Employee Relations Internal Investigation Certificate Program
Duration: 13 hr
SHRM: 13.0 PDC
HRCI: 13.0 General
Handling employee complaints internally is a highly sensitive, multi-faceted process not just mandated by Federal law in most circumstances but significantly necessary to creat…
FMLA, ADA and PDA Certificate Program
Duration: 14 hr
SHRM: 14.0 PDC
HRCI: 14.0 General
This is a very thorough FMLA, ADA and PDA Certificate Program Training that will provide you with the tools and resources you need to maintain compliance with these three impor…
Diversity & Inclusion Certificate Program: The Race to Disrupt Unconscious Bias in the Workplace
Duration: 15 hr
SHRM: 15.0 PDC
HRCI: 15.0 General
By attending this training you will understand the concrete ways that are needed to engage in respectful and positive workplace interactions while reducing discrimination and u…
Workplace Compensation and Benefits Certificate Program: Maintaining the Advantage
Duration: 15 hr
SHRM: 15.0 PDC
HRCI: 15.0 General
Get the training you need to stay ahead of other organizations in attracting and retaining top talent. It is essential to make employees feel that they are paid fairly and trea…
[sc_fs_course html=”true” title=”2-Day Diversity & Inclusion Certificate Program: The Race to Disrupt Unconscious Bias in the Workplace” provider_name=”HR.Community” provider_same_as=”https://hr.community” description=”Everyone nowadays is talking about Diversity and Inclusion, about disrupting the unconscious bias that we all have and people ask, “why now, why now?”. Well, why not now? Why have we not done this before? For the last 56 years, when Title VII of the Civil Rights Act was enacted, we have been trying to ensure that everyone is treated equally, but we are failing in some aspects. The coronavirus allowed us to be distracted from our everyday obligations and during the year 2020 as people were forced to lock up at home, plus the events following the death of George Floyd on May 25, many people questioned the unfairness of treating people differently, specifically examining people’s unconscious bias. Whether it is equal pay, equal opportunities for people with disabilities, for veterans, respect for people’s religions, Black lives matter, marriage equality, me too movement, and the fact of having a vice president who is a woman, these things came all together. 2020 and 2021 have been two of the most significant years in a long time in which all different groups that felt inequality existed could voice their opinions and feelings on how they were being treated. What some of these movements are doing is fighting against unconscious bias. Nowadays, people can voice their opinions more than ever before due to technology, specifically social media. People don’t feel like they are alone anymore, and they know their voices are being heard. Diversity and Inclusion training is not a new trend, rather a standard management practice critical in organizations today since it lays a solid foundation based on respect and welcoming of individuals’ differences. Diversity and Inclusion matters to every organization and every employee because with Diversity and Inclusion, an organization can develop a more cohesive, collaborative, innovative, creative work environment that can drive continued success and growth to the company.
Continuing Education Credits
HRCI – 15 HR(General) Credits • SHRM – 15 PDC’s
Additionally, Diversity and Inclusion:
• Is simply the right thing to do
• Attracts high potential talent
• Promotes workplace sensitivity
• Increases employee engagement
• Leads to more excellent employee retention
• Diverse views make for better decisions
• Protects business from liabilities
• Brings helpful change
• Brings profitability to the business
• Raises awareness on every one of unconscious bias
• Helps the organization connect with diverse markets
Why You Should Attend This Workshop
By joining in this comprehensive training program, “Diversity and Inclusion – The Race to Disrupt Unconcious Bias in the workplace”, you will understand the concrete ways that nowadays are needed to engage in respectful and positive workplace interactions while reducing discrimination and unconscious bias, stereotypes and prejudice based on gender, ethnicity, race, sexual orientation, age, religion, physical and mental ability, and socioeconomic status. In this training program, we will thoroughly cover how unconscious bias can affect workplace decisions in all areas, such as:
• Attracting and Recruiting Talent
• Interviewing and Hiring
• Engaging and Communicating
• Talent Review and Succession Planning
• Managing Performance and Career Advancement
This is a complete Certificate Training Program that will provide you and your organization the confidence of managing Diversity, Inclusion and Equity and will provide you all the knowledge and tools to maintain a compliant, positive, diverse and inclusive workplace. Join in the RACE!”]
[sc_fs_course html=”true” title=”Workplace Compensation and Benefits Certificate Program: Maintaining the Advantage” provider_name=”HR.Community” provider_same_as=”https://hr.community” description=”Every organization, large and small, must determine the pay structure for its employees. Compensation and Benefits administrators are the key specialists in charge of managing the impact of compensation and benefits packages on an organization’s bottom line while ensuring fair and equitable pay rates for employees.
