marketing programs and company products and promotions.

Motivates and guides office staff to achieve goals

Attend and complete mandatory training

Performs other duties as required


High School Degree or equivalent related business experience. Course of study in management or in tax preparation and/or accounting strongly preferred.


Previous management or supervisory experience necessary.

Tax knowledge preferred.

Strong communication, interpersonal, organizational and customer service skills.

Demonstrated ability to work under pressure, in a fast-paced working environment.

Proficiency with a variety of computer software applications.



OFFICE ASSISTANT JOB OVERVIEW Under general supervision and in accordance with established policies and procedures, controls the flow of returns from the individual tax offices and the Internal Revenue Service (IRS), maintains the accounting of sales transactions and refund distributions. This position has access to and works with information of a sensitive, highly confidential nature; and regularly deals with diverse matters which require a working knowledge of the tax preparation business. Note: An Office Assistant may be brought in to assist in these responsibilities during peak times once an office exceeds 1000 tax returns.


Performs the front office check printing process; ensures that checks are printed and distributed in a timely manner.

Monitors security measures for handling and distributing check stock and Jackson Hewitt Smartcard Visa Prepaid Cards.

Monitors security measures for cashbox and maintains an adequate balance.

Manages the flow of daily returns including uploads, transfers and drain times.

Sorts and corrects returns for re-submittal to IRS.

Maintains supplies/inventory, including check stock and duplicated materials.

Handles hardware/software problems and prepare problem resolution.

Maintains a filing system for 8879 documents.

Prints reports as required.

Files reports and/or paperwork as needed.

Performs other duties as required.


High School Degree or equivalent related business experience.


Basic tax preparation knowledge necessary.

Good communication, interpersonal and organizational skills.

Demonstrated ability to work in a fast-paced business environment.

Basic knowledge of computer software required.



TAX PREPARER JOB OVERVIEW Under the supervision of the Office Manager and in accordance with established policies and procedures, performs a variety of services related to income tax preparation. This position has access to and works with information of a sensitive, highly confidential nature; and regularly deals with diverse matters which require a working knowledge of the tax preparation business.


Conducts a thorough in-person interview with customers, using the franchisors propriety tax software application.

Complies with all tax laws and regulations including, but not limited to, the complete and accurate preparation and timely filing of income tax returns and related documents.

Demonstrates specific behaviors such as the Signature Welcome, to create a positive customer experience

Effectively promote financial products & services

Checks the hold drawer daily and contacts customers for additional information, as necessary, to insure accurate completion of tax returns.

Diligently seeks to recognize and prevent fraud and other abuse.

Understands, and complies with the provisions of the Code of Conduct.

Follows all policies regarding the review and accuracy for information included in the tax return.

Completes all signatures as required for the Customer Verification Form

Distributes Front Office Paperwork (FOP) and obtains the necessary signatures

Researches tax related questions and issues, and responds to clients appropriately and within a timely manner.

Resolves client complaints, or refers situations to supervisor (as appropriate) for resolution.

Distributes checks and Jackson Hewitt smartcards. Assists with general office support such as filing, mailing, etc., when necessary.

Makes calls to clients using the Call Campaign Application

Helps the office achieve and exceed established goals

Attends and completes Mandatory Training

Performs other duties as required.


High School Degree or equivalent related business experience. Course of study in tax preparation and/or accounting preferred.


Previous experience in tax preparation and filing a plus.

Good communication, interpersonal and customer services skills.

Demonstrat

ts2012 buildingawinningteam final

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