Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

CARES

L. Willett - October 2012
by

Seth Neeley

on 30 October 2012

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of CARES

Hiring Process On Boarding Process Prepare your department for new employees
Upon acceptance of the official job offer
Complete the HR Action Form and forward to HR for processing
Clear your calendar to be available to meet with new employee on their first day in the position On Boarding Process Cont’d Review observations, issues, priorities, etc., and continue to clarify roles, responsibilities, and expectations, as appropriate
Develop position goals and clearly outline projects to be accomplished
Ensure that mandatory trainings are completed
Be available to answer questions and clarify concerns/issues
Establish a plan for professional development Getting started: Administrator completes the official job description and ADA checklist; send to the Human Resources (HR) Department for classification

HR Notifies department once the position is classified

Administrator confirms with their Divisional designated Finance Director that funding exist to create the position Administrator or designee completes the Position Request Form: New and Replacement and secure all required signatures

Approved form is delivered to the HR by either the Provost of Sr. VP Finance, Advancement, and Administration Office

HR works with the Budget Office, who creates the position in Banner (system used by College) and assigns a position number Budget Office notifies both HR and the Department Hiring Manager and/or designee after the position is created, as appropriate All administrators responsible for hiring should create an account in the PeopleAdmin System

To create an user account go to www.jobs.lcc.edu/hr Administrators that supervisory responsibility are required to complete a number of trainings, i.e. concur, timecard approver, etc
Contact HR OD/Labor Relations Assistant at ext. 1879 to schedule required trainings for new administrators
Direct all inquires to the HR Department at ext. 1870 Contact the HR Employment Assistant at ext. 1887 to schedule the Hiring Manager Training in PeopleAdmin Prepare yourself for new employees:
Schedule regular meeting(s); make this a priority and keep interruptions to a minimum Model the kind of behavior you would like to instill in your employees
Make adjustments as needed, but ensure you are aware of any concerns/issues
Contact HR with any questions/concerns Notify your department staff that a new employee is starting and select an employee (someone that will positively reflect the goals of the Office) to help the person get acclimated to the Department/College

Where appropriate, send notification via campus communication to introduce employee to the campus i.e. Administrative level I (formerly administrative level 8) positions and above Arrange for their telephone, computer, and office/cubicle set up, etc

Determine a work plan for the new employee’s first two weeks of employment and share it with them What Did I Do Wrong? Didn't clearly tell her the desired end product
Didn't tell her what it was that I liked about the relevant previous efforts
Didn't involve her in the planning
Didn't monitor her progress
Didn't establish a timeline
Didn't effectively motivate her to produce her best What would your department do if you never tell them…..
Goals & Objectives
Projects
Problems
Expectations Coaching/Counseling Focus on positive as much as possible
Be honest
Use examples
Set clear expectations, including deadlines
Discuss outcomes if goals are not achieved What’s The Platinum Rule? Treat others the way they want to be treated Let’s Practice! What I Did Right Did tell her I wanted her to do something
Did tell her I liked her previous drawings
Did avoid micro-managing her
Did thank her for making the drawing LCC Communication What if ELT members never revealed their decisions?
What if Dr. Knight only told the union presidents his decisions?
What if your boss only communicated with you via email? Types of Communication Informal
Email
Phone Call
Notes
Impromptu Meetings Coaching/Counseling Do you know why the employee isn’t doing what you need him/her to do?
What is the plan to correct the situation?
Need employee input Communication Styles Golden v Platinum Rule What’s the Golden Rule? Who Needs What? Introverts v extroverts (Peacocks v Eagles)
Day-to-day v project work
Planning v reacting
Peak v downtime
Administrator v support v faculty v student Formal
1:1
Staff Meetings
Weekly/Monthly Reports Why focus on preventing and resolving employee concerns? Spend less time on gripes and grievances and more time moving the College forward.
The best grievance we have is the one we never had.
Required by contracts Plain violation of the contract
Disagreement over interpretation of the contract
Factual disputes
Making changes without discussing it with the affected people before hand
People were consulted, did not get their way and are unhappy
Past practice Island and No Man’s Land- New - The College has flexibility to ‘fish’ in the ocean, no license required What should you do if you are threatened with a grievance? Contractual violations –Employee/ Union