Get the training you need to stay ahead of other organizations in attracting and retaining top talent. It is essential to make employees feel that they are paid fairly and treated fairly for what they do. This is why it is imperative to get Compensation and Benefits aligned with the organization’s vision and goals.
Continuing Education Credits
HRCI – 15 HR(General) Credits • SHRM – 15 PDC’s
This program provides the fundamental strategic choices that employers must take in creating, designing, developing, & implementing a total reward’s package.
You will learn how to professionally handle questions from staff members at a much higher and qualified level by gaining confidence through the knowledge of the following:
• Benefit History (Then & Now)
• Regulatory Benefits
• Mandated Benefits
• Retirement Plan Benefits
• Compensation Benefits
• Office Perk Benefits
• Performance-Based Benefits
• Time Off Benefits
• Health Benefits
Keeping your employee Compensation & Benefit training current has many rewards. This course will make you and your team more aware of the “Why’s” and “How’s” in creating a staff with more awareness, engagement, & more understanding. Remember, a well-trained Compensation & Benefits employee is in high demand. Being able to anticipate the major trends in employee benefits and how they can improve your retention rates and time-to-fill rates will immensely help your team. Learning how to be more current in laws and policies that are forever changing can also assist you and your team to be more prosperous and able to complete projects on time.
Additionally, for HR Professionals understanding the needs and wants of your organization’s employees and aligning them with the executive team’s vision will make specific processes and procedures more efficient and successful. This new knowledge that you will gain through this course will also be vital for you to gain a seat at the strategic table.
Other important strategies that you will learn through this course is as follows:
• Health Benefit Campaign Design Strategy
• Benefit Communication Strategy
• Benefit Outsource Strategy
• Benefit Open Enrollment Strategy
Don’t forget, during this seminar, there will be periodic quizzes for you to test your knowledge and activities for you to share your thoughts and concerns. Now get ready and enroll because it’s time to expand your Compensation & Benefit knowledge.
TOPICS:
History Of Benefits (1636 to present)
Then and Now (1636 to present)
Regulatory Benefits
Government Influence on Employee Benefits
Legislation
Regulatory and Judicial Processes
Federal Governing Agencies
• IRS – Internal Revenue Service
• DOL – Department of Labor
• EBSA – Employee Benefits Security Administration
• PBGC – Pension Benefit Guarantee Corporation
• EEOC – Equal Employment Opportunity Commission
• SEC – Security and Exchange Commission
Government Programs
Equal Opportunity Laws
Mandated Employee Benefits
• Social Security
• Worker’s Compensation
• Unemployment
Retirement Plans
• Retirement Benefits
• Retirement Emotional Journey
• ERISA – Employee Retirement Income Security Act
• ERISA Provisions
• ERISA Section 404C
• Pension Protection Act of 2006
• QDRO – Qualified Domestic Relations Order
• ADP/ACP Non-Discrimination Tests
• EGTRRA – Economic Growth & Tax Relief Reconciliation Act of 2001
• IRC – Internal Revenue Code of 1926
• FICA – Federal Insurance Contribution Act Tax
• Plan types and Qualifications
• Qualified Compensation (PBGC)
• Defined Benefits (Non-Contributory)
• SOX – Sarbanes Oxley Act
• Traditional Pension
• Flat Dollar
• Final Pay
• Guaranteed income annuities (GIAs)
• The Federal Thrift Savings Plan
• Cash-Balance Plan
• Cash-Value Insurance Plan
• Defined Contributions (Contributory)
• 401k
• Solo 401k
• 403B
• 457B
• IRA
• ROTH IRA
• Self-Directed IRA
• SEP IRA 408k
• SIMPLE IRA
• Keogh (HR-10)
Plan Distributions
• Withdrawal Regulations
• Required Distributions
• Hardship Distributions
• Rollovers
• Tax on Early Distribution
• Loans from 401(k) plans
• Early Retirement Package
• Early Withdrawal
IRA Quiz
• Non-Qualified Compensation
• Deferred Plans
• Executive Bonus Plans
• Split-Dollar Life Insurance Plans
• Rabbi Trust
• Top Hat Plan
Health Benefits
• ERISA – Employee Retirement Income Security Act
