PAYROLL

Now I'll tell you some details about the payroll.

Roles and responsibilities for administration of employee pay are set by each school or department. Most payroll administrative duties, including approval for all changes in pay, are handled at the departmental level. Below is an overview of the tasks involved in administering employee pay at Stanford. Ask your supervisor or manager for the specific procedures and contacts for your school or department.

Entering New Employee Payroll Records

Each employee's payroll record is comprised of three parts:

• A PeopleSoft Human Resources Management System record establishing the type of job held, the rate of pay and the type of pay (salary or hourly)
• An Oracle Labor Distribution record establishing the account (PTA) or accounts to be charged for the employee's pay
• An Axess Timecard record used to track the employee's time worked and/or leave taken

New employee records must be created by the entry deadline for the employee's first pay period of work to ensure timely receipt of pay. Entering the record as early as possible will additionally ensure that the employee has access to create a free SUNet ID, which is required to access most Stanford systems. For specific entry deadlines for each pay period, see Resources: Payroll Schedules & Deadlines.

PeopleSoft Employee Record

Entry of the employee's job record in PeopleSoft sets in motion the other parts of the employee's system record. This entry allows the employee to begin to access systems to setup a free SUNet ID and to use Axess self-service to enroll in direct deposit, declare withholding allowances and view online pay statements. Twice weekly feeds to the benefits administrator create benefit enrollment records for benefits eligible employees. Reference HR Administration Web Site.

Managing Employee Personal Elections

Provide new employees with the New Employee Information Form

 which includes information about direct deposit enrollment and withholding allowance declaration. Entries completed by 5pm on the last day of each pay period will take effect on the paycheck for that period. Employees are encouraged to sign up for the free direct deposit program to ensure timely receipt of pay on payday. Reference How To: Enroll / Update / Cancel Direct Deposit andHow To: Declare or Change Withholding Allowances.

Changing or Correcting Employee Pay

• If an employee is due additional required pay (regular salary or hours reported prior to the deadline for the pay period), the administrator should request an Off-Cycle Check from Payroll. Reference How To: Request Off-Cycle Check.
• If an employee is due discretionary pay, request the addition of this pay to the employee's next regular paycheck by submitting a one-time payment request to Payroll. Reference How To: Request One-Time Payment.
• If an employee has been overpaid, immediately send a HelpSU ticket to Payroll for further instruction. Include the employee's name, employee id number and the overpayment amount in the HelpSU ticket. Reference How To: Adjust for Overpayment to Employee.

Safety and health at work

Another issue that is more important, when talking of human resources is the safety and health at work. I will share with you some of what is about.

Workplaces claim more than 2.3 million deaths per year, out of which 350,000 are fatal accidents and close to 2 million are work-related diseases. In addition, 313 million accidents occur on the job annually; many of these resulting in extended absences from work. The human cost of this daily adversity is vast and the economic burden of poor occupational safety and health practices is estimated at 4 per cent of global Gross Domestic Product each year.

The safety and health conditions at work are very different between countries, economic sectors and social groups. Deaths and injuries take a particularly heavy toll in developing countries, where a large part of the population is engaged in hazardous activities, such as agriculture, fishing and mining. Throughout the world, the poorest and least protected - often women, children and migrants - are among the most affected.

Risk assessments

Your employer has a 'duty of care' to ensure, as far as possible, your health, safety and welfare while you're at work. They should start with a risk assessment to spot possible health and safety hazards.

They have to appoint a 'competent person' with health and safety responsibilities usually one of the owners in smaller firms, or a member of staff trained in health and safety.

