NEW EMPLOYEES - Mental Health America



New Employee

Hiring Guidelines

1. Process of Notification (when you need an employee)

1. Job Description

1. Posting Practices

1. The Interview

1. Letter of Employment

1. Day Before New Employee’s First Day

1. First Day Orientation

NEW EMPLOYEES

Process of Notification

A. Developing Your New Employee Request

1. Salary Range

2. Start Date

3. Brief Description Position

4. List of Qualities you require for the position

B. Notification Procedures

1. Fill out New Employee Request Form

2. CEO Approval

3. Administration

A. Developing your New Employee Request

The initial step involved with acquiring a new staff member is to get a solid idea of the position you need and the type of person you want to fill that position. Once that has been ascertained, the next step is to fill out the Employee Request Form and present it to the CEO for approval. (Please see the attached Employee Request Form)

Important Guidelines

1. Salary: In an effort to keep with in your budget and to keep the Admin and Finance office informed of future costs, please create a salary range for the position that is fair and equitable. This range will ultimately be approved by the CEO.

2. Establish a Start Date for the position. Human resources needs at least two weeks notification in order get orientation materials ready.

3. Work out a brief position description so that the CEO and the Admin department will know what type of position is open.

4. List the qualities that you would desire in the individual that best fits the position. This will help keep you focused on what you are looking for when you go through the hiring process.

B: Process of Notification

Please follow the following steps in order to ensure proper communication amongst all involved departments.

1. Completely fill out all sections of the New Employee Request Form. This form is available from the Administration department. Please adhere to the guidelines in section A.

2. Take the form to the personnel department for review.

3. Take the form to the CEO for official approval and signature.

4. Present the approved form to the Administration Department.

New Employee Request Form.

Department:________________________________ Date:_____________________________

Position to be filled/created:________________________________

Approximate Starting Date:________________________________

Salary Range to be offered:________________________________

Brief Job Description:

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Qualities Desired:

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

.

_____________________________________________ ________

Signature of Department Director/Vice President Date

_____________________________________________ ________

Personnel Department Review Date

_______________________________________ ________

CEO Approval Date

Please Return Form to the Administration Department

Job Description

a. Why is the Job Description so Important?

1. Hiring process

2. Expectations

3. Personal Growth

4. Evaluations

5. Accountability

b. How to write a job description.

1. Guidelines

2. Format

a. The facts (job title, salary range, location, etc.)

b. Purpose and description.

c. Essential functions.

d. Other functions.

e. Minimum requirements (skills, knowledge, education, etc)

f. Employer’s rights.

a. Job Description

Why is the job description so important?

From the hiring process all the way through voluntary or involuntary termination, the job description provides the employee and the employer with a mutual understanding of what the job encompasses and what is expected of the employee.

1. Hiring: It is extremely helpful to have the job description done before advertisements go out for the position. When people call and during the interview, you will have already explored all aspects of the job and you will be that much more familiar with the position when describing it to a potential candidate. In addition, this also ensures that you are evaluating and comparing all candidates consistently for all job requirements.

2. Expectations: The job description clarifies for both the employee and the employer the level of expectation for the job to be done. This level of expectation can be used to see how the employee does and whether or not he or she is right for the position.

3. Personal Growth: The job description allows the employee to see if the position fits into his/her long term career goals. The description can also clue an employee in right away to areas that they may need training in or areas in which they would like to learn more about.

4. Evaluations: Job descriptions are an instrumental tool when one evaluates an employee. The description will serve as a point of reference when one does the evaluation. It will help you keep track of what was originally expected and aid in your judgement as to how the employee is doing in certain areas.

5. Accountability: If and when an employee seems to be under-performing, the job description can help the employee get back on track. The job description is also extremely helpful in an issue of accountability for both employee and supervisor or when you need to terminate an employee legally.

b. How to write a job description.

Attached to this document is an example of a standard job description. This format needs to be consistently followed for all positions. The job description must be completed before the position is posted in various media. Please submit the job description to human resources after you have secured approval for that position.

1. Guidelines: Listed below are some guidelines for a well-organized, clearly written and usable job description.

Use a terse and direct style. Sentence structure should be simple.

Keep the job description brief. Discriminate between important and trivial facts.

