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Human Resource Management for TPAs HR 101
Monday, May 2, 2016, 11:25 AM – 12:15 PM
Charan Singh, Vice President – Operations
United Retirement Plan Consultants
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Charan Singh, Vice President – Operations United Retirement Plan Consultants
Charan Singh, APA is VP, National DB Operations Manager at
United Retirement Plan Consultants in Los Angeles. A veteran of
over 15 years in the pension industry, prior to United Retirement,
Charan was Vice President and Operations Manager at Union
Bank (TruSource), Pension Consultant at Kravitz, and Chief
Operations Officer at Cache Pension Services where he lead a
total overhaul of operations over 15 months that resulted in a
successful sale of the company. At United Retirement, Charan
successfully led a multi-year, intra-company effort to reorganize
operations along functional lines that led to improved productivity,
boosted morale, and improved client retention. Charan
specializes in building customer-centric operations processes,
and training customer friendly pension administrators with top-
notch consulting skills.
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Human Resource Management HRM
What is HRM?
Policies
Practices
Systems
Influencing
Behavior
Attitudes
Performance
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Conclusion and Summary
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Strategic HRM Scope of HR Management 101
Selection Recruiting HR
Planning
Analysis and
Design of Work
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Strategic HRM Scope of Advanced Topics (Afternoon Session)
Employee Relations
Performance Management
Compensation Training &
Development
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HR Basics Trends in HR Management
• Changing Workforce
• Aging
• Diversity
• Skill Deficiencies
• Knowledge Workers
• Teamwork
• Employee Empowerment
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Traditional Psychological “Contract”
Employers Provide:
Compensation, Job Security, Opportunities
Employees Provide: Time, Effort, Skills, Abilities, and
Loyalty
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New Psychological “Contract”
Employer Employee
“Take Responsibility”
Work Longer Hours
Lack of Job Security
Financial Incentives
“Employability”
Comfortable Work Environment
Job Experiences
Flexibility
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Equal Employment Opportunity-Federal Laws
ACT REQUIREMENTS COVERS ENFORCED BY
Thirteenth
Amendment
Abolished slavery All individuals Court system
Civil Rights Acts
of 1866 and 1871
as amended
Grants all citizens
the right to enter
into contractual
relationships
All individuals Court system
Equal Pay Act of
1963
Men and women
performing equal
jobs receive equal
pay
Employers
engaged in
interstate
commerce
EEOC
Title VII of CRA Forbids
discrimination
based on race,
color, religion,
sex, or national
origin
Employers with 15
or more
employees
EEOC
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Equal Employment Opportunity Federal Laws
ACT REQUIREMENTS COVERS ENFORCED BY
Age
Discrimination in
Employment Act
of 1967
Prohibits
discrimination
against individuals
40 years and older
Employers with 15
or more
employees
EEOC
Pregnancy
Discrimination Act
of 1978
Treats
discrimination
based on
pregnancy related
conditions as
illegal sex
discrimination
All employees
covered by Title
VII
EEOC
Americans with
Disabilities Act of
1990
Prohibits
discrimination
against individuals
with disabilities
Employers with
more than 15
employees
EEOC
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Equal Employment Opportunity – Recent Changes
ACT REQUIREMENTS COVERS ENFORCED BY
USERRA 1994 Requires rehiring
and
accommodation of
returning vets
Veterans and
members of
reserves
Veterans
Employment and
Training Service
Genetic
Information
Nondiscrimination
Act of 2008
Prohibits
discrimination
based on genetic
information
Employers with 15
or more
employees
EEOC
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Concepts in Avoiding Discrimination
• Disparate Treatment
• Differing treatment of covered individuals
• Disparate Impact
• “Four-fifths” Rule
• Hiring rate of minority group is less than 80% of hiring rate of
majority group
• Use of BFOQ
• Bona fide Occupational Qualification
• Example:
• Requirement of having a male worker handing out towels in a men’s
locker room
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Changing Workforce – BLS Projections 2014-2024
Group Percent Change
2014-2024
Age, years:
16 to 24 -13.1%
25 to 54 3.9%
55 and older 19.8%
Gender
Men 4.4%
Women 5.8%
Race
White 2.3%
Black 10.1%
Asian 23.2%
Ethnicity
Hispanic Origin 28%
White non-Hispanic -3.0%
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Analyzing Work & Designing Jobs
Output
Client Reports, Government Filings
Activity
Trust Accounting, Compliance Testing, Contribution Calculations, Form 5500s
Human Resources
Knowledge, Skills, Abilities
Equipment
ASC, Relius, Datair, etc.
Raw Input
Census, Trust Info
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Job Analysis
• Job Descriptions (“TDRs”)
• Tasks
• Duties
• Responsibilities
(Observable Actions)
• Job Specifications (“KSAOs”)
• Knowledge – factual or procedural information
• Skills – level of proficiency at a given tasks
• Abilities – general enduring capability
• Other Characteristics – persistence, motivation, etc.
