SUCCESS IN FOCUS
ProValue, LLC
July 20, 2009
In This Issue
Min. Wage Increase
HR Guru: Problem Employees
Lessons in Leadership
Employee Interviewing
Online Recruiting
FLSA Record Keeping
Peak Performance Training
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It is difficult to listen to the national news and not be concerned, confused and even discouraged about what is going on in Washington, D.C.  One message that is communicated consistently is more regulatory oversight.
 
Our staff continues to observe and our clients continue to tell us about the increased level of regulation and inspections by various governmental agencies.  While in the past, most of our clients have had to deal with EPA, OSHA and various Departments of Agriculture very few have had to deal with the Department of Labor.  The DOL has recently been more visible and their investigations have been financially painful for some companies.  Recently, a family owned grocery chain in Kansas was fined over $30,000 for what appeared to be minor violations concerning hours worked especially by employees under the age of 18.  What would happen if the DOL showed up at your business and wanted to inspect your records and visit with your employees?  If you have questions or concerns about your employment practices, contact one of our staff about how we can assist you in improving your Human Resource management.
 
Thanks for your business.

SCOTT DEWEESE
President of ProValue, LLC 

REMINDER: MINIMUM WAGE INCREASE
 
reminderThe federal minimum wage will increase to $7.25 per hour effective July 24, 2009. Many states also have minimum wage laws. In cases where an employee is subject to both state and federal minimum wage laws, the employee is entitled to the higher minimum wage.  Overtime pay at a rate not less than one and one-half times the regular rate of pay is required after 40 hours of work in a workweek.  
 
For more information please visit www.dol.gov or call Sara Kepley at (620) 960-1694.
HR GURU: PROBLEM EMPLOYEES
  
HR Guru Perspective:  Problem Employees - Questions to Ask Sara KYourself When Termination Seems Imminent 
by Sara Kepley, SPHR

No company should ever feel like they must retain an employee that is no longer making a satisfactory contribution.  However before making the decision that termination is your only option, consider asking yourself these questions:
 
1.  Have I fully explained to the employee exactly what he or she is supposed to do or what I don't like about their behavior?  Did I present these problems with the seriousness and sense of urgency they require?
 
2.  Am I treating this employee fairly or like I would treat other employees in similarly situation positions?  Are my requirements reasonable?  Am I consistent?
 
3.  Does the employee know that their performance is below the required level for the job?  Have I told the employee exactly what needs to be done to improve performance?
 
4.  Have I followed the company's discipline policy?  Have I notified the employee in writing that they need to improve their performance?
 
5.  Am I prepared to defend my actions and provide supporting documentation to a hearing officer or other official?
 
Finally, ask yourself, "Did I kill them or were they already dead when they were hired?"  This question is designed to get managers thinking about their management style and how it may be a contributing factor to employee success or failure.  
 
A JANITORS 10 LESSONS IN LEADERSHIP
 
mop bucketA JANITOR'S 10 LESSONS IN LEADERSHIP
excerpts from a class by Col James Moschgat, USAF 
 
William "Bill" Crawford certainly was an unimpressive figure, one you could easily overlook during a hectic day at the U.S. Air Force Academy.  Mr. Crawford, as most of us referred to him back in the late 1970s, was our squadron janitor.
 
While we cadets busied ourselves preparing for academic exams, athletic events, Saturday morning parades and room inspections, or never-ending leadership classes, Bill quietly moved about the squadron mopping and buffing floors, emptying trash cans, cleaning toilets, or just tidying up the mess 100 college-age kids can leave in a dormitory.  Sadly, and for many years, few of us gave him much notice, rendering little more than a passing nod or throwing a curt, "G'morning!" in his direction as we hurried off to our daily duties.
 
That changed one fall Saturday afternoon in 1976.  I was reading a book about World War II and the tough Allied ground campaign in Italy, when I stumbled across an incredible story.  On September 13, 1943, a Private William Crawford from Colorado, assigned to the 36th Infantry Division, had been involved in some bloody fighting on Hill 424 near Altavilla, Italy. The words on the page leapt out at me: "in the face of intense and overwhelming hostile fire ... with no regard for personal safety ...  on his own initiative, Private Crawford single-handedly attacked fortified enemy positions." It continued, "for conspicuous gallantry and intrepidity at risk of life above and beyond the call of duty, the President of the United States... awards The Congressional Medal of Honor...."

Word spread like wildfire among the cadets that we had a hero in our midst--Mr. Crawford, our janitor, had won the Medal!  Cadets who had once passed by Bill with hardly a glance, now greeted him with a smile and a respectful, "Good morning, Mr. Crawford." Those who had before left a mess for the "janitor" to clean up started taking it upon themselves to put things in order.  Most cadets routinely stopped to talk to Bill throughout the day and we even began inviting him to our formal squadron functions.
 