Use proper detail. The description should cover the essential duties of the position without going into unnecessary detail.

Be logical. The job description must be easy to understand.

Begin each sentence with an active verb. Use the present tense.

Quantify the expectation. Instead of saying “job requires occasional travel” say “Job requires travelling three or four times a year” or “25% travel time”.

Describe rather than prescribe. “Operates fax machines” is preferable to “must know how to operate fax machine.”

Emphasize the skills and purposes of the job. Cover the knowledge, skills and abilities an employee will use to perform the job and the end results of an employee’s efforts.

Avoid words that do not specifically tell what the employee does. i.e. “checks”, “responsible for”, “handles”.

Mention specific tools and equipment that the employee may be using.

2. Format: Please follow this described format for all positions. Attached to this section you will find a “boiler plate” in hardcopy.

• The facts. This is the first section of the job description. In this section you must list the job title, the office or location and who the position reports to.

• Purpose and Description: This section describes why the job exists and what the work involves.

• Essential Functions: In this section you should list the duties that the person holding the job must be able to perform.

• Other functions: These are functions that may have been part of the job in the past and are likely to be assigned to the next job holder. The last item listed under this category should always be “Other duties as assigned.”

• Minimum Requirements: This section should list what is required of job holders to enable them to perform the essential functions.

1. Skills/Knowledge: This specifically identifies some skills and/or knowledge needed to do the job

2. Experience/education: This area indicates the minimum experience and education or the equivalent needed to perform the job. Please make sure that the experience/education requested is truly relevant and necessary.

3. Qualities: this area identifies certain personal traits that may be desired, such as “team player” or “ability to work independently”.

4. Physical effort and dexterity: this indicates whether lifting, climbing, extended sitting or standing are normally required.

1. Visual acuity, hearing, speaking: Candidates whose disabilities make them unable to meet these requirements will still be considered fully qualified if they can perform the essential functions with reasonable accommodations.

5. Environment and scheduling: This area covers the aspects of the job that some people may be uncomfortable with. I.e.: frequent travel, overtime, exposure to dust, etc.

• Employer’s Rights: Please place the following at the end of each job description to warn the employee that the job description in and of itself is not a contract for employment and that employment can be terminated by either party at any time.

Employer’s Rights

This job description does not list all of the duties of the job. You may be asked by supervisors or managers to perform other duties. You will be evaluated in part based upon your performance of the tasks listed in this job description.

The employer maintains the right to revise this job description at any time. The job description is not a contract for employment, and either you or the employer may terminate employment at any time, for any reason.

Employee Signature Date:

Supervisor’s signature Date:

____________________________________________________________ Company Representative’s Signature Date:

Job Description Form.

Job Title:_________________________________

Office/Location:____________________________

Reports To:________________________________

Purpose and Description:

Essential Functions:

(Functions that must be done in order to fulfill job requirements)

Other Functions:

(List functions that may be required but are not essential to the job.)

Minimum Requirements:

(List all skills, knowledge, education, etc.)

Employer’s Rights:

(Copy rights from Job Description, section f.)

Signatures and dates.

Sample Job Description: This is a sample only, it does not represent a current position.

Job Title: Human Resource Manager

Office/Location: Administration Office

Reports to: Bob Grabman, Vice President of Administration.

The Human Resource Manager’s job is to facilitate the management of MHA employees. The HR Director will advise and assist managers in the management of human resources, develop, communicate and implement organizational polices and maintain the MHA benefits package.

Essential Functions

Benefits management (Insurance): The HR Manager will enroll, maintain, update and terminate all employees on all offered insurance benefits. This maintenance also involves keeping up to date on all Federal and State legal issues and requirements as prescribed by such acts as the ADA, COBRA, ERISA Civil Rights Act, etc. Insurance benefits include but are not limited to: health insurance, dental insurance, vision insurance, pension plan, tax deferred annuity plan, long term disability, life insurance, and AD&D insurance.

Benefits management (Personnel): The HR Manager will maintain and track the personnel file. This file includes all documents associated with hiring, salary increases, evaluations, termination, and more. The HR Manager will keep track of all employee vacation, sick and personal leave. The HR Manager will keep the personnel manual up to date and create/modify any policies which may need such alteration. In addition the position will oversee the employee counseling and training programs and develop and maintain other employee services as needed.

