Randi Frank HR Consulting

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Sexual Harassment Prevention: Everyone Needs to Know How to Report

 

6. All employees, including supervisors and management, should receive training on how to report incidents.

Even though many Sexual Harassment Prevention Laws require training of supervisors only, it is important to train all employees. Two ways to do this would be to schedule periodic training classes or discuss the Sexual Harassment Prevention Policy with new employees during orientation.

Employees need to understand the definition of Sexual Harassment and that it can happen between two employees, or between a supervisor and an employee, or even by customers. They also need to know how to file a claim and that they have the option of talking with another supervisor or member of management to report a concern or incident. If they don’t know your company’s process, employees might go directly to the Equal Employment Opportunity Commission (EEOC) with an issue that could have been easily resolved in-house.

The training also reinforces that your company has a Sexual Harassment Prevention Policy, that such behavior is prohibited and how employees can address the issue.

Contact Randi Frank if your company’s Sexual Harassment policy needs updating. Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.

See my Web Site for more tips!

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Sexual Harassment Prevention: When To Take a Refresher Course

 

7. All employees, including supervisors and management, should receive a refresher course on Sexual Harassment Prevention every 2 to 3 years to remind them about the existing policy.

Since Sexual Harassment is such a sensitive issue, it is important to establish a culture that prohibits Sexual Harassment and treats all employees with respect. Training classes help, and they also give you a chance to discuss other types of discrimination or harassment that are prohibited.

Training every 2 to 3 years reminds supervisors and employees about the policy and the methods for prevention or reporting. Consistent training also shows that everyone was aware of the policy and the process for reporting. You might need this as evidence if one of your employees files a claim—it could help you win your case or reduce the cost of a settlement.

Contact Randi Frank if your employees and supervisors need training on your company’s Sexual Harassment policy. Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.

See my Web Site for more tips!

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Sexual Harassment Prevention: Distribute Policy Every Year

 

8. Distribute your Sexual Harassment Prevention Policy every year.

It is important to distribute your Sexual Harassment Prevention Policy every year that you don’t have training or a refresher class. This keeps a focus on the issue and reminds employees and supervisors about the policy and reporting procedures.

During training, part of the class should be a review of the policy. Distributing the policy shows that everyone was made aware of it and knows the process for reporting. You may need to show this evidence if someone files a claim, and the information may help you win your case or reduce the cost of the settlement.

If your employees and supervisors need training, contact Randi Frank. After discussing your particular needs, Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.

See my Web Site for more tips!

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Sexual Harassment Prevention: When Can You Be Sued?

 

9. If they knew it was happening and did nothing about it, both employers and employees can be sued for Sexual Harassment. (And employees can be arrested if the sexual harassment is really sexual assault.)

Sexual Harassment lawsuits are continually highlighted in the news and the EEOC (Equal Employment Opportunity Commission) reports that Sexual Harassment in U.S. companies is very common—even so many years after the implementation of the Sexual Harassment Prevention Laws.

Sexual Harassment lawsuits can cost your organization hundreds of thousands of dollars per case—money that could be better spent for things like capital improvements and salary increases. As an employer, you can be sued because you should have known Sexual Harassment was happening, especially since all management personnel are instructed to report such incidents.

Employees who commit Sexual Harassment can also be sued, especially if the incident is really sexual assault. These lawsuits become public very quickly; they can destroy an organization’s reputation and affect employee morale. This is why training, policy distribution and prevention are so important.

Contact Randi Frank if your company’s Sexual Harassment policy or training program isn’t up to date. Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.

See my Web Site for more tips!

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Sexual Harassment Prevention: Retaliation is Unlawful

 

10. It is unlawful to retaliate against an employee who files a sexual harassment complaint. Your employees should know this because retaliation cases can cost as much money in the courts as Sexual Harassment cases.

The EEOC (Equal Employment Opportunity Commission) reports there are more retaliation lawsuits then actual Sexual Harassment lawsuits. This is because supervisors or management forgot—or didn’t know—that an employee has every right to file a Sexual Harassment complaint without fear of retaliation. You cannot fire an employee because he or she made a complaint or fire a witness who testified to witnessing Sexual Harassment.

(If an employee files a false statement and it can be proved, then your company’s discipline can be applied.)

Discrimination against or unfair treatment of employees during sexual harassment investigations can easily become a retaliation lawsuit—and can cost as much or more as a sexual harassment lawsuit.

