Randi Frank HR Consulting

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Fire Chief

CITY OF DANVILLE, KENTUCKY

This position provides an excellent professional opportunity to work with a high-quality professional management team and a new City Manager.

Danville is located on the southern edge of Kentucky’s famed Bluegrass Region, 35 miles southwest of Lexington. Danville is blessed with an abundant water supply, highly efficient roads and infrastructure and a well-educated citizenry. The City is home to Centre College which was founded in 1819 and is now among the most prestigious small liberal arts colleges in America. As the County seat for Boyle County and home to the area’s major governmental, healthcare, educational and retail amenities, Danville is the business hub to a five (5) county, 100,000+/- population region. Danville’s cost of living is very reasonable.

The City of Danville operates under a Commission/Manager form of government. Accordingly, the City Manager serves as the chief executive officer for the City. In addition to the Fire Department, Danville provides a full array of municipal services. The 2019/2020 City budget appropriation is $50,897,616 million. Danville employs approximately 150 FTE’s. Learn more about at www.danvilleky.gov.

The Danville Fire Department (DFD) was established in 1876 and is one of the oldest paid fire departments in Kentucky. DFD’s service area is the City of Danville, about 15 square miles, with a resident population of about 17,000 and a business day population of more than 25,000. In 2019, DFD responded to 1806 emergency calls. DFD’s Fire Marshal conducts all fire inspections and occupancy inspections for businesses, government buildings, and all assembly occupancies. DFD is the first responder for the City. All firefighters are EMT certified (some are paramedics). Transportation is provided by County Ambulance. DFD currently functions from two fire stations. The present headquarters station is in the process of being replaced with a brand-new building. Also, there is a new third station envisioned for the City’s 2022 CIP.

The Fire Chief is appointed by the City Manager (with City Commission approval). The Chief reports to the City Manager, is under his general direction and serves at his pleasure. The position’s primary function is effectively plan, organize, direct, manage, lead, coordinate and evaluate all departmental employees, programs and activities.

Qualifications: Bachelors’ degree in Fire Science or Public Administration or related field (Master’s degree preferred) supplemented by at least seven (7) years of experience that includes fire suppression, fire services and emergency medical services. Must have more than five (5) years of supervisory, administration, management, and command experience in a fire department. Requires Firefighter I & II certification with various training and certifications in hazardous materials, NIMS 100-800, emergency management services, and fire command. Fire marshal experience a plus. DFD is a small department and the Chief is expected to perform firefighting duties as situations may require.

Compensation: The beginning salary for the position is negotiable based on qualifications and experience. City benefits are excellent.

Application Process: The position will remain open until filled with the first resume screening scheduled for July 13, 2020. To be considered for this highly attractive professional opportunity, please email your resume and cover letter to Slavin Management Consultants at [email protected] .For more information about the position and/or the recruitment process you are invited to contact either Bob Slavin at [email protected] (770) 449-4656; or Randi Frank at Randi Frank Consulting, LLC [email protected] (203) 213-3722. A detailed position recruitment profile is available click here

The City of Danville is an AAA/EOE Employer

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Working Remotely -Business in the Time of the Coronavirus

As an independent consultant, I’ve had a lot of experience working remotely. Even for tasks that require a human connection – such as when I complete my executive searches for businesses across the country – I’ve become comfortable interviewing candidates via phone, Skype, and now, Zoom. But as I near the end of that process, and we’re ready to interview the finalists, it becomes more important to meet with everyone in person. Typically, there are tours, group meetings, public meetings, multiple one-on-one discussions, and/or group interviews conducted at that time. I’m working on two executive searches now, but we haven’t gotten to the finalist stage yet. It will be interesting to see how it works if we’re all still in stay-at-home mode. I suspect we will use several different video conferencing methods.

I recently presented, along with my team, a proposal we prepared for a potential client. It included a PowerPoint presentation, multiple locations that needed to participate, and we conducted it all smoothly via Zoom. In some situations, it’s beneficial to send the materials in advance of an online meeting. No matter what tools you use (PowerPoint, spreadsheets, images, web conferencing software, and even just the good old telephone), it is possible to successfully conduct business remotely. My team and I have been doing it for years–long before we ever heard of Covid-19.