• For complex tasks: Position Analysis Questionnaire and
Fleischman Job Analysis System
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Job Design
• Design for Efficiency
• Repeatable, quick tasks performed over and over
• Design for Mental Capacity
• Filtering information
• Clear displays and instructions
• Memory aids
• Design for Motivation
• Skill variety
• Task identity and significance
• Autonomy
• Feedback
• Design for Safety and Health
• Ergonomics
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Characteristics of a Motivating Job
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HR Planning
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Recruitment Influences
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Personnel Policies
• Internal vs. External Recruiting
• Promote from within, opportunities for advancement
• Lead-the-market Pay Strategy
• Pay more than current market rate for the job
• Employment-at-will Policy
• State law plays a role
• Image Advertising
• Advantage in highly competitive labor markets
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Recruitment Sources
• Internal Sources
• Job Posting
• External Sources
• Direct Applicants
• Referrals
• Electronic Recruiting/LinkedIn
• Advertising/Craigslist?
• Colleges and Universities
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Recruiter Behavior
• Recruiter can have an impact on the outcome
• Too positive – leads to unmet expectations
• Too negative or passive – turn off
• Recruiting Teams
• Job Expert as a Recruiter
• Use your senior administrators
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Selection Process
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Interview Questions – Do’s and Don’ts
Permissible Questions Impermissible Questions
What is your full name? What was your maiden name?
Have you ever worked under a
different name?
What’s the nationality of your name?
If you are hired, can you show proof of
age (to meet a legal requirement)?
How old are you? How would you feel
about working for someone younger
than you?
Will you need any reasonable
accommodation for this hiring
process?
Are you able to perform this job with or
without reasonable accommodation?
What is your height and weight?
Do you have any disabilities?
Have you been seriously ill?
Please provide a photograph of
yourself.
What languages do you speak?
(Statement that employment is subject
to verification of applicant’s identity
and employment eligibility under
immigration laws.)
What is your ancestry? Are you a
citizen of the United States? Where
were you born? How did you learn to
speak that language?
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Interview Questions
Permissible Questions Impermissible Questions
What schools have you attended?
What degrees have you earned? What
was your major?
Is that school affiliated with [religious
group]? When did you attend high
school? [to learn applicant’s age.]
Can you meet the requirements of the
work schedule? [ask all candidates]
What is your religion? What religious
holidays do you observe?
Please provide any names of relatives
currently employed by this employer.
What is your marital status? Would you
like to be addressed as Mrs., Ms., or
Miss? Do you have any children?
Have you ever been convicted of a
crime?
Have you ever been arrested?
What organizations or groups do you
belong to that you consider relevant to
being able to perform this job?
What organizations or groups do you
belong to?
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Employment Tests
• Aptitude tests
• Job performance tests
• Personality tests
Personality
Dimensions
Descriptive words
Extroversion Sociable, gregarious, assertive, talkative,
expressive
Adjustment Emotionally stable, non-depressed, secure, content
Agreeableness Courteous, trusting, good-natured, tolerant,
cooperative, forgiving
Conscientiousness Dependable, organized, persevering, through,
achievement-oriented
Inquisitiveness Curious, imaginative, artistically sensitive, broad-
minded, playful.
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Interviewing Techniques - Nondirective
• Nondirective Interview
• Great discretion in choosing questions
• Reply to one or more questions leads to other questions to ask
• More of a conversation
• Open ended questions about strengths, weaknesses, career
goals, and work experience
• Reliability is not great
• Questions are not necessarily valid and some might even be
illegal.
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Interviewing Techniques – Directive/Structured
• Structured Interview
• Questions are tightly organized around job requirements – based
on the posted Job Description
• Tasks, Duties and Responsibilities (TDRs)
• Knowledge, Skills, Responsibilities and Other Characteristics
(KSAOs)
• Interviewers likely to object to being restricted
• More valid and reliable than nondirective in general
• Especially when interviewing a large number of candidates
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Interviewing Techniques
• Situational Interview
• Special form of a Structured Interview
• Describe a set of situations that arise on the job, and elicit
reactions
• High validity in predicting job performance
• Behavioral Interview
• Type of Situational Interview
• Ask candidates about how he or she handled a type of situation
in the past
• Questions about candidates actual experiences appear to have
the highest validity
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Interviewing Best Practices
• Plan your questions for each type of interview
• Job application – get the “Permissible Questions” out of the way
• Phone Interview – specific set of basic questions
• No/little diversion from this list
• Directive/Structured Interview – TDRs and KSAOs
• Situational Interview
• Behavioral Interview
• Nondirective Interview – look for “personality dimensions”
• Keep a “scoring sheet” of candidates across multiple
interviewers
• So you can compare and contrast candidates and fine tune your
selection process
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Making the Selection
• Who do you “Like” vs. “Best Fit” for the position
• Best combination of Ability and Motivation
• Use the “Multiple-Hurdle” model
• Remove candidates from the running based on performance in
each stage
• Who communicates the decision?
• Negotiate any pay, benefits, and work arrangements for higher
level (managerial or professional) positions
• Offer letter – get very specific
• Job responsibilities
• Work schedule, rate of pay, starting date
• Require acceptance by a specific date to avoid open ended
situations
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Strategic HRM - Scope of Advanced Topics (Afternoon Session - Reminder)
Employee Relations
Performance Management
Compensation Training &
Development
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References
• Employment Projections 2014-2024, Bureau of Labor
Statistics Retrieved from:
http://www.bls.gov/news.release/pdf/ecopro.pdf
• Noe, Hollenbeck, et al., Fundamentals of Human
Resource Management, McGraw Hill 2015
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Contact for Further Questions
Charan Singh, APA
Vice President, Operations
United Retirement Plan Consultants
Office Phone: 310-862-8457
Cell Phone: 949-307-3397