Disciplinary Action - College Step 1 hearing If no resolution is reached ,HR will close the meeting by stating the administrator will submit a written response within the time allotted by the Contract. Conducting a grievance investigation Activity Break into groups and discuss the case of the questionable student evaluations (Handout) The HR/Administrator Partnership We are here to help you navigate the grievance process
Be objective and ensure thorough diagnosis of the situation, applicable contract language, college policy, and employment laws
Apply best human resources practices to achieve positive outcomes and build our human capital. Contact information James Mitchell, Director of Labor Relations/OD x1673
Sue Muma, Human Resources Manager – Labor Relations/ODx1885
Lori Willett, Human Resources Manager – Labor Relations/OD x1979 Objectives - To understand: What constitutes a contract violation
What is a past practice
How to prevent grievances
What to do if you are threatened with a grievance
How to respond to a grievance when you get one
Our grievance procedure and the roles and responsibilities of employees, managers, union representatives and HR What is a Grievance? A grievance is defined as an alleged violation, misinterpretation or misapplication of a specific article(s) or section(s) of a labor agreements, or applicable College policy What do you believe causes grievances? Past practices : In the past Revised Employer Rights articles in AFT, FMA, FOP and MAHE contacts
Past practices and Letter of Agreement eliminated, unless specified
Paradigm shift: “The contract is what the contract is.” How can we use this paradigm shift to improve the College? Why do grievances happen What can you do to prevent grievances? Break into small groups and generate best practices to help prevent grievances
Be prepared to share list What does HR-Labor Relations do? Meets with labor leaders
Communicates with Management
Maintains grievance files
Monitors timelines
Assists supervisor in investigation
Attends all grievance meetings
Supports Administration, as advocate for the College
Schedules grievance hearings
Drafts/reviews grievance answers Employee ‘shall’ discuss the concern with the immediate Supervisor

Supervisor has opportunity to address/ respond Always be amicable, even if you disagree with the grievant
Focus on the relevant facts and issues, not personalities Specify relevant facts and circumstances
Clarify the faculty/staff members concerns
Determine what part of the contract or past practice was violated
After the meeting
Supervisor and HR discuss Level 1 answer
HR drafts answer – supervisor reviews and HR sends to all parties. Tone should be an informal conversation.
Purpose of the meeting is to discuss the matter giving rise to the grievance with the objective of resolving the matter informally.
For contractual violations, Grievant and/or Union representative begins by stating why and how they feel the administrator violated the contract or mutually accepted past practice.
For discipline cases, the HR and / or Supervisor begins by reviewing the reason(s) for the action
Other party responds and discussion ensues If the grievance is not appealed within the contractual time frame, HR closes the grievance and informs the union
If appealed within contractual time line, HR schedules the Level 2 hearing Level 2 Meeting If no resolution is reached
The hearing is closed by the HR representative stating that HR will submit their written response within the time allotted by the Contract
HR drafts response, gets input from Administrators and sends Level 2 answer to all parties Level 3 Meeting, similar to Level 2, or

Voluntary Mediation conducted by mediator from Michigan Employment Relations Commission

ELT member added to College team Tone: formal meeting.


For contractual violations, Grievant and/or Union representative begins by stating why and how they feel the administrator violated the contract or mutually accepted past practice.
For discipline cases, the HR and / or Supervisor begin by reviewing the reason(s) for the action
Other party responds and discussion ensues Level 3 Meeting If no resolution is reached
The hearing is closed by the HR representative stating that HR will submit their written response within the time allotted by the Contract
HR drafts response, gets input from Administrators and sends Level 2 answer to all parties Level 3 Voluntary Mediation Hearing Conducted by MERC Mediator
Formal Hearing
For contractual violations, Grievant and/or Union representative begins by stating why and how they feel the administrator violated the contract or mutually accepted past practice.
For discipline cases, the HR and / or Supervisor begin by reviewing the reason(s) for the action Appeals Time Lines Again, if the grievance is not appealed within the contractual time frame, HR closes the grievance and notifies the Union
If appealed within contractual time line, HR and the Union select an arbitrator and schedule an arbitration hearing, which is final and binding
How to respond to a grievance when you get one What questions do you have? Island - Contractually negotiated issues Ocean - all other issues Old - College must negotiate all items and obtain permission to ‘fish’ in the ocean Frustration or disagreement with a decision made by an administrator. Sudden change Factual disputes Disagreement over the meaning of contract language. Disputes between employees Call HR! Activity Be prepared to listen
Give the person your full attention
Be patient and calm
Be respectful and expect it in return
Do not interrupt
Share your understanding about the grievance and remedy being sought Tone: semi-formal meeting.