It’s been three years since I relocated to Louisville, Kentucky. I’m pleased to say that I’ve been able to maintain my business relationships and continue to manage projects for the clients I established in Connecticut, where I started my business. I’ve done a good bit of traveling and sent my team members (subcontractors) out to visit my clients over the past few years. But not in recent weeks, of course.

I do miss the in-person meetings, and I miss the deep dive experience that an on-site visit can provide. But, with my remote business practices already in place, I feel fortunate that, for me, “Business in the Time of the Coronavirus” has gone fairly smoothly. I’ve had to adapt – but not rebuild – my business.

My home office is comfy and ready for me to spend more hours in it. I appreciate being my own boss and being able to make my own hours. I’m thankful I’m healthy and grateful for my clients. In other words, I’m hanging in there and I hope you are too. If there’s anything I can do for you during this time, please reach out to me. Together, we can keep your business running, if not exactly as normal, certainly moving forward.

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What does a Classification & Compensation Study Involve?

Compensation of course means the salary paid to an employee. Compensation can also include additional employee benefits such as bonuses, health insurance, retirement, life insurance, etc.

Classification is a system which identifies which jobs are classified together in a separate grade. For example, a grounds laborer and a custodian may be a Grade 1 and Administrative Assistant may be a Grade 2. Each classification is assigned a compensation range for minimum and maximum salaries.

When Randi Frank Consulting, LLC conducts a Classification & Compensation Study we start by reviewing all job descriptions. We provide employees with a questionnaire so they can tell us about the specific and general responsibilities, qualifications, physical requirements, knowledge, skills and abilities that relate to their position. We interview employees in each job description so we can prepare a draft Job Description for approval. “See tips on Job Descriptions”

The second major step is to conduct a salary survey of similar organizations to determine the market rate (average of other salaries) for similar type positions. Sometimes the salary comparisons are already available from other sources.

The third step is to assign points to each Job Description based on job factors such as authority, autonomy, impact, scope, working environment, complexity and qualifications. This creates the classification system. For example, all positions at 300 points would be at the same classification grade, and therefore the same pay opportunities. (Everyone is not paid the same in a grade.) Equal pay for equal work

The last process is to combine the external market data with the internal classification system to determine the new Classification & Compensation Plan with updated salary grades, based on a fair and equitable system.

Randi Frank and Georgian Lussier have developed a copyrighted program called “Classification & Compensation Manual – Public Sector Version” which we can use to assist you with a new Classification & Compensation Study and Plan.

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Director of Human Resources

Town of East Hartford, CT

This position provides an excellent professional opportunity to work with a professional management team.

East Hartford is located on the Connecticut River with over 600 acres of park land and next to the State Capitol Hartford and within one to two hours to NYC, Boston, Ocean and Mountains. East Hartford was founded in 1783 and has an approximate population of 52,000 and is 18 square miles. The Town is home to Goodwin University and United Technologies Pratt & Whitney recently expanded facility.

1The Town of East Hartford operates under a strong Mayor form of government. Accordingly, the Mayor serves as the Chief Executive/Elected Officer for the Town. The current Director of Human Resources is retiring after 6 years with East Hartford and over 30 years of HR service. The Director of Human Resources is appointed by the Mayor manages the human resources function for the Town with 461 full-time and 295 part-time employees. The Human Resources Director’s duties includes: developing, implementing, and administering HR policy; recruitment, recommend testing/selection/placement/promotion for all authorized positions, position classification and pay; labor relations programs including collective bargaining of 6 agreement and management of grievances and arbitration; performance management and employee development and training. Administers retirement, employee benefits, affirmative action and all human resources policies, procedures, and informational systems in accordance with the Town’s approved personnel policies and applicable federal and state law. Supervises a staff of two – a Personnel and a Benefits Administrator.

