Human Resources Management


Curriculum Guideline Two

For court leaders to manage and improve Human Resources, they must understand the fundamentals.  The fundamentals begin with job analysis to understand court jobs and duties, required competencies, and specific job environments.  Identifying, attracting and recruiting, and selecting good applicants for court positions, and compensating, developing, and retaining them are critical Human Resources fundamentals.  Compensation refers, at a minimum, to the many forms of financial rewards and other benefits. Compensation flows from performance management, which includes but is more than performance appraisal. Employee relations and legal requirements are crucial.  Are court employees representative of the community?  Human Resources fundamentals are known to and skillfully managed by effective judicial leadership teams.

Knowledge, Skills and Abilities

  • Ability to attract, develop, motivate, and retain competent court employees;

  • Ability to develop and to update Human Resources policies and regulations for the judicial branch;

  • Knowledge of Title VII of the Civil Rights Act of 1964; applicable affirmative action obligations; Fair Labor Standards Act; Family and Medical Leave Act; workplace injury and Workers Compensation laws, rules, and regulations; and other laws, rules, and regulations covering medical absences, other federal and state employment laws, sexual harassment, workplace privacy, grievances, discipline, at-will employment, and civil service legal issues;

  • Knowledge of American with Disabilities Act and needed accommodations for court employees and the public; 

  • Skill in Human Resources planning that comprehends community demographics and trends and anticipates future needs;

  • Knowledge of job analyses, the drafting of job descriptions, and skill in overseeing their use;

  • Ability to analyze the labor market, i.e. the area from which court employees can reasonably be recruited, and how to recruit and hire staff that are reflective of the community;

  • Ability to oversee recruitment and to manage the recruitment process, including yield ratios;

  • Ability to utilize appropriate selection methods, including interviews and assessment centers;

  • Skill in overseeing orientation processes for newly hired employees, including the purposes and responsibilities of courts, specific court values, and court structure;

  • Ability to oversee position classification and compensation through job evaluation that ensures internal equity;

  • Ability to oversee data gathering about compensation of employees outside the court that ensures external equity;

  • Knowledge of direct pay methods and trends, including base pay, merit pay, incentives, and cost-of-living adjustments;

  • Knowledge of indirect compensation components, including protection programs (e.g. pensions, health insurance, life insurance, disability insurance), pay for time not worked on the job (e.g. breaks, meal time), pay for time not worked off the job (e.g. vacations, holidays, leaves), and perquisites (e.g. on-site day care, attractive work place);

  • Knowledge of alternative workplace arrangements such as telecommuting and flex scheduling and their use in courts;

  • Knowledge of employee performance appraisal and performance management methods;

  • Knowledge of how to define jobs,  set performance expectations, and  relate them to court and departmental goals and objectives;

  • Skill in overseeing performance monitoring and evaluation to identify organizational problems and to develop solutions to those problems;

  • Skill in overseeing evaluation of individual performance, reviews, and feedback;

  • Knowledge of the principles and methods for documenting performance and behavior problems and personnel actions;

  • Knowledge of how and when to counsel, discipline, transfer, and terminate problem court employees;

  • Skill in overseeing succession planning;

  • Skill in overseeing, when necessary, court workforce reduction using proper processes;

  • Knowledge of principles of labor relations, including management rights, past practices, discipline in a unionized environment, and contract administration;

  • Skill in negotiating contracts;

  • Knowledge of alternative ways of resolving ”impasses” in labor negotiations;

  • Knowledge of the purposes of employee wellness programs and how to oversee the creation and implementation of these programs in court settings;

  • Knowledge of private sector Human Resource products that relate to all of the above including testing, other software, and outsourcing Human Resource services.

View the Summary of Human Resources Management Curriculum Guidelines or click on each of the four Curriculum Guidelines to see the associated Knowledge, Skills and Abilities:

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