Contact Randi Frank if your employees and supervisors need updated Sexual Harassment training. After discussing your particular needs, Randi can give you a quote for Sexual Harassment Prevention Training and Policy Development.

See my Web Site for more tips!

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Executive Search Tip 1: What is the difference between an Executive Search and Recruitment?

I would say this is one of the most frequently asked questions about Executive Searches. The major difference is the amount of time and effort put into the project. An executive search requires understanding the needs of the agency for the specific position and from there, the time it takes to reach out to potential candidates. During a usual recruitment the agency will advertise and wait for the candidates to apply, with an executive search, efforts are made to find potential candidates that may not otherwise be looking for a position.

An executive search begins with a meeting of all the stakeholders to understand the position and the true needs of the agency to find the right type of candidates. Then networking is done to get the word out about the position to those who may know great candidates or those who can spread the word to the right type of candidates. It is a much more aggressive approach to finding the right candidate, not hoping they will find you.

Questions? Contact me today!

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Tips for New Leaders/New Executives Tip 1: Make a Good First Impression

Starting a new position as an executive at an Agency with a long-time established staff can have it’s challenges. Here are some tips to help you transition into your new leadership position successfully.

Make a good first impression: be prepared and do your homework before you walk in the door.

  1. Know names–at least of the top staff.
  2. Find out if there was an internal candidate that you may meet.
  3. If there was an internal candidate find out if that person is willing to support you or if he or she is planning to move on to another position. If the staff member is willing to support you, make it clear that you’d like to help provide the support the person will need to develop into a leader so they can move up in the future.
  4. Remember almost everyone is afraid of change and that is what you represent – let staff members know how much you value their contributions and how much you are looking forward to working with each of them. Demonstrate your sincerity by getting to know as many of the staff as possible.

Questions? Contact me today!

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20 Top HR Tips — in Honor of Our 20th Anniversary

1. Recruitment of a vacant or new position requires a Job Description, so you can articulate the minimum experience, skills, and educational requirements. Candidates deserve a clear picture of the expectations of the position. – see blog on Job Descriptions

2. Develop a Profile about your organization, to help candidates get excited about the possibility of working for you– see blog about Recruitment and Executive Searches

3. Refer to our sample Profiles to get started, and then describe the best aspects of your unique organization– see RFF website sections of current and past Executive Searches 

4. Determining which candidates to interview requires a fair and logical process. Review the resumes and develop a grading process or checklist to identify top candidates – see blog on Reviewing Resumes

5. Interviews of candidates should follow a structured format.  Options include one-on-one, meet-and-greet, panel interviews, writing assignments, etc. Encourage interviewers to take notes, to ensure fair assessments – see Tips for Interviewing blog

6. Reference and background checks need to be conducted once a selection has been made after interviewing candidates. You will want to check some of the following depending upon type of positions – credit check if appropriate, colleges degree verification, certification verification, criminal and civil court check if appropriate, driving check if they are driving employer’s vehicles. Calling references should be both supervisors and subordinates.

7. Once you hire a new employee, conduct an onboarding process to ensure the new employee has all the resources they need and can see how their position fits into the organization —— therefore, how they fit into the organization! – see Tips on Orientation & Onboarding

8. Onboarding is not a one-day program of filling out forms and setting an employee up at a workstation. It means following through with them for the first week, first month, first 3 & 6 months — all the way to their first year! –see Tips on Orientation & Onboarding

9. Onboarding includes taking the person to lunch for the first day of work and introducing him or her to someone who can be a mentor – see Tips on Mentoring

10. Mentoring is a great way to develop leaders in your organization – see Tips on Mentoring

11.      Performance evaluations should not be once a year – periodic feedback and adjustments enable employees to meet expectations and standards – see tips on performance evaluations

12.      A yearly formal performance evaluation can be used to determine compensation increases for great performance as well as address performance gaps – see tips on performance evaluations

13.      A performance evaluation process should include annual goals for the employee, division, and organization; incorporate initiatives with ongoing duties– see tips on performance evaluations

14.      Goals and objectives help all employees get on the same page to move the organization forward.  Everyone deserves to know how they can contribute to success – see tips on goals and objectives

15.      A goal setting process should start with a brainstorming session by all members of the team, followed by prioritizing the goals based on solid data – see tips on goals and objectives

16.  Why do organizations need Human Resources systems and policies? – Because they ensure fair practices and without them you could be sued for discrimination, sexual harassment, etc. – see tips on Sexual Harassment Prevention, for example.