East Hartford provides a full array of municipal services. Departments include Finance, Public Works, Permits & Inspections, Town Clerk, Corporation Counsel, Human Resources, Police Fire, Development & Planning Parks & Recreations, Library, Information Technology, Health & Social Services and Youth Services. For more information about the Town of East Hartford see their website https://www.easthartfordct.gov/

QUALIFICATIONS – Bachelor’s degree in Business Administration, Public Administration, Human Resource/Personnel Management, Industrial Relations, Organizational Management or related field with a minimum of five years of progressively responsible experience in a human resources department including labor relations experience required. Public personnel/HR administration preferred; SHRM, IPMA, NPELRA certification a plus. Must have and maintain a valid driver’s license. A Master’s Degree may be substituted for 2 years of experience.

Thorough knowledge of the principles and practices of Human Resources administration, including labor relations, personnel selection, classification, compensation and Affirmative Action; knowledge of local, state and federal laws regulations governing personnel practices; considerable ability in written and oral communication; ability to deal effectively with employees, department heads, labor representatives and the public; skill in negotiating collective bargaining agreements; ability to plan and direct department programs and staff activities; and ability to supervise.

The beginning salary for the position is negotiable based on qualifications and experience with excellent Town employee benefits. The position will remain open until filled with the first resume screening scheduled for April 6, 2020. To be considered for this highly attractive professional opportunity, please email your resume and cover letter to Ms. Randi Frank at [email protected]

For more information about the position and/or the recruitment process you are invited to contact Randi Frank at Randi Frank Consulting, LLC [email protected] (203) 213-3722, or Bob Slavin at [email protected] (770) 449-4656; Click here to see profile on position and more details about the opportunity.

The Town of East Hartford is an AA/EOE Employer

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TIP 8: Confidential Records – Mum’s the Word, Boss

HR mistakes cost more than small businesses can afford

This 8-part blog series highlights a few of the many laws that apply to all businesses or to those with 11+, 15+, 20+, or 50+ employees. We also provide best practice tips to help small businesses avoid costly mistakes. Many of our examples also apply to non-profit agencies and the public sector.

TIP 8: Confidential Records – Mum’s the Word, Boss

Numerous laws dictate the confidentiality of certain records. Here are two you should be aware of:

  • HIPAA – Health Insurance Portability & Accountability Act 1996. HIPAA regulates that all health information about employees – including health insurance application records -must be kept confidential by management or human resources offices. This also includes medical reports from doctors for workers’ compensation or FMLA (Family or Medical Leave).
  • FCRA – Federal Credit Reporting Act 1969. When you are doing background checks, you may want to do a credit check if the employee will be involved in handling large funds (such as a Chief Financial Officer). These credit reports must be completed by a certified firm that understands and complies with FCRA regulations. Note: These reports will only go back seven years. All credit reports must be reviewed and maintained confidentially by management or human resources.

Questions? Contact us today!

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TIP 7: Employee rights to return to their job – Keeping a Light On for Returning Employees

HR mistakes cost more than small businesses can afford

This 8-part blog series highlights a few of the many laws that apply to all businesses or to those with 11+, 15+, 20+, or 50+ employees. We also provide best practice tips to help small businesses avoid costly mistakes. Many of our examples also apply to non-profit agencies and the public sector.

TIP 7: Employee rights to return to their job – Keeping a Light On for Returning Employees

There are at least two laws that require you to make sure there is a job for employees when they return to work after certain types of leave.

  • USERRA – The Uniformed Services Employment & Reemployment Rights Act of 1994 relates to employees who serve in the military including the National Guard. The law requires you allow employees who have been deployed to return to their job, or an equivalent job, when they are released from military duty. This also applies if a uniformed employee must leave for their required two weeks of training. There are many details to this law and you may need to use an employment attorney to interpret each situation.
  • FMLA – Family & Medical Leave Act of 1993 – This applies to employers who have more than 50 employees in their organization. The law allows employees to take up to 12 weeks of leave during a 12-month period (paid or unpaid) for the birth of a child, adoption of a child, placement of a foster child, or to care for a seriously ill family member (child, parent, spouse, or self). There are many regulations related to this law, including getting medical proof, and employees must have worked for at least 1250 hours in the past 12-months. Again, employees have the right to return to their position (or equivalent) after their family or medical leave. Contact Randi Frank Consulting if you have any questions on these or any other HR laws.