Recruitment: The HR Manager will oversee all hiring procedures, maintain job descriptions, conduct new employee orientation, ensure compliance with equal employment opportunity laws and regulations, and train managers on hiring practices. In addition, the manager will post all hiring advertisements in applicable media.

Other Functions

Monitor and take care of all issues surrounding building insurance, travel and accident insurance, workers compensation insurance and general liability insurance.

Track and be aware of issues surrounding tenant’s leases.

Accounting support in the areas of accounts receivable maintenance, monthly affiliate bills, cash log maintenance, bank reconciliation’s.

Issue and monitor credit cards for employees.

Assist in the audit procedure.

Software library management.

And all other duties as assigned.

Minimum requirements

College degree, or equivalent

Skilled in human relations and problem solving.

Prior supervisory experience a must.

Capacity for organizing work to meet multiple demands.

Effective use of computers, including spreadsheet expertise.

Experience with employee benefit management.

Exposure to accounting principles.

Good writing skills.

Employer’s Rights

This job description does not list all of the duties of the job. You may be asked by supervisors or managers to perform other duties. You will be evaluated in part based upon your performance of the tasks listed in this job description.

The employer maintains the right to revise this job description at any time. The job description is not a contract for employment, and either you or the employer may terminate employment at any time, for any reason.

Employee Signature Date:

Supervisor’s signature Date:

________________________________________________________________________

Company Representative’s Signature Date:

Posting Practices

a. Outside Recruitment Sources

1. Newspapers.

1. Specialized Publications.

2. Cold Calls

3. Employment agencies.

4. The Internet.

b. In-house recruitment

1. Pros.

2. Cons.

3. Employee Referrals.

c. Guidelines for writing an effective advertisement.

a. Outside Recruitment Sources

1. Newspapers. Most classified ads are placed in the Sunday edition of daily newspapers. In general, all openings will be posted in the Sunday edition of the Washington Post. Ads must be given to HR before Wednesday at 12:00 noon if the ad is to appear in the following Sunday edition. If you would like to place an ad in another paper, such as The Washington Times or the City Paper, please, contact HR for the due dates and editions available. Note: Unless advised otherwise, the ad will be placed under the heading “Association”

2. Specialized Publications. Another common method is to advertise in trade magazines, association newspapers and professional journals, such as ASAE, Roll Call, The Bell, etc.. This method offers an excellent way to target people with industry / mental health experience. Some of the disadvantages are that these papers our usually published once a month, the advertising is relatively expensive and you attract fewer applicants.

3. The Internet. MHA will be posting career opportunities on our webpage, . This will be a great opportunity to attract those who already have an initial interest in MHA..

4. Cold Calls. This is the most direct method of recruiting employment. It involves scouting out the field in which you are looking for a position in and calling the person who interests you the most. Even though they have a job, they may be looking for something new. You never know until you call. This method is usually used for specialized or executive positions. Cold calls should supplement, not replace, general advertising.

5. Employment Agencies. An employment agency can be a big help in recruitment especially if you do not have the time to do the advertising, interviewing, and screening yourself. Usually the agency will charge a percentage of the salary for the position being offered. You can also use state employment agencies, associated with state unemployment compensation offices, and the US Employment Service as an inexpensive way to fill positions. Note: No supervisor should consult an employment agency without authorization from the CEO.

b. In-house recruitment: In order to encourage professional growth by MHA staff, all job openings should be posted in-house. They must be posted outside the kitchen door However, supervisors are not required to give priority to MHA staff in filling a position.

1. Pros: Hiring from within can improve employee morale and keep down hiring costs associated with advertising, applicant screening, new hire orientation and administrative processing. Another advantage is that the new in-house employee will be more familiar with what is required and expected of the position than someone from the outside would be.

2. Cons: Hiring from the inside also usually leaves a position open. In addition inside recruitment can lead to company stagnation. A new employee can bring fresh blood and ideas to MHA.