17.  It is critical that all organizations have an employee manual that is updated regularly. Clear, documented policies provide the framework for maintaining a work environment that is respectful and complies with labor laws – see tips on Why your business needs a HR expert

18.  If you want to retain your great talent you need to make them feel welcome on day one and remind them how important they are to your organization, your mission, the people you serve, and other employees. High performers often burn-out. Stay Interviews can assess if employees are engaged and still happy with their work – see tips on stay interviews

19. Another method to keep your talent is to help them take on leadership roles, which includes providing training and guided experiences in being a supervisor or project leader. Develop a succession plan to identify your next leaders – see tips on succession planning

20.  If you are selected to be that new leader, you need to understand what will be expected of you and what resources are available to help you succeed – see tips on new leaders/new executives

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Orientation & Onboarding Tip 1: Prepare for your new employee’s arrival.

Onboarding a new employee begins well before the employee’s first day on the job. Manage expectations with regular communication with the new hire prior to the start date. It will ensure that both parties understand the conditions of employment and will make everyone more comfortable on the first day and moving forward.

Here are four tasks to complete prior to the new employee’s start date:

  • Confirm your new employee’s acceptance of the position.
  • Make sure you know what paperwork is required and with whom the new employee will meet to complete it (e.g., Human Resources, payroll coordinator, benefits assistant).
  • Stay in regular communication with your new employees via email or phone during the period between the acceptance and the start date; make sure they understand the conditions of employment and anything they need to do before their new job starts.
  • Provide critical first-day information (e.g., when to arrive, where to park, where to report, what to wear, what documents to bring to complete, what the schedule will be).

This is the first of eight tips that will appear weekly on this blog. 

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Director of Parks & Recreation, Town of Preston, CT

*Town of Preston, Connecticut (Pop 4,788)*

*Director of Parks & Recreation*

*We Invite Candidates to Apply *

*for the Director of Parks & Recreation Position*

The Town of Preston is located in New London County in the southeastern region of Connecticut. This semi-rural town is 31.3 squares miles in area, with commercial activity centered on a few small retail centers along the major roads. Preston has successfully retained the small-town charm that is missing from most modern suburbs, including keeping its working farms and plentiful open space.

The local government has been actively involved in projects to enhance the quality of life for the citizens, that share the commitment to the future.  This includes the plan for the large Preston Riverwalk Project planned for across the Thames River from Mohegan Sun.  This development will be a non-gaming destination and is planned to include outdoor and indoor attractions, and recreation opportunities, hotel and retail space, restaurants, housing, a marina, RV Park and more. See full Profile for more information about this and other projects.

The First Selectwoman is the Chief Elected and Chief Administrative Officer of the Town. She works with the Board of Selectmen to develop policy direction and approve the budget that is then sent to the Board of Finance and finally to the Town Citizens. The First Selectwoman appoints the Director of Parks & Recreation.

The Director of Parks and Recreation performs professional, management and administrative work in planning and implementing all adult and youth recreation programs. This position is responsible for the execution of policies and procedures, and the supervision of staff including scheduling and training for all parks and recreation programs. It ensures proper maintenance of P&R facilities. The position evaluates the needs of the various populations it serves and seeks out new ideas and methods to provide the appropriate services. Supervises the Recreation Office Assistant, Park Maintainers, Summer Camp Directors & Counselors, Program Instructors, Basketball Referees, Volunteers.

*Qualifications:*

The qualifications required would generally be a Bachelor’s degree in recreation, physical education or a related area. A minimum of 5 years’ relevant experience is required, preferably in a municipality, with 2-3 years of supervisory experience, and/ or any equivalent combination of education, training, and work experience.

*Special Requirements*:

Must have and maintain: Valid CT Driver’s License

CPR/First Aid Certification

Certified Parks & Recreation Professional (CPRP) preferred

*Compensation and Application Process*

The Town of Preston offers a competitive salary commensurate with qualifications and experience (Range $32.98 to $41.22/hour). The Town provides a generous benefits package which includes health insurance with only 6% employee contribution for employee and family, dental and life insurance, vacation and sick leave as part of Paid Time Off. Additionally, the Town provides a defined benefit pension plan through the State of Connecticut known as MERS

If you are interested in this opportunity, please contact Ms. Randi Frank (Contact information below). If you have more questions about the position and salary, please contact Ms. Frank.