A wise person once said, "It's not life that's important, but those you meet along the way that make the difference." Bill was one who made a difference for me.  While I haven't seen Mr. Crawford in over twenty years, he'd probably be surprised to know I think of him often.  Bill Crawford, our janitor, taught me many valuable, unforgettable leadership lessons.  Here are ten I'd like to share with you.
 
1.  Be Cautious of Labels.  Sadly, and for a long time, we labeled Bill as just a janitor, but he was so much more.  Therefore, be cautious of a leader who callously says, "Hey, he's just an Airman."  Likewise, don't tolerate the O-1, who says, "I can't do that, I'm just a lieutenant."
 
2.  Everyone Deserves Respect.  Because we hung the "janitor" label on Mr. Crawford, we often wrongly treated him with less respect than others around us. He deserved much more, and not just because he was a Medal of Honor winner. Bill deserved respect because he was a janitor, walked among us, and was a part of our team.
 
3.  Courtesy Makes a Difference.  Be courteous to all around you, regardless of rank or position. When our daily words to Mr. Crawford turned from perfunctory "hellos" to heartfelt greetings, his demeanor and personality outwardly changed.  It made a difference for all of us.
 
4.  Take Time to Know Your People.  Life is hectic, but that's no excuse for not knowing the people you work for and with.  For years a hero walked among us at the Academy and we never knew it.  Who are the heroes that walk in your midst?
 
5.  Anyone Can Be a Hero.  Mr. Crawford certainly didn't fit anyone's standard definition of a hero.  Moreover, he was just a private on the day he won his Medal.  Don't sell your people short, for any one of them may be the hero who rises to the occasion when duty calls.  On the other hand, it's easy to turn to your proven performers when the chips are down, but don't ignore the rest of the team.  Today's rookie could and should be tomorrow's superstar.
 
6.  Leaders Should Be Humble.  Most modern day heroes and some leaders are anything but humble, especially if you calibrate your "hero meter" on today's athletic fields.  End zone celebrations and self-aggrandizement are what we've come to expect from sports greats.  Not Mr. Crawford-he was too busy working to celebrate his past heroics. Leaders would be well-served to do the same.
 
7.  Life Won't Always Hand You What You Think You Deserve.  However, sometimes you just have to persevere, even when accolades don't come your way. Perhaps you weren't nominated for employee of the quarter as you thought you should - don't let that stop you.
 
8.  Don't pursue glory; pursue excellence.  Private Bill Crawford didn't pursue glory; he did his duty and then swept floors for a living. No job is Beneath a Leader.  If Bill Crawford, a Medal of Honor winner, could clean latrines and smile, is there a job beneath your dignity?  Think about it.
 
9.  Pursue Excellence.  No matter what task life hands you, do it well. Dr. Martin Luther King said, "If life makes you a street sweeper, be the best street sweeper you can be." Mr. Crawford modeled that philosophy and helped make our dormitory area a home.
 
10. Life is a Leadership Laboratory.  All too often we look to some school or PME class to teach us about leadership when, in fact, life is a leadership laboratory.  Those you meet everyday will teach you enduring lessons if you just take time to stop, look and listen.  I took dozens of classes, read hundreds of books, and met thousands of great people.  I gleaned leadership skills from all of them, but one of the people I remember most is Mr. Bill Crawford and the lessons he unknowingly taught.  Don't miss your opportunity to learn.
 
Bill Crawford was a janitor.  However, he was also a teacher, friend, role model and one great American hero.  Thanks, Mr. Crawford, for some valuable leadership lessons. 
FAIR AND LEGAL INTERVIEWING

An inexperienced or untrained interviewer creates considerable liability for any company.  Seemingly innocent questions during an interview may be interpreted as discriminatory if they cross the line into what is considered forbidden information to ask. 
 
For instance, during a job interview the interviewer realizes that they graduated from the same high school as the job candidate.  Innocently they ask "When did you graduate from high school?"  Keep in mind that any question (direct or indirect) that gives an indication of how old a person is could cross the company into forbidden territory.  Remember that your interview should focus on the job requirements and avoid questions about the candidate's personal life.
 