Businesses employing five or more people

For businesses employing five or more people, there must also be:

• an official record of what the assessment finds (your employer has to put plans in place to deal with the risks)
• a formal health and safety policy which includes arrangements to protect your health and safety (you should be told what these are)

Your employer's duty of care in practice

All employers, whatever the size of the business, must:

• make the workplace safe
• prevent risks to health
• ensure that plant and machinery is safe to use
• ensure safe working practices are set up and followed
• make sure that all materials are handled, stored and used safely
• provide adequate first aid facilities
• tell you about any potential hazards from the work you do - chemicals and other substances used by the firm - and give you information, instructions, training and supervision as needed
• set up emergency plans
• make sure that ventilation, temperature, lighting, toilet, washing and rest facilities all meet health, safety and welfare requirements
• check that the right work equipment is provided and is properly used and regularly maintained
• prevent or control exposure to substances that may damage your health
• take precautions against the risks caused by flammable or explosive hazards, electrical equipment, noise and radiation
• avoid potentially dangerous work involving manual handling (and if it can't be avoided, take precautions to reduce the risk of injury)
• provide health supervision as needed
• provide protective clothing or equipment free of charge (if risks can't be removed or adequately controlled by any other means)
• ensure that the right warning signs are provided and looked after
• report certain accidents, injuries, diseases and dangerous occurrences to either the Health and Safety Executive for Northern Ireland or the local authority, depending on the type of business

 Salary Administration

A major topic of interest to study the area of human resources, salary administration.

Some details that I can show to you regarding this issue, start with this question:

What is it?

The salary administration process refers to all components of Rensselaer's formal pay program. Staff compensation is impacted by the following:

• Career Ladders
• Salary Ranges
• External Labor Market Analysis and Internal Equity
• Pay Adjustments

• Performance-Based
• Promotion
• Reclassification
• Equity Adjustment
• Special/Premium Pay

Starting Salaries

For employee groups with negotiated salary ranges, starting salaries are mandated in the collective agreements and are outlined in published salary scales.

Job postings list salaries from the minimum to the midpoint of the job’s salary range, since most people will be hired between these two pay levels.

Those hired at the minimum of the range are generally recent graduates, or someone who has all of the qualifications, but very little experience. It is expected that these new hires will take a number of years to become fully proficient in the job.

Those hired at the midpoint of the range possess all the necessary qualifications, as well as sufficient experience to “hit the ground running” in the job, that is they will become proficient in the position in very little time.Salary Upon Hire: A department must offer at least the minimum rate of pay for the pay level associated with the position. Prospective employees with knowledge, skills and demonstrated abilities above the minimum qualifications for the position may be offered up to 10% above the minimum pay rate following an internal equity analysis by the department. No rate of pay higher than 10% above the minimum rate of pay may be committed to a candidate without prior consultation and approval from Human Resources and the division Vice President. Refer to section 2.8 for the approval process for salary offers over 10% above entry of the pay level.

Salary Upon Hire: A department must offer at least the minimum rate of pay for the pay level 

associated with the position. Prospective employees with knowledge, skills and demonstrated abilities above the minimum qualifications for the position may be offered up to 10% above the minimum pay rate following an internal equity analysis by the department. No rate of pay higher than 10% above the minimum rate of pay may be committed to a candidate without prior consultation and approval from Human Resources and the division Vice President. Refer to section 2.8 for the approval process for salary offers over 10% above entry of the pay level.

Procedures for Staff Positions Without Established Pay Levels

The following positions do not have established pay levels:

• President/Chancellor
• Vice President/Vice Chancellor
• Chief of Staff
  
  
• Chief Auditor
• Athletics Director
• Coach/Assistant Coach 

Salary Upon Hire: The starting salary rate for a vacant position without an established pay level will

be determined by the hiring authority taking into consideration the recommendation by the Human 

Resources department after a review of the position for external and internal equity.Administrative Procedure, Revised June 2011Salary AdministrationPage 5 of 5

 Merit Salary Increases: A staff member is eligible for review and recommendation for a salary 

increase within the Merit Program Guidelines communicated and in accordance with the general 

provisions outlined in section 2.2 of these procedures.

Special or Other Salary Increases: Statutory or other special increases may be granted as deemed 

appropriate by the President and/or Board of Regents. 