3. Employee Referrals. Employee referrals usually tend to produce quality candidates since most employees will not refer someone unless they think they can do a good job. In addition, current employees usually know the job requirements fairly well and they often have outside professional contacts that are talented and hardworking. Employee referrals should enrich the pool of job applicants - they should not substitute for advertising outside of MHA.

Guidelines for Writing an Effective Advertisement

The following is a list of guidelines that can assist you in writing a successful advertisement. Please contact the personnel department if you would like any assistance in writing the ad.

Name the Job: The name of the job should be in the headline of the ad. Job titles should be descriptive. “Admin Asst.” could just about apply for any occupation, while “Admin Asst. for State Health Care Reform” is more descriptive.

Stress the company’s and the job’s strong points: A good short phrase can tell applicants why MHA is a good place to work, i.e. “friendly work environment that values employee input” or “great benefits package”.

State job qualifications clearly: The ad should spell out the minimum acceptable requirements that you put down on the original job description.

Give facts about the job: State working hours and days, whether any travel is involved, job location, special requirements, etc.

Tell prospective applicants when, where and how to apply. State whether applicants should phone, fax, e-mail or write when submitting their resume.

Deal with salary: Consider whether to name a specific figure, give a range or mention a top starting figure, include a non-committal statement (“salary commensurate with experience”) or ask applicants to state their salary requirements.

Comply with EEO requirements: Use gender-neutral job titles and make sure listed requirements are job related. MHA also benefits by placing an “EOE” at the end of the ad to let applicants know we are an equal employment opportunity employer. You can also go as far as placing “M/F/D/V” at the end as well to illustrate that the position is open to males, females, persons with disabilities and veterans.

Decide whether to use a “blind” ad: “Blind” ads are advertisements that omit the organization’s name and just put a PO Box or address. This type of ad controls the possibility of dozens of applicants disrupting the office by phoning or dropping by. The drawback is that a lot of applicants often are reluctant to respond when they do not know the organization to which they are applying for.

Sample Ad:

BEHAVIORIAL HEALTH POLICY AND ADVOCACY PROFESSIONAL

Washington based mental health advocacy organization needs behavioral health policy and advocacy professional. Position involves dual role of working on state healthcare reform and federal legislative issues. Good team player and effective communication skills a must. Send resume and salary information to REL, 2000 N. Beauregard Streeet, 6th Floor, Alexandria, VA 22311 or FAX to 703-684-5968. No phone calls please. EOE

The Interview

a. What to ask

b. What not to ask.

a. Reference Check

c. The Offer.

The Interview

Plenty of preparation, good listening, and a thorough understanding of the job for which the candidate is applying will make for a successful interview. In this process you will need to assess the applicant, describe the job accurately and create an environment of goodwill for MHA. Make sure you judge all applicants with the same criteria. A clear,

well-thought out job description should aid you in this process. You should keep a good record on the aspects of every interview so you can make sure when it comes down to making an offer, you have the best candidate in front of you.

a. What to Ask: You should design your questions to elicit information about the candidate’s job qualifications in the areas of skill and ability, behavioral traits, and work style. Skill and ability queries should address work experience, technical expertise, education, etc. Behavioral trait questions should encompass the candidates levels of motivation, interests, drive, stress tolerance, etc. Work style questions should assess the social effectiveness and interpersonal style of the future employee. Also, you should ask open-ended question that will evoke interesting answers. Avoid yes or no responses. Please refer to the attached Interview Questions sheet for some ideas.

b. What not to ask: Hiring decisions cannot be based on an applicant’s race, religion, creed, sex, marital status, national origin, ancestry, military background, age, disability and/or union membership. Therefore avoid questions that touch on any of these subjects. In addition, it is best to avoid any questions that could imply any sort of possible reason for discrimination. As a rule, do not ask an applicant about:

medical or mental health history

national origin and citizenship status

height, weight, or physical characteristics

disability

membership in a group that would reveal race, gender, national origin or religion

military service history

marital status

sexual orientation

age

previous addresses

names of relatives

receipt of unemployment insurance, worker’s comp. or disability benefits

foreign languages (unless required by position)

child care, family planning or number of children

religion or religious beliefs

financial history

The main reason for avoiding such questions is to prevent any justification for a discrimination lawsuit under ERISA law, the Civil Rights Act and various other federal and state laws. Please refer to the attached Federal Laws Affecting Recruiting and Hiring and Legal Guidelines for Interview Questions supplements.

c. Reference Check (After the Interview.)