*Click here for the Profile about the position.* To apply now please submit your cover letter and resume to Ms. Frank. The position will remain open until filled; the first screening date is April 26, 2024.

Ms. Randi Frank,

Randi Frank Consulting,

7700 Hoover Way, Louisville, KY 40219

[email protected]  

www.randifrank.com  

203-213-3722

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Public Works Manager -Town of Preston, CT

Town of Preston, Connecticut (Pop 4,788)

Public Works Manager Search

We Invite Candidates to Apply for the Public Works Manager Position

The Town of Preston is located in New London County in the southeastern region of Connecticut. This semi-rural town is 31.3 squares miles in area, with commercial activity centered on a few small retail centers along the major roads. Preston has successfully retained the small-town charm that is missing from most modern suburbs, including keeping its working farms and plentiful open space. 

The local government has been actively involved in projects to enhance the quality of life for the citizens, that share the commitment to the future.  This includes the plan for the large Preston Riverwalk Project planned for across the Thames River from Mohegan Sun.  This development will be a non-gaming destination and is planned to include outdoor and indoor attractions, hotel and retail space, restaurants, housing, a marina, RV Park and more. See full Profile for more information about this and other projects.

The First Selectwoman is the Chief Elected and Chief Administrative Officer of the Town. She works with the Board of Selectmen to develop policy direction and approve the budget that is then sent to the Board of Finance and finally to the Town Citizens. The First Selectwoman appoints the Public Works Manager.

The Public Works Manager is responsible to develop, manage, supervise, and direct the programs and activities of the Public Works Department in the functional areas of road, sidewalk, bridge construction and repair; transfer station management; vehicle equipment maintenance; building repairs, storm water drainage/flood control management; emergency storm and snow removal by public works staff and contractors.  The Manager supervises crews on assigned projects or activities of a public services nature.  Please see Profile for a list of exciting projects in the Town of Preston which will require the Manager’s guidance and leadership.

Qualifications:

The qualifications required would generally be an Associate’s Degree or Advanced Technical Education with 5-10 years of construction, highway maintenance, project management and Municipal Public Works experience especially winter operations, and supervision; or any equivalent combination of education, experience and training.

Special Requirements:

· Must have and maintain: CDL B License.

· Must get and maintain: Transfer Station Operators Certificate within 6 months

· Must get and maintain: American Traffic Safety Services Association Flagger Certification within 6 months

· Must obtain and maintain: Tree Warden Certificate within 6 months

Compensation and Application Process

The Town of Preston offers a competitive salary commensurate with qualifications and experience. The Town provides a generous benefits package which includes health insurance with only 6% employee contribution for employee and family, dental and life insurance, vacation and sick leave as part of Paid Time Off. Additionally, the Town provides a defined benefit pension plan through the State of Connecticut known as MERS

If you are interested in this opportunity, please contact Ms. Randi Frank (Contact information below). If you have more questions about the position and salary please contact Ms. Frank. CLICK HERE FOR FULL PROFILE To apply now please submit your cover letter and resume to Ms. Frank. The position will remain open until filled; the first screening date is April 15, 2024.

Ms. Randi Frank, Randi Frank Consulting, 7700 Hoover Way, Louisville, KY 40219

[email protected]  www.randifrank.com   203-213-3722

Ms. Randi Frank

Randi Frank Consulting, LLC

www.randifrank.com

[email protected]

203-213-3722

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Town Manager of Town of Clinton, CT

THE TOWN OF CLINTON, CT (Pop 13,300) INVITES CANDIDATES TO APPLY FOR THE TOWN MANAGER POSITION

Clinton, Connecticut is a town of about 13,300 population, along the coast halfway between New York City and Boston. Clinton has a quaint, small-town feel, with many historical districts listed with the National Register of Historical Places, and its shoreline has beaches, marinas and a harbor that is part of Long Island. The Town enjoys a diversified economy with the top sectors comprised of retail, government, manufacturing, utilities and marinas. The Town also has a business environment with a manufacturing coalition, the home of Chamard Vineyard, and a large retail mall known as Clinton Crossing Premium Outlets, which attracts visitors from other states and all of Connecticut. The Town is attractive to tourists, due to the waterfront and restaurants, including the famous Lobster Landing.

 Form of Government

The Town of Clinton has a Council-Town Manager form of government which started in November 2019. The seven-member council are elected for staggered 4-year terms at large. There is a requirement that no more than 4 members of the council be from the same political party, to ensure minority representation. The Chairman of the Council is chosen by the Council Members in January after an election.