Questions? Contact us today!

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TIP 6: Proper Recruitment/Hiring Practices – Hiring Done Right, The First Time

HR mistakes cost more than small businesses can afford

This 8-part blog series highlights a few of the many laws that apply to all businesses or to those with 11+, 15+, 20+, or 50+ employees. We also provide best practice tips to help small businesses avoid costly mistakes. Many of our examples also apply to non-profit agencies and the public sector.

TIP 6: Proper Recruitment/Hiring Practices – Hiring Done Right, The First Time

It is important to set up proper hiring and recruitment practices, both to avoid the cost of rehiring and retraining, but also to avoid the cost related to a bad hire. (Those that could result in termination lawsuits, or dealing with an employee who harasses other employees or even conducts workplace violence.)

I have written several resources on this subject, including a chapter in a book titled “Recruiting the Right Talent for your Organizations.” See also: my blog post on Tips on Recruitment and a video on the subject. Click on the appropriate sections to access the content or contact us directly for assistance in setting up proper hiring processes.

To avoid those bad hires, it is important to do reference checks and background checks on all your selected candidates. For example, do a driver license check on all employees using your agency vehicles and/or confirm CDL licensure (if required) which would mean the candidate has been subjected to random drug and alcohol testing.

Another important phase of the hiring process is executing a proper orientation or onboarding process to ensure employees feel welcome and will stay with you (so you are not constantly rehiring). See details – Tips on Orientation & Onboarding and Stay Interviews.

Questions? Contact us today!

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TIP 5: ADA & ADEA & Pregnancy Act – The Employment Game: Different Players, Same Rules

HR mistakes cost more than small businesses can afford

This 8-part blog series highlights a few of the many laws that apply to all businesses or to those with 11+, 15+, 20+, or 50+ employees. We also provide best practice tips to help small businesses avoid costly mistakes. Many of our examples also apply to non-profit agencies and the public sector.

TIP 5: ADA & ADEA & Pregnancy Act – The Employment Game: Different Players, Same Rules

Discrimination law begin with Title VII of the Civil Rights Act of 1964, but it doesn’t end there. (See my previous blog post Discrimination Blog Post.) Here are three additional discrimination laws you should be aware of:

  • ADA – Americans with Disability Act 1990. This states that employers with 15+ employees cannot discriminate against employees who can perform the essential functions of the job – with or without accommodations – as long as it does not cause an undue hardship on the agency. For example, if an administrative assistant has a hearing problem but only needs an amplifier added to the phone to solve the problem, that would not be considered an undue hardship for the employer. But if you only have one custodian and they cannot lift the garbage, that would be a problem since the custodian is the only employee in charge of garbage pickup.

This is another example where having job descriptions for all your positions is a best practice because you can indicate the essential functions and physical requirements of each position. See tips on Job Descriptions.

  • ADEA – Age Discrimination in Employment Act 1967. This law applies to employers with 20+ employees and stipulates you must not discriminate against older employees (those over 40 years of age). For example, you can not eliminate positions with older employees because they are paid more than other employees. If a pattern is found that you’ve been doing this, you will subject to a lawsuit.

The best practices for this situation are to treat all employees equally, have an employee handbook/manual that outlines a policy of non-discrimination, provide equal employment opportunities, and maintain a respectful office culture.

  • Pregnancy Discrimination Act (Federal & State Laws). Under state and federal law, employers with 15+ employees cannot treat an employee differently – in any employment action – due to pregnancy. The law also makes it clear that pregnancy is not a disability. However, if an employee has a medical condition or disability related to pregnancy, reasonable accommodations must be made consistent with accommodations provided to other employees with similar disabilities if it does not create an undue hardship for the employer.

Best practices include: updating your personnel policies – and include them in your employee handbook/manual – to include the term of pregnancy, childbirth, and pregnancy/childbirth-related medical conditions. Add the appropriate words to your sections on Equal Opportunity Employment, ADA, and Sexual Harassment.