For contractual violations, Grievant and/or Union representative begins by stating why and how they feel the administrator violated the contract or mutually accepted past practice.
For discipline cases, the HR and / or Supervisor begin by reviewing the reason(s) for the action
Other party responds and discussion ensues Level 2 Meeting If no resolution is reached ,HR will close the meeting by stating the administrator will submit a written response within the time allotted by the Contract. Again, if the grievance is not appealed within the contractual time frame, HR closes the grievance and notifies the Union
If appealed within contractual time line, HR schedules the Level 3 hearing Level 3 Voluntary Mediation Hearing Mediator may separate the parties and engage in ‘shuttle diplomacy’
Any agreement reached is binding Responsibility The Purchasing Policy clearly outlines each employees responsibility. Where can I find the policy? All college policies are available online. From the LCC Homepage you can enter the word “Purchasing Policy” and go directly to the policy.
You can also access the Purchasing Department online and you will find forms, procedures, and contact information.
http://www.lcc.edu/purchasing/ Key Points to Remember Key Points to Remember (cont.) For purchases $5,000 - <$24,999 – Purchasing must obtain three written quotations.
For purchases >$25,000 – Competitive sealed bids or proposals are required.
Under no circumstances are you to split or pyramid orders in order to avoid the requirement to obtain quotes or competitive sealed bids/proposals.
Violations are reported to the Board of Trustees Audit Committee. Key Points to Remember (cont.) Sign up for Banner training and LCC Card training as soon as possible.
If you are uncertain –
Check the Purchasing webpage
Call Purchasing x 1785 Purchasing Policy The Board of Trustees authorizes the Purchasing Department to purchase goods and services on behalf of the College in accordance with the Purchasing Policy.
All LCC Employees are responsible for following the Purchasing Policy.
Failure to follow this policy may result in disciplinary action up to and including termination. What does this mean? As an administrator you may be assigned a budget. If you have a budget, you need to know the limitations (i.e. amount of money, how it may be spent, and who can spend it, etc.)
If you need to make a purchase, you must provide Purchasing with all the information necessary to make the purchase.
The purchase must be made in accordance with the requirements of the Purchasing policy. Key Points to Remember (cont.) All purchases are subject to review. (FOIA)
Purchases of $100,000 or more must be approved by the Board of Trustees.
Do not sign agreements, contracts, licenses, etc. Forward to Purchasing for review.
Some may require review and approval by Risk Management, or Physical Plant.

