| "I cannot believe she filed for unemployment! She | | | | desired behavior, and 4) document the interaction. |
| didn't show up to work for 3 days and then has | | | | Be sure to have the employee sign off on all |
| the nerve to try to get ME for unemployment!" | | | | written documentation. Consistently following |
| This is feedback Arizona PEOs commonly heard | | | | these 4 steps of employee management is |
| from employers not using professional HR | | | | essential when appealing unemployment claims. If |
| consulting services. | | | | a DES claims adjustor determines that your |
| Most Arizona employers, particularly those with a | | | | former employee was unaware of a company |
| high turnover, are painfully familiar with the blue | | | | policy or had no idea that he was doing something |
| and white envelope sent out by the Arizona | | | | wrong, his claim will be accepted. |
| Department of Economic Security (DES). That | | | | Ultimately the Department of Economic Security |
| blue and white envelope contains a notice that a | | | | is trying to determine why the employment |
| former employee has filed for unemployment | | | | relationship ended and whether the employee |
| insurance. Another painfully familiar part of the | | | | deserves to receive an unemployment benefit. If |
| process is the disbelief that managers feel when | | | | an employee voluntarily quit her position it is up to |
| they are notified that an employee who quit had | | | | the manager to convince DES that the employee |
| the nerve to file for unemployment. How can | | | | was not acting in the company's best interest, |
| managers effectively fight the increasing number | | | | and more importantly, that she was aware of it. |
| of claims and protect their company's experience | | | | The back side of the Arizona Notice to Employer |
| rating? The best way to manage unemployment | | | | sheet (the one that arrives in the blue and white |
| is by managing employees. | | | | envelope) provides a blank area for managers to |
| In the State of Arizona anyone can file for | | | | enter separation information. If an employee did |
| unemployment. Whether a claim is accepted or | | | | not give notice of resignation - mention it. If an |
| denied almost always hinges on how well the | | | | employee did not report to a scheduled shift - |
| employee was managed. Employment relationships | | | | mention it. If attendance had been an issue with |
| are terminated for any number of reasons; | | | | the employee - mention it. |
| employees moving, needing more money, | | | | For a manager who has consistently followed the |
| discharge for poor performance, bad fit on either | | | | 4 steps above, fighting the claim of a discharged |
| side, lay off... the list goes on. When it comes to | | | | employee will be easy. Detail warnings both verbal |
| managing unemployment claims, it is best to begin | | | | and written. If the employee was warned more |
| by managing the employment relationship at the | | | | than twice, use the exact words, "more than |
| beginning. Once that blue and white envelope | | | | twice." If the employee was on his last warning, |
| arrives it is too late. | | | | state that the employee knew that his job was in |
| Begin the employment relationship by clearly | | | | jeopardy. If there was a final incident, something |
| outlining what is expected of the new employee. | | | | that ultimately lead to the employee's termination, |
| Do not assume that the employee will absorb all | | | | recount the situation and who terminated the |
| that is expected simply by being trained on the | | | | employee. Finally, sending copies of written |
| tasks of the new position. Arizona employee | | | | warnings to DES will provide plenty of material for |
| handbooks and detailed job descriptions are | | | | consideration. |
| essential tools for employee management. These | | | | When employers have not warned employees or |
| should be reviewed on the employee's first day | | | | made them aware of the expectations of their |
| of work directly after new hire paperwork (tax | | | | positions, employees who file for unemployment, |
| forms, I-9, confidentiality agreement, etc.) is | | | | no matter how unfair it seems, will very often be |
| completed. A review of company policies on | | | | awarded unemployment benefits. For example, if |
| attendance, overtime, appearance standards, | | | | an employee has an attendance problem and is |
| harassment, computer and phone usage, etc. | | | | never warned that attendance must improve, |
| must be clearly explained if the employee is to be | | | | DES may view the time away from work as |
| held accountable. As for the responsibilities | | | | management approved. Addressing employee |
| pertaining to the position, these should be | | | | issues by documenting and communicating them is |
| presented in writing to ensure that both parties | | | | essential to fighting unemployment claims. |
| understand each other. If your company is | | | | Fighting unemployment claims does not have to |
| operating without an employee handbook, | | | | be painful. Arizona PEO companies recommend |
| employing an Arizona Human Resources | | | | fighting claims with documentation and protecting |
| outsourcing firm should be given strong | | | | your unemployment experience rating with |
| consideration. | | | | effective employee management. Practicing |
| Now that the new employee has been given the | | | | consistent employee management, particularly as |
| 'rules' of employment, it will be easy for a | | | | it relates to documenting employee issues, |
| manager to identify any noncompliance. Once an | | | | relieves the sting of that little blue and white |
| issue is identified, a manager must 1) confront the | | | | envelope. |
| employee, 2) outline the infraction, 3) explain the | | | | |