Transport Personnel Pro (53M)

830 Pages·2010·8.726 MB·English

by  J. J. Keller & Associates, Inc

53-M (16110)

53-M (16110)
This publication updates in
March/September
Transport Personnel Pro
Copyright 2014
J. J. Keller & Associates, Inc.
3003 Breezewood Lane
P.O. Box 368
Neenah, Wisconsin 54957-0368
Phone: [phone]
Fax: [phone]
JJKeller.com
Library of Congress Catalog Card Number: 2010920572
ISBN 978-1-60287-728-3
Canadian Goods and Services Tax (GST) Number: R123-317687
All rights reserved. Neither the publication nor any part thereof
may be reproduced in any manner without written permission of
the Publisher. United States laws and Federal regulations pub-
lished as promulgated are in public domain. However, their
compilation and arrangement along with other materials in this
publication are subject to the copyright notice.
Printed in the U.S.A.
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Original content is the copyrighted property of J. J. Keller & Associates, Inc.
Transport Personnel Pro
Introduction
Onecommoncharacteristicfoundintheadministrativesegmentofmanymotorcarriers,especiallysmall
and medium sized carriers, is an employee who is charged with more than one defining area of respon-
sibility. Often you can find that the Safety Manager of a motor carrier will also be the “go to” person in
EPA matters regarding stormwater runoff, acceptable levels of air pollutants or chemical emissions,
OSHArules and regulations, and other issues that are seemingly far removed from overseeing the safe
operation of a commercial motor vehicle.
Other administrative positions may share the responsibilities of training, licensing, recordkeeping, and
filinglegalandoperationaldocumentswithgovernmentagencies.Anotherexampleofcross-overrespon-
sibilitiescriticaltoallmotorcarriersisHumanResourcemanagementandhowtheHRworldparallels,
and sometimes challenges, the DOT world.
For example, Title VII of the Civil RightsAct protects the rights of employees and prohibits employers
fromdiscriminatingagainstindividualsbecauseoftheirreligion.TitleVIIrequiresemployerstoaccom-
modatethereligiouspracticesorbeliefsofemployeesunlesstheemployercanproveunduehardship.The
law also protects the right not to follow a particular religion. In short, you cannot treat employees or
applicants differently because their religious beliefs or practices might be different from your own.
So, how should the Safety/HR manager of Ma & Pa Carriers respond to their newly hired driver who
suddenlyinformsthemthathecannotworkoncertaindaysoftheweekduetohisreligiousbeliefs?How
canMa&PaCarriersaccommodatetheirnewemployeewithoutcausingadiscriminationlawsuitbeing
filed with the EEOC? Even if company policy allows for termination of employees who provide false
informationduringthehiringprocess,Ma&PaCarriersshouldstillmakeanefforttoaccommodatethe
employee.Iftheindividualfilesacomplaintofreligiousdiscrimination,Ma&PaCarriers’defensemight
bethatiftheemployeehadbeenhonestabouthisreligiousbeliefs,hewouldnothavebeenhiredinthe
first place. That may imply that Ma & Pa Carriers had no intention of attempting to find an accommo-
dation.
There is more that this example fails to discuss on this matter. However, the point in all this is, hiring
procedures, accommodations, background checks, and more recently — social media policies — are all
mattersthatmotorcarriersmustbepreparedtohandle,oftentimeswithouttheexpertiseoffully-trained
professionals. If the small to medium size motor carrier cannot afford a full-time manager of HR, they
wouldcertainlybenefitbymakingsuretheemployeeassignedtoHRdutieshasamplesupplyofknowl-
edge and references to handle their wearing of more than one hat.
Welcome to the Transport Personnel Pro!
Revision bars, like the one at the left of this paragraph, are used in this publication to show where
significantchangesweremadeonupdatepages.Therevisionbarnexttotextonapageindicatesthatthe
text was revised. The date at the bottom of the page tells you when the revised page was issued.
Due to the constantly changing nature of government regulations, it is impossible to guarantee the
absolute accuracy of the material contained herein. The Publisher and the Editors, therefore, cannot
assume any responsibility for omissions, errors, misprinting, or ambiguity contained within this publi-
cation and shall not be held liable for any loss or injury caused by such omission, error, misprint, or
ambiguity presented in this publication.
This publication is designed to provide reasonably accurate and authoritative information in regard to
the subject matter covered. It is sold with the understanding that the Publisher is not engaged in
rendering legal, accounting, or other professional service. If legal advice or other expert assistance is