Questions? Responsibility
“The College's Director of Purchasing is responsible for preparing procedures to implement this policy. Each employee requesting approval of a purchase is responsible for the accuracy and completeness of the information supporting their request for a purchase order.” Most are available to all employees
Include dental, vision, disability, life, income replacement, etc.
Information available at: http://www.lcc.edu/hr/employee_benefits/ Supplemental Insurance Plans Questions ??????????????? Self-funded plan utilizing ADN for dental network and claims processing
Coverage provided for employee and eligible dependents
Coverage is effective first of month following hire or qualifying event
Summary of coverage available at: http://www.lcc.edu/hr/employee_benefits/Dental/Dental%20Benefit%20Summary.pdf
Healthcare Task Force (joint labor and management team) reviews plans and coverage and negotiates benefits for employees covered by bargaining unit contracts
LCC pays 100% of premium for full time employees and eligible dependents
Part time employees are eligible to enroll for employee only coverage; responsible for 100% of premium cost Dental Insurance LCC provides basic life insurance through MetLife in the amount of $50,000 for all full time employees; $100,000 for members of Executive Leadership Team
Same amounts are provided as additional accidental death and dismemberment coverage
Coverage is effective first of month following hire or qualifying event
Summary of coverage available at: http://www.lcc.edu/hr/employee_benefits/Life%20Insurance/FT%20Barg%20Employee%20Plan%20Summary.pdf
LCC pays 100% of premium for basic life and AD&D coverage Life and AD&D Insurance Disability leaves- available to FT and PT employees; may be paid or unpaid; contact HR for information about eligibility for FMLA or other benefit issues
Military leaves- available to FT and PT as required by Federal law
Bereavement leaves- available to FT and PT employees; may be paid or unpaid; contact HR for information about eligibility for FMLA or other benefit issues
Other leaves available as defined in pertinent labor agreement Leaves of Absence Michigan Public School Employees Retirement System (MPSERS)
Administered by Office of Retirement Services (ORS) through State of Michigan
Defined Benefit Plan
Employees contribute based on date originally hired as a public school employer; details with percentages can be found here: http://www.lcc.edu/hr/employee_benefits/Retirement%20Plans%20and%20Process%20Revised%202-24-11.pdf Employer Sponsored Retirement Plan Employer Contributions Online Account Access Tax Sheltered Annuities- 403(b) and 457 Plans available
All non-student employees eligible
Choice of three investment companies:
TIAA-CREF
Waddell and Reed
Lincoln Financial
Additional information available at: http://www.lcc.edu/hr/tsa/ Retirement Savings Plans Compensation Determined by position type:
FT Faculty
PT Faculty
FT Support
PT Support
FT Admin
PT Admin Compensation Part Time Support:
Paid an hourly rate per PTCTU contract; also applies for non-bargaining support
Employees are hourly non-exempt (eligible for overtime for hours worked over 40 per week)
Eligible for an hours bonus for hours worked in excess of 1,500 per contract year
Employees record all hours worked and leave time on timecards Compensation Part Time Administrator:
Paid a prorated salary (based on number of hours scheduled per week) per FT schedule in AFT contract; also applies for non-bargaining administrators
Employees are salaried exempt (not eligible for overtime) and are paid same salary regardless of actual hours worked
Include 3 Bands (types of work):
Administrative (levels 6, 7 and 8)
Technical (level 7)
Professional (level 7) Intermittent Leave  
The FMLA protects eligible employees who may be absent for one day, come in late, leave work for a couple hours, or depart work early if such time-off is for an FMLA qualifying reason and a healthcare provider certifies that it is medically necessary.
Employees must still comply with policies related to notifying the supervisor, reporting time, etc. Lansing Community College Employee Benefits, Compensation, FMLA, ADA Health Insurance
Dental Insurance
Vision Insurance
Life Insurance
Long Term Disability Insurance
Paid Time Off
Sabbatical/Professional Development Leave
Parking
Tuition Waiver
Leaves of Absence
Employee Assistance Plan
Supplemental Insurance Plans
Retirement Savings Plans
College Sponsored Retirement Plan
Optional Retirement Plan Benefits Available to Employees MESSA Choices II- comprehensive coverage for full time employee and eligible dependents
Coverage is effective first of month following hire or qualifying event
