Third-party human resource (HR) providers are accustomed to dealing with various levels of need.
“We offer several HR platforms, which range from functioning as the entire HR department for small credit unions to taking over certain HR functions for larger credit unions,” says Eileen Westbrook, executive vice president of business development at CU People, a CUNA Strategic Services alliance provider. “We can tie together into one system various technical functions such as applicant tracking, onboarding, time and attendance solutions, benefits management, and regulatory data collection.”
Some credit unions like to format the HR process their own way, but CU People assists these HR departments with navigating the ever-changing
“CU People advises clients on how to protect their organizations from potential litigation by educating them on employment law changes and consulting on how to practically administer HR laws and principles through day-to-day management of their staff,” says Karen Hinton, vice president of human resources and client services at CU People. “We believe in a personable approach to meet the culture and fit for each organization we work with and don’t try to force a one-size-fits-all approach on every client’s HR needs.
“We coach and train interviewers on dos and don’ts for conducting an interview—including what they can legally ask and what they should avoid asking—to protect their organization from risk. We also remind credit union managers that some candidates, such as a person coming from other financial arenas, might not be familiar with credit union terminology. So, recruiters should learn how to talk the talk of the candidate’s industry while painting an accurate depiction of what the credit union expects of them in their role.”
Once a credit union hires a candidate, “our system continues to collect detailed documentation about that person,” Hinton says. “If you involuntarily terminate somebody who later claims discrimination, do you have enough documentation to prove that you based the decision on nondiscriminatory reasons such as performance concerns, attendance issues, gross misconduct, and nonadherence to company policy and procedures?”
Compliance a factor
Regulatory compliance presents another complicating factor for HR.
“It’s a huge, burdensome factor for credit unions,” Westbrook says. “Requirements are sometimes so complex that we’ve found some credit union HR departments that were struggling to understand the many compliance issues.”
Technology also has had an effect on HR. “All hiring processes can now be done exclusively online,” Westbrook says. “Candidates can fill out an online application, submit their resume and references, select skill sets they’ve acquired, submit their complete educational and professional background, and consent to a background screening—all from the comfort of their own home or while on the go.
“The online process can even quickly determine which candidates don’t fit the credit union’s needs for that particular role, and then communicate that message to the candidates while encouraging them to consider the company for future opportunities.”