• COBRA – Consolidated Omnibus Budget Reconciliation Act
• GINA – Genetic Information Non-Discrimination Act
• HIPAA – Health Insurance Portability and Accountability Act
• ACA – Affordable Care Act
• Medicare/Medicaid
• Short Term Disability/Long Term Disability
• Life Insurance
• Dental Care/Vision Care
• AD&D – Accidental Death and Dismemberment
• Extended or Long-Term Health Care
• EAP – Employee Assistance Program
• Mental/Behavioral Health Care
• Mental Health Parity Act (MHPA)
• HMO – Health Maintenance Organization
• PPO – Preferred Provider Organization
• HDHP – High Deductible Health Plan
• Cafeteria Plans
• IRC Section 125
• IRC Section 129
• FSA, HSA, HRA
• Self-Funded
• Stop/Loss Coverage
• Prescription Drug Plans
Health Benefits Quiz
Compensation
• Attract & Retain
• Compensation Management Process
• Major Influences
• Internal Equity vs External Equity
• Job Analysis Process
• Direct Pay
• Indirect Pay
Performance Benefits
• Incentives
• Individual
• Groups
• Organization
Office Perk Benefits
• Employee of the Month
• Holiday Bonus
• Employee Discounts & Rewards
• Flex-Time
• Care & Recognition Gifts
• Employee Development Plans
• Wellness Program
• Gym Membership
• Adulting Classes
• Tuition Reimbursement
• Office Perks
• Child Care Assistance
• Commuter Assistance
• Legal Assistance
• Adoption Assistance
• Disaster Relief Assistance
• Financial Assistance
• Diversity Program
• Engagement Committee
• Pre-Tax Limitations
• Reimbursements/Allowances
Time Off Benefits
• FMLA
• USERRA
• Holiday/Vacation/Sick Days/PTO
• Bereavement Leave
• Jury Duty Leave
• Voting Time Leave
• Sabbatical/Personal Leave
• Paid Parental Leave
• Covid Sick Leave
Benefits Design Strategy Aligning With HR & Business Goals
• Strategic Assessment
• Conduct a GAP Analysis
• Costing & Pricing
• Select & Design
• Funding & Approval
• Implement
• Train & Monitor
Open Enrollment
High-Level Open Enrollment Calendar
Compliance Calendar Example
Communication Strategy Fundamentals
• Select the Communication Style
• Potential Barriers to Communication
• Communicating the Value
• Compensation/Reward Statement
Outsourcing Strategy
• Analysis
• Budget
• Create Request for Proposal
• Send Request for Proposal
• Choose Contractor
• Negotiate
• Implement
• Evaluate/Manage
Certification Process”]
[sc_fs_course html=”true” title=”FMLA, ADA and PDA Certificate Program” provider_name=”HR.Community” provider_same_as=”https://hr.community” description=”This is a thorough Certificate Program Training that will provide you with the tools and resources you need to maintain compliance with these three important laws and regulations and to serve as your organization’s internal consultant to minimize organizational risk.
Continuing Education Credits
HRCI – 14 HR(General) Credits • SHRM – 14 PDC’s
Why You Should Take This Course
• Would you like to know the Americans with Disability Act and the Family Medical Leave Act?
• Do you feel you can master activities such as engaging in the Interactive Process, review, select and provide Reasonable Accommodations?
• Can you say that you are complying with all the Family Leave Act’s obligations and responsibilities, especially with constant and latest changes?
• Do you want to have the peace of mind that you are protecting not just your organization but also yourself?
Recent Equal Employment Opportunity Commission and Wage and Hour Division-U.S. Department of Labor’s lawsuits highlight the importance of adopting a comprehensive procedure for managing ADA and FMLA.
No, I am not saying that you need to go to Law School and get a Doctor of Juridical Science degree in Employment Law in order to survive the tsunami of litigations and astonishing well-publicized lawsuits and settlements we read about every week. All you need is to sharpen your skills and enrich your career by attending this 2 Day Certificate Program on FMLA & ADA. This is a thorough Certificate Program that will provide you with the tools and resources you need to maintain compliance with these two important laws and regulations and to serve as an internal consultant to minimize organizational risk. Always remember, it is better to deal with the issues “in-house”, rather than in the “Court-house”.