Summary of coverage available at: https://www.messa.org/MESSA/Public/MedicalPlanInfo/ChoicesII.aspx
Healthcare Task Force (joint labor and management team) reviews plans and coverage and negotiates benefits for employees covered by bargaining unit contracts
LCC pays 100% of premium for full time employees covered by bargaining unit contracts
LCC pays 80% of premium for full time employees not covered by bargaining unit contracts
Employees may opt out of coverage if other coverage is available; will be paid $200 per month in lieu of health coverage Health Insurance Part time employees can purchase insurance through MESSA Limited Plan
Coverage is effective upon completion of probationary period for all part time employees except Admin; Admin employees eligible after 4 weeks
Summary of coverage available at: https://www.messa.org/MESSA/Public/MedicalPlanInfo/MESSALimited.aspx
Healthcare Task Force (joint labor and management team) reviews plans and coverage and negotiates benefits for part time employees covered by bargaining unit contracts
LCC pays part of premium for part time employees
Amount of payment is based on number of employees enrolled each year
For 2012-13 LCC pays 49% of premium; employee pays 51% of premium Health Insurance Self-funded plan utilizing Davis Vision for vision network and claims processing
Coverage provided for employee and eligible dependents
Coverage is effective first of month following hire or qualifying event
Summary of coverage available at: http://www.lcc.edu/hr/employee_benefits/Vision/Vision%20Benefit%20Summary.pdf
Healthcare Task Force (joint labor and management team) reviews plans and coverage and negotiates benefits for employees covered by bargaining unit contracts
LCC pays 100% of premium for full time employees and eligible dependents
Part time employees are eligible to enroll for employee only coverage; responsible for 100% of premium cost Vision Insurance Available for health and dependent care expenses
Available to FT employees only
Must determine annual amount at hire or at beginning of plan year (November 1)
Deductions are taken on pre-tax basis
May not make changes to plan unless qualifying event
Must complete new enrollment form for each plan year Flexible Spending Account Enrollment changes within tax-favored plans (health, dental, vision, FSA) can only take place during open enrollment or upon occurrence of a Qualifying Event
Qualifying Events include:
A change in your marital status (marriage, divorce, legal separation or death of your spouse).
A change in the number of your dependents (birth or adoption of a child, etc.)
A change in your, or your spouse’s employment status (starting/ending employment, changing from part-time to full-time or vice versa, etc.).
Exhaustion of your coverage period under a previous employer’s COBRA continuation.
A significant change in the costs of or coverage provided by your spouse’s employer-sponsored health plan, or a significant change in the costs of or coverage provided by this plan. Qualifying Event Coverage in addition to basic Life and AD&D is available through MetLife
Coverage is guaranteed issue up to $150,000 policy amounts for additional employee coverage
Additional coverage is available upon completion of health review
Additional coverage also available for spouse and dependents
Coverage is effective first of month following hire or qualifying event
Summary of coverage available at: http://www.lcc.edu/hr/employee_benefits/Voluntary%20Benefit%20Plans/145624%20-%20Lansing%20Community%20College%20-%20Plan%20Summary.pdf
Employees pay 100% of premium for supplemental life and AD&D coverage Supplemental Life and AD&D Insurance LCC provides insurance through Prudential for all full time employees
Payments begin following 90 days of disability
Benefit is based on two-thirds of employee’s regular salary
Maximum monthly benefit payable is $2,500 for Police, $5,000 for Support and Faculty, $6,000 for Administrators and $8,000 for Executive Leadership Team
Summary of coverage for administrators is available at: http://www.lcc.edu/hr/employee_benefits/LTD%20Insurance/FT%20Barg%20Admin.pdf
LCC pays 100% of premium for LTD coverage Long Term Disability Insurance LCC provides a variety of leave time benefits based on the employee type: Paid Leave Time Available to FT Faculty and FT Administrators after 6 full years of service
Committee and Board Approval required
Refer to AFT and MAHE contracts for detailed procedures Sabbatical/Professional Development Leave Employee enrollment is automatic; dependents must be enrolled by the employee with proof of eligibility
Credits applied to employee/student accounts through the Cash Operations/Student Finance Department at the beginning of the semester based on employee status and benefit level