The Town Council provides the oversight and leadership required to guide the direction of the Town and to ensure the optimum delivery of services to the residents in the most cost-effective manner. This is accomplished by directing the Town Manager to implement the Council policies.

About the Town Manager Position

The Town Manager is responsible to the Town Council for the proper administration of all Town affairs as outlined in the Town Charter. The Town Manager is the Chief Executive Officer who oversees and manages municipal service functions and day-to-day operations of the Town. The Town Manager performs personnel management, collective bargaining, labor relations, purchasing and grants administration; and appoints all department heads and employees with approval by the Town Council. The Manager works closely with the Town Council, department heads, and the Board of Education to develop strategic priorities and annual budgets. The Manager administers all laws and ordinances through the various departments. The Town Manager researches issues of concern for the Council and makes recommendations for their review. The Town Manager works collaboratively with internal and external stakeholders to promote economic growth which is a high priority along with infrastructure improvements They represent the Town in regional and state meetings to ensure awareness of programs and opportunities that may affect the community and serves as voice and advocate for Clinton’s interests

Qualifications:

Must hold a master’s degree in public administration, business administration or related field with 5 –10 years management experience in municipal government or related experiences. International City/County Management Association (ICMA) Credentialed Manager preferred; or an equivalent of experience, knowledge, and education.

Knowledge, skills and abilities should include: good communications skills, economic development skills, labor relations knowledge, human resources experience, finance and budgeting experience, ability to find, secure, and implement grants, excellent project management skills, knowledge of purchasing and contracting services, public relations and public speaking skills, and technology knowledge to improve services.

Compensation and Application Process

 The Town of Clinton offers a competitive salary commensurate with qualifications and experience. The Town provides a generous benefits package which includes health, dental, life insurance, paid vacation, and sick leave. Additionally, the Town provides a defined contributions retirement plan.  Negotiable items include car allowance, relocation expenses, amount of employer contribution to retirement plan. Residency is not required.    Clinton is an AA/EOE Employer

If you are interested in this exciting opportunity, or need additional details or salary, please contact Ms. Frank at the address below. To apply now please submit your cover letter and resume to Ms. Frank. The position will remain open until filled; first screening date is March 15, 2024.

For more information contact Ms. Frank,Click here for full profile about position

Ms. Randi Frank; Randi Frank Consulting, LLC; 7700 Hoover Way; Louisville, KY 40219       203-213-3722 [email protected] www.randifrank.com

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Succession Planning Tip 1: Plan ahead for positions that are likely to be opening up in the near future.

In order to design a successful succession plan, you need to first know your company/agency. Who supervises whom? Who handles which functions? Know the full organization of your company/agency.

In planning ahead you need to take into account how many employees may be leaving or retiring.  What would you do if one of your top managers had to have an operation and was going to be out for 3 months? You will need someone to fill in for that position.

Be mindful of any future skills the job might require. Although forewarning is not always possible, it is ideal for giving you enough time to choose the right candidate for the right position.

Questions? Contact me today!

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Interviewing with Randi Frank

Once you have candidates for your position what type of interview process should you use? Randi Frank of Randi Frank Consulting LLC speaks about various options related to interview processes including the steps to take once you find your best candidate.

If you have any questions feel free to contact Ms. Frank at [email protected] or review her website for samples of Executive Searches conducted. Randi Frank Consulting can help you with full recruitment services, executive searches, interviews or just portions of the process.

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Tips for New Leaders/New Executives Tip 2: Learn as Much as You Can About Your New Environment

Starting a new position as an executive at an Agency with a long-time established staff can have it’s challenges. Here are some tips to help you transition into your new leadership position successfully.

Learn as much as you can about your new environment: ask the hiring authority about the staff, past issues and culture zovirax pills.

  1. Make sure you have asked some questions about staff, past issues and culture during your interview but be sure to go into more details with the hiring authority before your first day. During the interview it’s likely you heard all the positives–now that you have been hired ask if there are any specific concerns that may have not been discussed during the interview process.
  2. If they have an executive search firm, have a long discussion with them to find out the underlying concerns of the agency. Most search firms have had many conversations with staff, stakeholders and board members and can provide useful information that will help you transition with ease during the first months.

Learn as much as you can about the previous leader/executive and how they managed the organization. How long were they in the position? How did their leadership and their departure affect the organization?

Questions? Contact me today!

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