Job descriptions are essential to:
- Recruit because they form the basis for the job ad and determine the appropriate selection criteria when screening and interviewing candidates.
- Determine the reasonable ADA accommodations
- Ensure FLSA compliance (exempt / non-exempt analysis).
“Gere Consulting did our job descriptions a few years back. When my assistant handed in her resignation, I was able to pull out the job description and use it in a recruitment ad. I hired someone rapidly and was able to get the new assistant trained by the one who was leaving. This was one of the best investment I have made in my business.”
-Drew DeBlass, President Williamsburg Home Painting LLC
We write policies to meet a specific need. We create and update your employee handbook. We analyze your existing HR policies and practices to identify the gaps and errors in your current manual. Taking into account the stage of business development (start-up, growth, mature), we develop policies and procedures to ensure business is in compliance with state and federal regulations. We strive to mesh with these with your culture into a coherent document.
Once a new manual is written or new policies are developed, your management and employees need to understand what they are. We provide workshops for supervisors on how to administer the new policies. We develop information session to communicate key employment policies and procedures to your employees.
It’s not a once and done. Because of changes in employment law and court decisions, it imperative to review your handbook every 2 years. Don’t forget to amend it whenever a major legal change occurs.
Why do businesses need an employee handbook or at least a few policies?
- It’s a communication tool – Handbooks communicate your human resources policy with all employees the same way.Everyone, employee and supervisor, can refer to it and know what the rules are.
- It’s part of managing expectations – Employees know what to is expected of them, what the work conduct and rules are. Supervisors can reference it to support their decisions and ensure consistency.
- It’s a smart risk mitigation approach – Without proper language, documents, and policies, employers can be subject to costly lawsuits and litigation. A well drafted employee handbook will help in the defense of employment challenges even before they reach the legal system. Effective employee handbooks discourage would-be plaintiffs, reduce the cost of employment-related lawsuits, help employers stay in business and out of court.
- It’s legally required for organization with 50 employees and more. Those organizations are subject to the Family Medical Leave Act (FMLA) and Uniformed Services Employment and Reemployment Rights Act (USERRA). An employee handbook is the best way to communicate how employees can access those benefits.
To determine the prevailing rate for a job, we “benchmark” your jobs against comparable positions for your industry and location. This determines the prevailing rate of pay, how much similar companies pay for a specific job in your industry. We only use compensation data from reputable sources and with a reliable track-record of producing quality data.
More than 80 percent of businesses purchase a wage analysis. Paying for compensation data makes sense. Mid-size companies (500 employees or less) spend an average of $2,000 annually on salary surveys because the benefit far exceeds the cost. The amount spent is just a fraction of the total payroll costs and it makes sense (and cents!) to pay competitively.
Using our services is a good decision. You don’t need to purchase an expensive survey with more data than you really need. You don’t have to spend time sifting through columns of data and analysis them. When you use our compensation services, you only pay data, the analysis and recommendations for the jobs you need.
Case study – Compensation Study
A client in the non-profit sector contacted us when their Board of Directors requested compensation data for different jobs e.g. CEO, COO, CFO, Program Managers and Transit Drivers.
We identified the relevant segmentation of compensation data from providers of salary surveys and conducted the analysis. A few of the positions were unusual and did not have a direct match in surveys. So, we combined data from different positions to arrive at an acceptable benchmark. Those are called “hybrid” positions.
The final work product for each position included:
- Three data cuts (25%- 50%-75% of salary range)
- Comparison of the client’s data versus the market data
- Recommendation for salary adjustments to arrive at competitive salary levels.