Available to employees based on employee type: Tuition Waiver Available to all employees and family members
Offered through Sparrow CARES Program
Information available at: http://www.lcc.edu/hr/employee_benefits/Employee%20Assistance%20Program/CARES%20Plan%20Summary.pdf
Provides professional assistance for a wide range of personal problems
Available 24/7 Employee Assistance Program In addition to regular pension contribution, employees contribute 3% toward retiree healthcare;
LCC contributes as defined by state directives;
2011-12 contribution rate is 24.46% of all earnings
Additional FAQ’s (including what to do when you are considering retirement) can be found here: http://www.lcc.edu/hr/employee_benefits/Retirement/FAQs%20for%20Retirement%20(2).pdf Employer Sponsored Retirement Plan MPSERS Pension Formula FT Admin and FT Faculty have alternative plan available
Administered through TIAA-CREF
Defined Contribution Plan
In lieu of Defined Benefit Plan through MPSERS
Employee contributes 4.3%; LCC contributes 12%
Two year vesting requirement
90 day election period from date of eligibility; irrevocable election Optional Retirement Plan (ORP) Compensation Full Time Faculty:
Paid an annual salary
Schedule based on type of FT Faculty- teaching, lab, counselor, librarian, etc.
Salary based on number of work days per year- i.e. 173 days for FT Teaching, 215 days for FT Lab Instructor, etc.
Teaching faculty may elect to receive pay as earned rather than deferring over summer months
Non-teaching faculty paid salary over 12 months Compensation Part Time Faculty:
Paid an hourly rate per schedule in MAHE contract
Rate schedule based on type of PT Faculty- adjunct, lab, tutor, librarian, etc.
Adjunct paid on contact hour basis; pay includes one hour of teaching plus one hour of additional prep or other work
Miscellaneous non-instructional work performed by Adjunct is paid at 50% adjunct rate
Non-teaching PT Faculty (librarian, tutor, etc.) is paid on clock hour basis Compensation Full Time Support:
Paid a salary per schedule in ESP contract; also applies for non-bargaining support
Salary is based on 2080 hours per year; employees are hourly non-exempt (eligible for overtime for hours worked over 40 per week)
Include 3 Bands (types of work):
Support (levels 3 and 4)
Technical (levels 3, 4, 5, 6, and 7)
Professional (levels 4, 5, 6, 7) Compensation Full Time Support:
Beginning July 1, 2012 will record all hours on timecard; previously paid default hours
Responsibility Dollars available for temporary increases in job responsibilities
Reclassification process for significant job changes Compensation Full Time Administrator:
Paid a salary per schedule in AFT contract; also applies for non-bargaining administrators
Employees are salaried exempt (not eligible for overtime)
Include 3 Bands (types of work):
Administrative (levels 6, 7 and 8)
Technical (level 7)
Professional (level 7) Compensation Full Time Administrator:
Paid 80 hours per pay period as default hours
All leave hours must be recorded on timecards
Responsibility Dollars available for temporary increases in job responsibilities
Reclassification process for significant job changes Compensation Part Time Administrator:
Paid regular hours per pay period as default hours
All leave hours must be recorded on timecards
Responsibility Dollars available for temporary increases in job responsibilities
Reclassification process for significant job changes Family Medical Leave Act Available to employees who have worked 1 year and 1,250 hours within the past year;
Provides up to 12 weeks per year of unpaid leave time;
Available for employee with serious health condition;
Also available to care for family member with serious health condition. The FMLA Requires an Employer to: Provide time-off totaling 12-weeks per year due to a serious health condition of a child, spouse or parent or for their own serious health condition. For example an eligible employee working 5 days a week could get 60 FMLA days per year;
Continue group health benefits, including optical and dental benefits, over the FMLA leave period (employees would only be responsible for the co-pay on the premium they would have paid if they were still working);
Return employees taking FMLA leave to the same position or an equivalent position with equivalent pay, benefits and working conditions at the conclusion of the leave (provided the employee comes back to work before the 12 weeks is exhausted). Intermittent Leave Intermittent leave is FMLA leave taken in separate blocks of time due to a single qualifying reason. It can be used to protect employees from discipline for a variety of absences related to a serious health condition including:
 