required, the services of a competent professional person should be sought.
The Editors & Publisher
J. J. Keller &Associates, Inc.
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Original content is the copyrighted property of J. J. Keller & Associates, Inc.
Transport Personnel Pro
Published & Printed by
J. J. Keller & Associates, Inc.
3003 Breezewood Lane, P.O. Box 368
Neenah, Wisconsin 54957-0368
Phone: [phone]
Fax: [phone]
JJKeller.com
publishers ROBERT L. KELLER
JAMES J. KELLER
EDITORIAL
vice president – editorial resources WEBBA. SHAW
director – editorial resources PAUL V.ARNOLD
project editor ROBERT J. ROSE
sr. editorial manager – transportation BETTY J. B. WEILAND
sr. editor – transportation management THOMAS E. BRAY
sr. editor – transportation safety DAREN B. HANSEN
sr. editor – hazardous materials transportation THOMAS J. ZIEBELL
editor – transportation safety KATHY L. CLOSE
editor – transportation management RICHARD J. MALCHOW
editor – transportation operations HEATHER L. NESS
editor – transportation safety JILL M. SCHULTZ
associate editor RANDALL J. SKOOG
sr. metator/xml analyst MARY K. FLANAGAN
sr. layout editor MICHAEL P. HENCKEL
PUBLISHING GROUP
chairman ROBERT L. KELLER
vice chairman & treasurer JAMES J. KELLER
president & ceo MARNE L. KELLER-KRIKAVA
evp & chief operating officer RUSTIN R. KELLER
chief financial officer DANAS. GILMAN
sr. director of product development CAROLA. O’HERN
sr. product development manager JENNIFER M. JUNG
product development specialist ASHLEY C. PUCKER
director of manufacturing TODD J. LUEKE
sr. electronic publishing & prepress manager GERALD L. SABATKE
The Editorial Staff is available to provide information generally associated with this publication to a normal
and reasonable extent, and at the option of, and as a courtesy of, the Publisher.
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Transport Personnel Pro
Table of Contents
Management & leadership
Overview
Your job as a personnel manager
Goals for a personnel manager
Who are the employees?
Recruiting
How to attract quality people
Qualifying applicants
Hiring
DOT rules & regulations
Non-DOT hiring regulations
Training
New employee training
Current employee training
Ongoing employment
Wages
Hours
Job evaluations
Benefits
Managing employee discipline
Workers’ compensation
Discrimination and employee protection
Alcohol and drug testing
Retention
Employee development
Labor relations
Post employment
Separation
Exit interviews
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Transport Personnel Pro
Previous employer requirements
Unemployment compensation
Recordkeeping and documentation
DOT requirements
Employment laws
Government contractor rules
Leave rights under the law
Wage and hour standards
Entitlements
Reference
Posters
Sample forms
Policies
Subject Index
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Transport Personnel Pro
Management & Leadership
Overview.......................................................(Minor Tab)
Seek only the best...........................................................1
How to use this manual.....................................................4
Your job as a personnel manager..................(Minor Tab)
The leader and the manager...............................................1
FMCSA regulations vs. HR rules..........................................2
Definition of an employee...................................................3
Independent contractor......................................................4
Goals for a personnel manager .....................(Minor Tab)
Set your goals ................................................................1
Managing compliance issues...............................................1
Leading a stable workforce.................................................2
A great place to work........................................................6
A workforce strategy: Create talent .......................................8
The CSA program...........................................................11
Who are the employees?................................(Minor Tab)
Who is a driver?..............................................................1
Owner/Operators — Are they your employees? ........................8
Other driving employees and their roles................................20
Who are the other employees and what are their roles?............22
Management & Leadership–1
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Transport Personnel Pro
Reserved
Management & Leadership–2
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Original content is the copyrighted property of J. J. Keller & Associates, Inc.