Need help writing job descriptions, drafting an employee handbook, or implementing other best practices? Call us at Randi Frank Consulting. We’re HR experts, and we’re here for you.

Questions? Contact us today!

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TIP 4: Workplace Safety – Safety is Everyone’s Business

HR mistakes cost more than small businesses can afford

This 8-part blog series highlights a few of the many laws that apply to all businesses or to those with 11+, 15+, 20+, or 50+ employees. We also provide best practice tips to help small businesses avoid costly mistakes. Many of our examples also apply to non-profit agencies and the public sector.

TIP 4: Workplace Safety – Safety is Everyone’s Business

Safety is the responsibility of all employers and employees. It depends on your type of business or agency to know which of the OSHA (Occupational Safety & Health Act of 1970) laws apply to your organization. However, all employers must deal with protecting their employees and provide a safe work environment. Aspects of this include:

  • Providing ergonomic equipment to prevent injuries from repetitive motions and movement (e.g., providing a proper desk at the appropriate angle for typing on a computer).
  • Responding to workplace violence. If an employee is threatening other employees, it is the employer’s duty to report it to the police or other authorities. (This is similar to the rules at the airport—if you see something, say something.)
  • If you have chemicals at your worksite, you are required to maintain MSD (Material Safety Data) Sheets that have instructions in case of exposure.
  • If you have more than 11 employees, OSHA requires that you keep a record of all accidents on a yearly basis.
  • If an employee gets hurt at your location during work hours (or driving for you), then they are entitled to workers’ compensation. Every employer is required to have workers’ compensation insurance to pay for these types of accidents. But be aware that every state has different regulations and policies regarding reporting, processing, and payment procedures.

Questions? Contact us today!

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TIP 3: Discrimination -Let Us Educate, so You Don’t Discriminate

HR mistakes cost more than small businesses can afford

This 8-part blog series highlights a few of the many laws that apply to all businesses or to those with 11+, 15+, 20+, or 50+ employees. We also provide best practice tips to help small businesses avoid costly mistakes. Many of our examples also apply to non-profit agencies and the public sector.

TIP 3: Discrimination -Let Us Educate, so You Don’t Discriminate

Discrimination laws can create the most expensive situations for employers. The major law that relates to these situations is Title VII of the Civil Rights Act of 1964. It says employers shall not discriminate against employees relating to an employment decision such as hiring, promotion, pay, assignments, etc. The categories of discrimination include race, color, national origin (ethnicity), sex, and religion. This same law encompasses sexual harassment (because it is a form of sex discrimination).

How could discrimination happen? Here are some examples of things that have resulted in discrimination lawsuits:

  • An employer said, “We don’t hire young women because they leave to have babies.”
  • “We don’t hire your kind,” said by another employer. (“Kind” could reference religion, race, ethnicity, or sexual orientation.)
  • Or this situation: A woman is not promoted, and no women are in supervisory positions, because of a cultural bias that they are not strong enough to make tough decisions.

All of these cases, if proven, could result in lawsuits costing an employer from the hundreds of thousands to millions of dollars. The handling process for these types of complaints is different in each state but can be filed with the Federal EEOC (Equal Employment Opportunity Commission). Note: In Kentucky, an employee can go straight to an attorney and then to court, costing even more due to lawyer fees.

In 2018, the EEOC handled 76,418 cases of discrimination resulting in $505 million in fines and penalties (including 24,655 sex discrimination and 24,600 race discrimination cases). It is vitally important to have the right kind of insurance policies to protect your company (such as general liability insurance, etc.).

Even when cases are not won, they cost money. Employers often turn around and retaliate against an employee for making a claim, thus resulting in retaliation lawsuits. In 2018, there were 39,469 retaliation cases, which made up 51% of all EEOC cases.

As a result of the “Me Too Movement,” there are a lot more sexual harassment lawsuits in the court system. For tips on Sexual Harassment Prevention, click here. For Sexual Harassment Prevention Policies and Training, contact Randi Frank Consulting.

Questions? Contact us today!

Member – Louisville Independent Business Alliance

member of Louisville Independent Business Alliance

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