incapacity due to a chronic serious health condition that flares-up sporadically;
inpatient care in a hospital (involving an overnight stay);
incapacity due to pregnancy (such as severe morning sickness);
treatment or testing for a serious health condition, prenatal care; or
care for a child, parent or spouse with a serious health condition. Applying for FMLA Forms are available on the HR website at: http://www.lcc.edu/hr/employee_forms/

Leave Request form is submitted to supervisor for signature.

Signed Leave Request form and medical forms are returned to the Human Resources Department.

HR will send response to leave request to employee and will follow up if additional documentation is needed. Americans with Disabilities Act ADA Americans with Disabilities Act (ADA) Provides protections to individuals with disabilities.
May be an actual disability, a record of a disability or regarded as having a disability.
Employees may request accommodation which will enable them to perform the essential functions of their job.
Accommodations must be considered reasonable.
Example of accommodations include:
Acquiring or modifying equipment or devices;
Modifying work schedules;
Providing readers and interpreters;
Making the workplace accessible. Requesting Accommodation Under the ADA Employee should complete Request for Accommodation Form located at: http://www.lcc.edu/hr/employee_forms/
Employee’s medical provider must complete medical certification to accompany request form.
Employee submits documentation to Human Resources. The Interactive Process Under ADA When HR receives a Request for Accommodation they will contact the employee’s supervisor to discuss the request.
For simple and straightforward requests which are able to be granted by the employee’s supervisor, HR will provide a response to the employee with copy to the supervisor.
For more complicated requests, HR will meet with the employee and supervisor to discuss the request as well as the feasibility to granting the request. The Interactive Process Under ADA With these types of requests, the College must engage in an Interactive Process with the employee requesting accommodation to determine what is acceptable to the employee and to the College.
The College cannot deny a request without engaging in the Interactive Process regarding the requested accommodation. Teresa Villarreal- insurance enrollment, billing, leaves of absence, benefit eligibility issues- 483-1872; villart@lcc.edu
Ronda Kowalski- insurance enrollment, coverage, claims issues- 483-1203; kowalsr@lcc.edu
Mary Stroebel- benefit contract questions, leaves of absence, ADA, compensation, any benefit issue- 483-1875; stroebem@lcc.edu
HR Main Office- general benefit, compensation, leave issues- 483-1870 HR Contacts for Benefit Questions Employee Benefits http://www.lcc.edu/hr/employee_benefits/ Link to LCC Benefits Info Employee Contributions Additional Information http://www.michigan.gov/orsschools mi ACCOUNT Employee Compensation Family Medical Leave Act FMLA Hostile Work Environment Hostile Work Environment is defined by ongoing, pervasive, or severe behavior that unreasonably interferes with an employees job performance or creates a hostile, offensive, or intimidating working environment. Discrimination Discrimination refers to the treatment of a person or thing based on the group, class, or category to which that person belongs rather than on individual merit.
Employment Discrimination laws protect individuals who are being discriminated against based on race, sex, religion, national origin, physical disability, and age.
Discriminatory practices include bias in hiring, promotion, job assignment, termination, compensation, and various types of harassment.
Refer questions to HR. Title IX Harassment -
The Responsible Employee A responsible employee includes any employee who:
Has the authority to take action to stop the harassment;
Has the duty to report harassment or other types of misconduct to appropriate officials;
A Student or employee could reasonably believe has the authority or responsibility. Sexual Harassment: A Commonsense Approach Sexual Harassment Simply put, Sexual Harassment is unwelcome conduct of a sexual nature. The victim can be the intended recipient of the behavior or a 3rd party observer.

Intentions do not matter. Whether the behavior is welcome or unwelcome is a decision that is up to the recipient. (victim) Title IX Harassment In it’s simplest terms, Title IX offers protection for the student who is chosen (for Harassment) on the basis of their gender.
Title IX situations involving a complaint made by a Student against an employee must be reported to Lori Willett immediately.
Title IX situations involving only students must be report to Beverly Baligad. What is your role as an Administrator?
Remind employees to Think before they Speak.
Clueless will never be an appropriate response.
No Means No the First Time!
If it’s not about Business…then it’s none of your Business.
Harassment ends when you SPEAK UP Your Obligations The employer is responsible to take all reasonable necessary steps to protect its employees.
Remember retaliation is against the law and is also against LCC Policy. Harassment is about perception. What is your definition of Sexual Harassment? Types: Quid Pro Quo and Hostile Work Environment The standard: Could the behavior offend a reasonable person? Third Party Sexual Harassment usually involves friends, jokes, email, etc. that others find offensive. Thank You! VIDEO ORMLS is located in the Paula D. Cunningham Administration Building, Room 106, Mail Code 8000

J.R. Beauboeuf, Director
517-483-1730
beauboeufj@lcc.edu

LaTonya Terry, Administrative Assistant
517-483-5298
Fax: 517-483-9908
ThomasL4@Lcc.edu Contact Information In the case that an employee is injured or becomes ill while working, there are a few steps that need to be taken in order to be sure that they are cared for properly:

Contact Police and Public Safety as soon as possible. PPS will create a incident report. That report will be forwarded to ORMLS for evaluation.
Depending on the circumstance, a workers compensation claim may be filed with The Accident Fund (the College’s workers comp insurance carrier).
After a claim is filed, the Accident Fund will deem the accident work related or non-work related.
The injured/ill employee should contact ORMLS with any concerns they have regarding their claim. Processing of Workers Compensation Claims FOIA – Freedom of Information Act

Should your department receive a FOIA request, please forward it to ORMLS as soon as possible. FOIA requests are time sensitive. FOIA Processing Prior to seeking legal counsel outside of the College, all employees must first contact ORMLS for approval. Managing Legal Affairs of the College The College’s general liability risk is self insured through membership in a risk pool: Middle Cities Risk Management Trust.
The College’s Workers Compensation is through the Accident Fund.
The College also maintains other insurance. Overseeing of Insurance Policies
ORMLS makes every effort to identify, minimize, finance or eliminate potential risks to the College. We do so by placing proper safeguards and controls in place.
You are the eyes and ears of ORMLS. Do not hesitate to contact ORMLS if you see or hear something that may pose a risk. Do not assume ORMLS knows about it. Managing the financial, physical, and reputational risk of the College Primary Responsibilities Managing the financial, physical, and reputational risk of the College
Overseeing of insurance policies
Managing legal affairs of the College
FOIA processing
Processing of workers compensation claims
Legal Services Covers all employees except adjunct faculty
Includes coverage for family members in the home
Free (LCC-paid)
Completely confidential LCC Referrals
Recommendations
Mandates
Release must be signed
Must have HR involvement prior to mandate On-site training sessions available
See handout
Free! Supervisory Support
Free, confidential
Phone support for difficult situations Difficult Discussions
Be compassionate
Be direct and tactful
Use empathy
Be prepared
Offer assistance (CARES?)
Be personal
Don’t suggest reasons for the problem
Beware of ADA responsibilities
Ask for help
Document What would you say? Phillip transferred to your department three months ago. He’s doing a good job, but already his co-workers are complaining. Phillip stands very close to those he talks to, and he asks very personal questions of people he doesn’t know very well. Additionally, Phillip shares a great deal of personal information with anyone who will listen. What do you say to Phillip? Jeremy has worked at LCC for three years and is known to have a bit of a temper. He transferred to your department a month ago. Employees have complained to you that Jeremy has an offensive body odor. You’ve noticed that yourself.
What do you say to Jeremy? Marjorie is fresh out of College, and this is her first “real” job. She’s worked for you for two months now. She does a great job, but there is one issue that needs to be addressed. Marjorie wears tight, revealing clothing, sometimes with no noticeable undergarments. In her job, she has a significant amount of student contact, and her attire isn’t appropriate.
What do you say to Marjorie? Bethany is a full-time support in your department, and she spends most of her day on the telephone. Bethany is a very nice person, very helpful, and very good at her job. However, Bethany is extremely loud when she is on the phone, and when she laughs, she’s even louder. The office is small, and three other people sit very near Bethany all day long. All three have complained to you that they can’t concentrate because Bethany is so loud. What do you say to Bethany? Tina has worked in your department for ten years. During that time, she got married and had three children, all of whom are currently under the age of five. You’ve heard through the grapevine that Tina’s husband left her for another woman. This was very sudden and left Tina in a financial bind. She’s short-tempered and seems constantly on the brink of tears. Now she’s starting to make errors in her work. What do you say to Tina? Graham is new to LCC. You hired him four months ago, and he’s done a fantastic job. He’s faster than anyone you’ve ever had, and he’s got a great attitude. However, Graham is a born-again Christian, and he has asked a number of co-workers to go to church with him. So far, all have declined, but Graham keeps asking them every week if they’ve changed their minds yet. He’s also brought in Christian books that he left in the break room, and he’s put Christian sayings on the department’s bulletin board. A few employees have come to you and said that they are uncomfortable around Graham and feel like he doesn’t respect their right to say “no” to attending his church. What do you say to Graham? EAP – Employee Assistance Program
Contracted with Sparrow Health System
Michigan Avenue Separation or divorce
Depression, stress, or anxiety
Family/personal relationship issues
Mental/behavioral health issues
Grief or loss of loved one
Workplace difficulties
Aging parent concerns
Substance abuse
Full transcript