Margaret, thanks for posting this.  I've brought this issue up here at
my work and  was hoping SHRM would weigh in on this.

However, this seems like a very generalized statement to me.  The first
question I would ask is longer than what?  And based on what?  If your
current schedule meets the requirements of the Ledbetter Act why keep it
longer?   The rest of the article was a great plug for records
managers!!

Brian Starck, CRM
Document Control Manager


-----Original Message-----
From: Records Management Program [mailto:[log in to unmask]] On
Behalf Of deMarteleire, Margaret
Sent: Friday, February 20, 2009 8:18 AM
To: [log in to unmask]
Subject: Record Retention and the Lily Ledbetter Act

Courtesy of the SHRM Newsletter and in response to several questions
recently:

Better Recordkeeping

The most obvious thing HR needs to immediately turn its attention to is
recordkeeping. Dianna Johnston, EEOC assistant legal counsel, told SHRM
Online Feb. 9 that employers should keep records longer as a result of
the Ledbetter Act not only for "pay decisions but performance appraisals
that affect pay and job classification decisions." 

"Proper documentation is critical on a go-forward basis," agreed Lane
Transou, SPHR, manager of benefits and compensation for Parker Drilling
in Houston and a member of the Society for Human Resource Management
Total Rewards/Compensation and Benefits Special Expertise Panel. "All
companies need to look at record and retention schedules," she said,
noting that recordkeeping challenges will be even greater for those
companies entering mergers and acquisitions (M&As). Transou said that
fair compensation practices typically aren't a part of due diligence
when M&As are considered, but now "probably will have to be."

Proper documentation should include "a well-documented communication
compensation philosophy," according to Jennifer Loftus, SPHR, national
director of Astron Solutions in New York and another panel member.
Whether the compensation philosophy is grounded on performance, length
of service or cost-of-living adjustments, Loftus said, if employers
"don't have a compensation philosophy, they should get one now so they
don't have issues."

 

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