Performing a background investigation helps minimize the mistake of hiring a wrong employee. Asking for references is the most common way of checking a candidate’s background. Since reference checks can take a considerable amount of time, you should only do this for the top one or two candidates. There are five areas that should always be checked before you hire a potential employee. The areas are as follows:

1. Review the resume for gaps in work history: A checkered work history could reflect poor performance, drug or alcohol abuse, or other problems. Keep in mind that past problems should not necessarily disqualify an applicant.

2. Verify Previous addresses. This step will allow MHA to verify that the candidate lived where claimed and was not in custody. This step will be handled by the Human Resources Department for you.

3. Confirm Credentials. Check with the applicants colleges and schools to verify degrees received. Contact professional accreditation groups to confirm an applicant’s credentials. This step will be handled by the Human Resources Department for you.

4. Obtain an applicant’s consent to contact former employers. A signed consent form will ease a past employer’s fear of talking candidly about a former employee’s work history and performance. You should think twice about any applicant that refuses this request. Note: It is acceptable for the applicant to request that the current employer not be contacted until the final phase of the decision-making process.

5. Follow up professional references. Checking with past employers can at least confirm employment dates, job descriptions and salaries.

You must have the applicant sign the attached “Release Authorizing Check of Applicants Credentials”.

d. The Offer: Once all of the above has been thoroughly completed and you have found that special one, it is time to make a deal. Basically this is the most enjoyable part of the part of the process, but there are some serious guidelines that need to be followed. First, offer to a salary that is within the range specified in the New Employee Request Form that you filled out at the start of this process. Do not promise the future employee a raise or any special arrangements within a certain time period of the initial start date. Second, discuss with the applicant our benefits package (see the attached “Benefit Highlights”). Do not offer the applicant any special deals with the benefits package. Just offer the traditional package. Third, reiterate the nature and mission of MHA. It is extremely important that the individual is comfortable and proud to serve the MHA mission. Finally, you must agree on a start date that is reasonable for both the employee and the employer. It is common that an employee will need 2-4 weeks to finish current work requirements and deal with personal matters. (Remember, you must notify HR two weeks before the official start date.)

Interview Questions

Relevant questions and job-related questions should target:

Incomplete information on resume.

Meaning of former job titles.

Work experience and/or education.

Job-related achievements.

Supervisory skills, if applicable.

Specialized knowledge or expertise.

Willingness to travel, if applicable.

Reasons for leaving previous jobs.

Personal attributes that could contribute to job performance, such as personal vision.

Signs of initiative and self-direction.

Indications of work habits, including ability to work as part of a team.

Applicant Release Authorizing Credentials Check

In evaluating my suitability for employment, I hereby authorize Mental Health America to perform all checks of my credentials as allowed by law including, but not limited to, discussions with: supervisors, co-workers, friends, business associates, or other individuals that MHA , in its sole discretion, believes may have relevant information regarding my suitability for employment. I further authorize MHA to perform the following checks on my credentials:

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

and such other checks as MHA deems appropriate.

I agree not to assert any claims or causes of action of any kind against MHA, its agents, its employees, or any individual contacted by MHA, arising out of MHA’s investigation. I further release and forever discharge MHA , its agents, its employees and the individuals and companies contracted as part of this investigation from any and all claims, demands, damages, actions, causes of actions or suits of any kind or nature whatsoever arising from MHA’s investigation of my credentials. I acknowledge that MHA has made no representations of any kind as to whether employment will be offered at the conclusion of its investigation.