Learning Objectives:
• Review the History of the FMLA
• Understand who are “Covered Employers” under the FMLA
• Identify who are “Eligible Employee” under the FMLA
• Assess FMLA qualifying events
• Learn what is considered “Serious Health Conditions” under the FMLA
• Review who is a Family Member under the FMLA
• Define “Locus Parentis”
• Learn about the special case when using FMLA with Spouses employed by the same Employer
• Learn about the different types of FMLA Leave
• Review who is a “Health Care Provider” under the FMLA
• Evaluate the “Certification of Health Care Provider” for employee’s own serious health condition and for family member
• Learn how to handle Incomplete Certifications
• Clarify when a “Recertification” is needed
• Understand the different way to Determine the “12 month period” under the FMLA
• Discuss employee’s Intent to return to work or intent not to return to work
• Evaluate employer’s request for Fitness for Duty Certification/Return to Work Note
• Discuss how critical is a “Timely return to work” under the FMLA
• Gain a strong understanding that 12 weeks is not always equivalent to 480 hours
• Review the protection to “Maintain Group Health Benefits” under the FMLA
• Clarify who has Job Restoration and who does not
• Define the term “Key or Highly Compensated Employee”
• Determine what is an “Equivalent Position” under the FMLA
• Learn about the Military Caregiver Leave
• Learn about the Qualifying Exigency Leave
• Discuss Substitution of Paid Leave
• Review Recordkeeping requirements
• Gain a basic understanding of the importance on Investigating FMLA fraudulent cases
• Clarify FMLA Interference
• Review FMLA Discrimination and Retaliation
• Gain a strong understanding of the lesson we can learn from Maria Escriba’s case
• Review the History of ADA
• Learn what is ADA and what employment practices are unlawful under ADA
• Review a list of the most common disabilities under ADA
• Clarify protection difference under ADA between Alcoholism and drug addiction
• Identify “Major Life Activities”
• Understand compliance with the Voluntary Self Identification Form
• Learn the definition of disability under ADA
• Clarify the differences between ADA and ADAA
• Review the definition of “Impairment” under ADA
• Assess the term “Substantial Limitation”
• Review “Major Bodily Functions” under ADA
• Clarify the term “Mitigating Measures”
• Review exceptions to the term Disability
• Define who is a “Qualified Individual” under ADA
• Gain a strong understanding of the Interactive Process
• Review the tool provided to document the Interactive Process
• Discuss examples of Reasonable Accommodations
• Identify Essential Functions vs. Marginal function under ADA
• Clarify the term “Undue Hardship”
• Review the Recruitment Process involving applicants with Disabilities
• Review some Reasonable Accommodations provided to potential candidates with disabilities
• Review JAN – Job Accommodation Network
• Review important ADA cases
Topics covered include:
• ADA History
• 7% Utilization Rate and the Voluntary Self-Identification of Disability Form
• Americans with Disabilities Amendment Act (ADAAA)
• Definition of Disability under ADA
• “Being regarded” prong under ADA
• Major life activities
• Definition of “Substantial Limitation” under ADA
• Compliance obligations under ADA
• Protected Classes under ADA
• The Interactive Process
• Reasonable Accommodation Process
• Examples of Reasonable Accommodations
• Most common disabilities under ADA
• Protection for alcoholism vs. drug use under ADA
• The ADA and Persons with HIV/AIDS
• Definition of Mitigating Measures under ADA
• Direct Threat Defense
• Hardship Defense
• Definition of “Qualified Individual” under ADA
• Posting Notices
• Confidentiality and ADA
• FMLA History
• Covered Employers/Eligible Employees
• “Loco Parentis” under the FMLA
• Coverage of adult children under the FMLA
• FMLA Qualifying Events
• Notice Requirements
• Certification of Serious Health Condition under the FMLA
• Authentication and clarification of Certification
• Employee Protections under the FMLA
• Substitution of Paid Leave
• Limitations to FMLA Protections
• Employer Notification Requirements under the FMLA
• Methods to establish the 13-month period under the FMLA
• Calculation of Leave under the FMLA
• Leave under the FMLA for spouses working for the same employer
• Military Caregiver Leve
• Qualifying Exigency Leave
• Next of Kin
• Employers’ prohibited actions under the FMLA
• Exercises/Activities on ADA and FMLA
Who Will Benefit:
• HR Manager
• HR Generalist
• HR Specialist
• HR Assistants
• Managers
• Supervisors
• Executives
• Employee Relations Persons
• Consultants
• Small Business Owners”]
[sc_fs_course html=”true” title=”Employee Relations Internal Investigation Certificate Program” provider_name=”HR.Community” provider_same_as=”https://hr.community” description=”Why You Should Take This Training Program
Handling employee complaints internally is a highly sensitive, multi-faceted process not just mandated by Federal law in most circumstances but significantly necessary to create a positive work environment that will be conducive to high levels of employee engagement. It requires a practice-based, step-by-step approach and the understanding of the internal complaint handling process, the legal requirements organizations must observe and the necessary technical and communication skills. In recent years, internal investigations notes, documentation, summaries and reports have come under heightened scrutiny by outside agencies, lawyers in discrimination cases and the courts. It is critical that all documentation is well written.