In addition, it is very risky to ask any job candidate the following:

  • Questions related to the candidate's national origin, ancestry, native languages, candidates or parents place of birth.
  • It is okay to ask if a job candidate has the right to work in the US.  It is not advised to ask if they are a US citizen since this may indicate something about national origin.
  • Questions aimed at finding out if a candidate rents or owns a home.  This could lead to discrimination against minorities.
  • Questions regarding age that are not a bona fide occupational requirement
  • Avoid all questions regarding family status or marital status
  • Avoid all questions where answers could indicate religious beliefs
  • Avoid questions about the candidate's health and/or physical condition, if you are asking these types of questions because they are a bona fide occupational requirement than you must ask them of all candidates

A well trained interviewer should know how to avoid such potential legal pitfalls as well as draw out job related information that may be important in determining if the candidate is a good fit for the position.   

NEED TO HIRE? WE CAN HELP!
Online Job Posting and Recruiting Services from ProValue 
 
$150 Package
1 job posting on website, live for up to 30 days
Assistance with writing recruitment ad
Linked in the monthly e-newsletter 
Assistance with posting position on up to five other job posting websites (relevant to position)
 
 
$250 Package
1 job posting on website, live for up to 30 days
Assistance with writing recruitment ad
Featured job on ProValue's home page
Linked in the monthly e-newsletter 
Assistance with posting position on up to five other job posting websites (relevant to position)
Customized Applicant Interview Packet and Candidate Checklist
 
 
$500 Package
1 job posting on website, live for up to 30 days
Assistance with writing recruitment ad
Featured job on ProValue's home page
Linked in the monthly e-newsletter
Assistance with posting position on up to five other job posting websites (relevant to position)
Customized Applicant Interview Packet and Candidate Checklist
1 Applicant Screening Assessment (Caliper Assessment Profile)
 
Email Makayla Poepperling at mpoepperling@provaluellc.com to post your job opening online today!
RECORD KEEPING FOR WAGE AND HOUR LAWS

file foldersThe Fair Labor Standards Act (FLSA) imposes certain record keeping requirements on employers.  Below is a listing of required documentation that an employer must keep on ALL employees including full-time, part-time, and temporary/seasonal.
 
*  Employee's full name and address
*  Employee's identifying number used in a payroll system
*  Employee's date of birth if they are under 19
*  Employee's gender and occupation in which employed
*  When the employee's workweek begins (day and time of day)
*  Hours worked per day and total hours worked per week (estimated for exempt   employees)
*  Basis in which the employee is paid (piece work, hourly, salary, and so on)
*  Hourly rate
*  Total earnings not including overtime
*  Overtime payments
*  Total wages including overtime
*  Other additions or deductions from wages
*  Date of payment and period covered
 
The retention of employee documentation varies with each Federal or State law.  Generally speaking ProValue, LLC recommends that you keep complete records on employees for the length of their employment plus seven years.  This will usually cover most Federal, State and other actions such as torts and fraud.
 
However, if you have a long-term employee whose documentation seems to be getting out of control, please contact Sara Kepley, Vice-President of Human Resource Services at (620) 960-1694 or
skepley@provaluellc.com
.


PEAK PERFORMANCE MANAGEMENT SERIES

 PEAK PERFORMANCE

Management Series
Hutchinson, KS 
 

 Click HERE to sign up now! Registration is limited to 25 participants!

NOVEMBER 10-11, 2009
SESSION 1:  THE POWER OF COMMUNICATION
    Basic Communication
    Emotional Excellence
    Building Trust
    Conflict Resolution
 
DECEMBER 8-9, 2009
SESSION 2:  LEADERSHIP DEVELOPMENT AND PRACTICES
    Principles of Leadership
    The Five Leadership Roles
    Practices of Empowering Leaders
 
JANUARY 5-6, 2010 
SESSION 3:  ESSENTIALS OF HUMAN RESOURCES
    Employee Handbook Updates
    Hiring Process
    Performance Appraisals
    Terminating Employment
 
FEBRUARY 9-10, 2010 
SESSION 4:  EMPOWERMENT FOR LASTING CHANGE
    Performance Expectations
    Empowering Others for Success
    Good to Great
    Putting it all together
 
All sessions will be held at KFSA building in Hutchinson, KS. 
Cost is $1,200 per participant.
 
Sign up online at www.provaluellc.com or contact Makayla Poepperling at (620) 802-0723 or mpoepperling@provaluellc.com
Save $48
Save $48 off the total price when you sign up for all 3 classes in the ProValue LLC Webinar Series!  Regular price is $199 per class but sign up now for all 3 remaining sessions to receive the discount price of $549.
                       August 12 - Performance Evaluations
                       September 23 - Employee Terminations
                       November 4 - HR Legal Update
 
Sign up online at www.provaluellc.com or contact Makayla Poepperling at (620) 802-0723 to register.
Offer Expires: 8/10/2009
VISIT US ONLINE!
 
 
Have you visited our website?  Read about new General Managers, check out job openings, and get free HR forms under the Human Resources tab.