________________________________________________________________________

Applicant Signature Date

Letter of Employment

a. Start Date, position title and salary.

b. Do not make any extra official promises.

c. Follow standard form.

d. Final CEO approval.

a. State start date, position title and salary. The letter of employment contains official information that becomes a contractual obligation between the new employee and MHA. It is of utmost important that the letter contains the position title, start date and salary. Other information to include is a welcome statement, who the new employee will report to, their main responsibilities, performance appraisals, the 3-month probation period and the payroll schedule (semi-monthly). It is also a good idea to briefly discuss what they can expect on the first day, i.e. keys, tour of the building, benefit meeting, etc. Finally, at the end of the letter you must put a line for the employee to sign and date so they can formally agree to the terms set in the letter.

b. Do not make any extra official promises. In the letter you cannot state or express anything that may lead the new employee to expect anything that is beyond the normal offer. Examples would be to state that after a performance review they will get a raise or to say they can substitute a benefit for an increased salary. This type of action can lead to charges of discrimination or at least to hurt feelings and decreased morale.

b. Follow standard form. Attached to this pamphlet is a sample of a standard letter of employment. Please follow it. A memo does not serve as a letter of employment. The letter of employment must also be made out in the CEO’s name and signed. The next step is to present it to the new employee for his/her signature. This can be done by mail. There needs to be two originals - one for MHA and one for the employee.

d. Submit an original of the Letter and the employee’s resume to the Administration Department. Keep a copy for your own files.

Sample Letter of Employment:

Date

John Doe

5213 Main St.

Anywhere, VA 22207

Dear John,

We are delighted that you have accepted MHA’s offer to fill the position of Administrative Assistant beginning (Date). Your primary responsibility will be to assist the Administration, Finance and Office Services Departments and assist the Vice President of Administration with other administrative related tasks as needed. This position reports to the Director of Administration, (Name).

Your starting salary will be $20,000 annually. You will receive a 90 and 180-day review of your performance. Thereafter, your performance reviews will be done annually on the anniversary of your employment. As per MHA policy, you will be on probation for the first 90-days of your employment. A copy of the payday schedule will be found in your new employee packet.

Human Resources will be meeting with you in your first week to fill out other necessary papers and review the benefit packages. Please look over the Association’s Personnel Policy. If you have any questions, Human Resources will be happy to address them in this meeting.

I want to thank you for doing such a great job during the interview process. I believe you will be a valuable addition to our organization. If you agree to the terms set forth in this letter of employment, please sign the employment agreement on the attached page and return a copy of this letter to the Administration Department.

Best regards,

______________________________

Executive Director

I agree to the terms of employment with MHA as set forth in this letter of employment.

Date:________________

Signature:____________________________

Before the new employee’s first day

a. Coordinate with Human Resources.

b. Special needs.

c. Welcome breakfast/lunch.

a. Coordinate with Human Resources: Before your new employee comes on board, please inform Human Resources as to what time he/she will be in and what would be a good time to meet them in order to discuss the benefits package. In addition you need to arrange meeting times with the heads of all departments so the person can get a good feel for what the association does. Please include the CEO on these meetings if possible.

b. Special needs: Please inform Human Resources or Office Services of any special needs your new employee may have. Special needs are computer requirements, special accommodations, office needs, etc.

c. Welcome Breakfast/Lunch: Supervisors should consider arranging a welcome breakfast or lunch for the new employee to give him/her an opportunity to meet other staff in an informal setting.

First Day Orientation

a. New employee schedule.

b. The welcome interview (Benefits briefing).

c. The building walk through and equipment orientation.

1. New employee schedule: It is extremely important that you present an organized schedule of the employees first few days at MHA to the new employee. On this schedule you should have all of the department head meeting times listed and any other events you believe the new employee should attend.

2. The welcome interview (benefits briefing): When the new employee meets with Human Resources, he/she will be given all the personnel policies, tax forms, benefit descriptions and insurance forms that are needed. Human Resources will explain all current MHA policies and procedures and will assist the new employees through this process.

3. Building walk through and orientation: When the employee meets with the Director of Office Services, he/she will be given a tour of the entire building. The director will show the new employee their parking spot, give them their building keys, acquaint them with the operation of the fax, phone and xerox machines and help them get familiar with the locations of the mail boxes, office supplies and office forms. The Director of Office Services will also arrange for a time when they can meet with the computer personnel should they have any questions or need assistance with their computer equipment.

Special Note:

Supervisors should keep in mind that orientation is an ongoing process. No new employee can be expected to immediately absorb all the information received on the first day. Therefore supervisors should schedule regular time with employees for the first few weeks and let new employees know that they should feel free to ask questions at any time.

These guidelines do not imply that all of the following topics be discussed in a job interview.

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