Continuing Education Credits
HRCI – 13 HR(General) Credits • SHRM – 13 PDC’s
Learning Objectives
• Learning step-by-step guidelines for investigating any complaints
• Becoming a competent, effective, and confident investigator
• Understanding of best practices for preventing, identifying and managing employee-related issues that have potential legal concerns.
• Understanding different types of workplace investigation. e.g. Sexual harassment, violence, discrimination, accidents.
• Determining who is a credible witness.
• Learning how to handle “He said, she said” situation.
• Determining if a suspension is always appropriate with the alleged accused while the investigation is ongoing.
• Understanding what is considered a prompt and thorough investigation.
• Understanding where we file investigation records.
• Understanding confidentiality responsibilities during an investigation.
• Preventing retaliation during and after an investigation.
• Understanding the importance of training our first line of defense on how to respond to complaints.
• Determining how to select the appropriate investigator and investigation strategy.
• Reading/interpreting body language during investigatory meetings.
• Understanding how to manage difficult witnesses such as defensive or hostile witnesses.
Included in this program:
Employee Relations Internal Investigation certificate
Target Audience:
• HR Managers
• HR Directors
• HR Generalists
• Employee Relations
• Business Owners
• Risk Management Leaders
• Executives
Day #1 – Understanding the Law and Prevention Steps
Overview of how Federal laws impact investigations
• Title VII of the Civil Rights Act of 1964
• FLSA: Fair Labor Standards Act
• OSHA: Occupational Safety and Health Act
• ERISA: Employee Retirement Income Security Act
• FMLA: Family Medical Leave Act
• ADA: Americans with Disability Act
• ADEA: Age Discrimination in Employment Act
• PDA: Pregnancy Discrimination Act
• NLRA: National Labor Relations Act
• WARN: Workers Adjustment and Retraining Notification Act
• COBRA: Consolidated Omnibus Budget Reconciliation Act
• HIPAA: The Health Insurance Portability and Accountability Act
• SOX: Sarbanes-Oxley Act
• Employment at will/wrongful discharge
• Privacy issues and management rights in the workplace
Case Studies – Interactive Discussion
• Review case studies revealing types of discrimination and harassment
• Review retaliation situations
• Identifying aspects of cases requiring investigation
Employers’ Rights and Obligations
• Defining an internal investigation
• Understanding what triggers an investigation and what doesn’t
• Examples of workplace issues that may result in an internal investigation
Day #2 – Investigative Techniques and Issues to Consider
Investigation Considerations
• Understand the Standards of Proof and what is expected of the investigator
• Recognizing timeliness obligations
• The critical need to ensure confidentiality
What to Do When a Complaint Arises
• Documenting the issue and how to “draw the box” so that you know what to investigate
• Understanding the importance of developing a chronology of events and witnesses
• Determining what issues require a formal investigation
• Setting expectations with the reporter of the complaint
• Addressing the complainant that doesn’t want their complaint investigated
• Protecting the complainant from retaliation
• How to address anonymous complaints
The Investigator Role
• The responsibilities of an investigator
• Determining who else should participate
• Identifying decision-makers who will oversee your investigation
• Ensuring “need to know” confidentiality
• What to do when an employee wants their attorney or another person present
Planning and Scoping the Investigation
• How to balance completeness vs company disruption due to the impact of an investigation
• When to use administrative employment suspension
• Gathering contextual and related information
• Determining the order of witness interviews
• Developing witness questions and proper order of questions
Setting the Table with Witnesses
• Why you must avoid group interviews
• The importance of developing trust
• Defining for witnesses what is expected of them before the interview
• Explaining your role and what you will do with the information gained from the witness
• Determining what information to reveal to witnesses and in what order
• How to use demeanor evidence in assessing witness credibility
• Wildcards that witnesses sometimes play
• How to close the witness interview
• How to confront the accused
Resolving the Complaint
• Reviewing the evidence and reaching conclusions, interpreting conflicting evidence
• How to discuss findings with decision-makers
• Steps to take with the accused whether or not a violation occurred
• How to write responses to the complainant and accused explaining outcomes
• Importance of monitoring situation going forward
• How to handle false allegations
• Review of sample closure memorandums and disciplinary documents
Common Pitfalls of Poor Investigations
• Avoiding common mistakes made
• Understanding the danger of making legal conclusions
Review and Wrap Up”]