JOB TRAINING

Something highly relevant in everyday life of a person, is to know how to be in for a job training.

I'll share some details about what you should do or should not do in a job training first started with clothing.

Corporate casual encompasses a large grey area of what is acceptable (as long as you’re well put together i.e. outfits match and don’t reek anything goes p.s. people can tell the difference between fresh laundry and Febreeze) but there’s definitely delineation at the far end of the spectrum.

For the sake of your career, consider banishing these office fashion faux pas from your wardrobe.

1. Sneakers. Of all the items not to wear to work, athletic footwear ranks highest in its ability to put a sweat sock in your career.

2. Flip-flops. Another shoe-in for demotion is the flip-flop. Perhaps it’s the incessant clippity clop of sole smacking heel. Or maybe it’s the shameless baring of feet. Either way, you wouldn’t wear a bikini wrap at work and try to pass it off as a skirt. Much the same way flip-flops aren’t actual sandals.

3. Wrinkled shirts are a top-three offender. An iron can turn a pauper into a prince. Gift yourself a good quality steam iron, it’s faster and easier to use than a traditional iron.

4. Heels that clank. Now here’s a dilemma because I wear heels that clank, or rather my gait causes my heels to clank. If you wear flats like me, try sticking some felt furniture pads underneath your shoes. Actually do not try this, you’ll just slip, fall, get a concussion and sue me. Invest in a pair of rubber-soled shoes. If you wear high-fidelity high heels, walk on the carpet as much as possible.

5. Low-waist pants. Other than your gastroenterologist, no one at work wants to see your crack or your ratty old thong unceremonious riding up it. Wear a long enough shirt.

6. Jingly jewelry. Your office mates can hear you coming from miles away; on a neurological level you’re interrupting their minds’ ability to focus on whatever they were previous absorbed with before turning their attention to hating you.

7. Dirty bra straps. All bra straps should be concealed, especially dirty ones.

8. Hood ornaments. Necklace pendants that droop into your cleavage, beckoning the eye to wander and the brain to turn to mush.

9. Scrunchies. Unless your office is throwing a 1980s dress-up day, do not bring your scrunchie to the office. In fact burn your scrunchies. They are like so over.

10.   Too much make up. Don’t become a caricature of Mimi from the Drew Carey Show. Never use electric blue eye shadow or mascara at work.

11.   The same thing you wore the day before. You’re telling your colleagues you didn’t sleep at home last night. Maybe you got lucky, maybe you didn’t. Either way, it’s evident that you didn’t wash your clothes. No one will want to get close enough to confirm that assumption olfactorily. Change it up a bit. Save Tuesday’s sweater for Friday and help keep the mystery alive.

12.   Tracksuits. Mall mommies will revolt and demand their uniform back.

13.   Fishnets. Not just the stockings, in case some of you needed clarification.

14.   Animal print. Let’s play word association! Mrs. Robinson. Office cougar. Cougar-in-training (if you look young enough to get carded at the liquor store.)

15.   Clothing you slept in. I can see this might be a temptation for new grads adjusting to life that starts at 8AM. You’re not fooling anybody. And we know you didn’t shower. Find another way to save time in the morning.

16.   Negligees. Tops that belong to midnight visits in trench coats can’t do double duty at the office, even if you tuck them under a blazer.

17.   T-shirts with decals that make political statements, religious references or crude jokes. You’re sure to offend somebody.

18.   Aerodynamically tight top and pants assemble, unless you work for the circus and walk a tightrope, perhaps then it’s justified. Balance it out with a long and loose top layer.

19.   Heavy perfume, cologne or aftershave. Best to avoid the cheap stuff, Pepé. What it lacks in price, it makes up for in punch.

20.   Dresses without underwear. Underwear says “I’m professional”. Not wearing any says a million other things. I think you get the idea.

WHAT DOES HRM MEAN?

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers.

 HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.

HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.