A Practical Guide to Human Resources Management
Language: English
Published by iUniverse, 2012
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KlappentextrnrnLeading people in today s complex world is challenging. There are regulations, unions, lawyers, and more to deal with on a daily basis.nWritten by a longtime human resources consultant, this guidebook helps you develop your leader.
Seller Inventory # 447868534
- Title
- A Practical Guide to Human Resources Management
- Author
- Stinson Sphr Gphr Ccp, Grp Cbp Jeff
- Publisher
- iUniverse
- Publication year
- 2012
- Condition
- New
- Binding
- Kartoniert / Broschiert
- Language
- English
- ISBN 10
- 1469760835
- ISBN 13
- 9781469760834
"Synopsis" may belong to another edition of this title.
Excerpt. © Reprinted by permission. All rights reserved.
a Practical Guide to HUMAN RESOURCES MANAGEMENT
By JEFF STINSONiUniverse, Inc.
Copyright © 2012 Jeff Stinson, SPHR, GPHR, CCP, GRP, CBPAll right reserved.
ISBN: 978-1-4697-6083-4
Chapter One
How to Hire ThemI was enjoying a perfectly lovely Monday morning when I received a phone call from a customer who was having a very bad day. One of his employees was going on a hunger strike over the way the organization treated its African American clients and did not intend to eat again until they were treated better. I'll admit, my initial thought was, Wait a month or so, and the problem will go away. This employee's complaint was without merit — my customer greatly respects everyone regardless of race, gender, national origin, etc. I'll go into it in more detail about this story in Chapter 6, but for now let's just say it cost a whole lot of money and time and confirmed once again in my mind the importance of making the right hire.
Most of us who have experience with hiring people understand that there is more to finding the right person than placing a newspaper ad (well, Internet these days), conducting an interview, making an offer, and hoping for the best. To hire successfully, you need to follow a process like this one:
1. Decide what skills the employee will need to be successful.
2. Write those skills down so you can refer to them later.
3. Recruit for the position in places where the right people hang out.
4. Test and/or interview candidates for the skills you need.
5. Make them an offer they can't refuse.
Let's look at these individually.
Decide What Skills the Employee Will Need to Be Successful
The technical name for this process is "job analysis." I have been amazed over the years by the number of leaders who have come to me and instructed me to find the "perfect" person with no idea what the perfect person looks like. So what do you need to know? Check out the following information form.
While this amount of information may look a little daunting, when finished, you have the information you need for the next step.
Write Those Skills Down So You Can Refer to Them Later
Again, as with most things, this has a technical name: "position profile." When finished, this will serve as a document you can use to recruit — or, if you prefer, turn over to someone else to recruit for you. Here is an example of a Position Profile for a senior administrative assistant.
POSITION PROFILE
Position Title:
Senior Administrative Assistant
Reports to:
Chief Executive Officer/President
Basic Function:
Provides administrative support to the CEO/president, including telephone support, scheduling, and communication with other departments, divisions, and companies; travel arrangements; and presentation preparation. The senior administrative assistant will also support the Real Estate, Finance and Energy divisions.
Compensation:
Target salary of $45,000 + potential bonus to be determined.
Education and Experience:
Two years of college or equivalent, with a minimum of five years of experience supporting senior leadership. Excellent English, grammar, and oral/written communication skills are a must. Excellent PC skills are also required. Must be able to work in a hectic environment with constant priority changes and adjust to various personality types.
Duties and Responsibilities:
• Ensures that all work is completed effectively; monitors the progress of work against schedules and budgets; maintains high performance standard; works effectively by using a highly collaborative style.
• Meets customer needs by developing and maintaining effective relationships with both internal and external customers and by promoting a customer-service orientation within the organization.
• Fosters relationships and a positive climate to build effective teams that are committed to organizational goals and initiatives; demonstrates flexibility in approach; is a team player.
• Creates an atmosphere in which timely information flows smoothly both upward and downward through the organization; possesses exceptional communication skills.
• Supports, manages, and initiates change within the organization, taking steps to remove barriers or to accelerate the pace.
• Actively pursues learning and self-development to enhance personal, professional, and business growth; shares learning experiences.
• Coordinates travel for the department; maintains appropriate records.
• Purchases and maintains office materials within agreed limits.
• Sorts and routes incoming and outgoing departmental mail.
• Answers telephone and gives information to callers or routes call to appropriate person; places outgoing calls, such as conference calls, if requested.
• Greets visitors, ascertains nature of business, and conducts visitors to the appropriate person.
• Reviews and gains proper approval for expense reports before going to Accounting.
• Issues check requests for department invoices (conference calls, rental cars, hotels, tradeshows, etc.).
• Schedules conference calls.
Recruit for the Position in Places Where the Right People Hang Out
I have always believed that hiring people is both an art and a science. Recruiting, however, is pure art. Many people immediately place an ad on Monster, Craigslist, or a host of other Internet job boards, and then sit back and hope for the best. Unfortunately, job boards only account for about 40 percent of all positions hired. What is the number-one source? Referrals and networking! (Source: http://jobsearch.about.com/cs/networking/a/networking. htm.)
Now, I am not suggesting you ignore such sites as:
• Linked In
• YAHOO! Hot Jobs
• JobCentral.com
• College Recruiter
• CareerBuilder.com
• Monster.com
• JobFox.com
• Indeed.com
• Simplyhired.com
• Jobing.com
• Net-Temps.com
Rather, I am suggesting that you need to pull out your Rolodex ... oops, sorry, I dated myself, your Outlook contacts and start contacting people you know. For example, for the Position Profile above, I might call other CEOs, executives, and business associates, and let my Facebook and LinkedIn friends know what I'm looking for in a new hire. Keep at it, and I think you will be surprised by the results.
There are a number of other resources that can also be used to locate the right person. These include:
• Recruiters
• Temporary agencies
• Professional trade associations
• High schools, junior colleges, trade techs, and universities
• Job fairs
• Open houses
• Employee referrals
• Newspaper ads
• Government resources
• Internet database searches
Each of these sources has specific advantages and disadvantages.
Test and Interview Candidates for the Skills You Need
Once your recruiting efforts have paid off, it is time to find out if this candidate is really "the one." There are a number of ways of doing this, including paper and pencil tests, psychological profiling, and a host of skill evaluations. While many of these are excellent tools I would caution you that the federal government developed rules in the late 1970s making these kinds of tests subject to validation requirements. A discussion of validation is beyond the scope of this book so if you are interested check out the requirements in the Uniform Employee Selection Guidelines on Selection published by the Equal Employment Opportunity Commission in 1978.
Most of us skip all of this stuff and get right down to the interview. Interviews are more than a series of standardized questions. They need to be well planned out, with questions specifically developed to get an understanding of whether the candidate has the right skill set for the job and is a good fit for the company.
Next, the interviewer will need to be able to analyze the candidate's answers without bias and come up with an ultimate decision and/or recommendation to proceed with an offer to hire. When interviewing is done correctly, the employment interview is a powerful tool in hiring the right person. Here's a model of interviewing you might consider.
Establish Selection Criteria
When planning for an interview, it's important to consider the following pre-interview points:
1. Review the Position Profile you've prepared.
2. List some of the projects you expect the candidate to complete in the first six months. This allows you to ask questions to see if the candidate has completed such projects in the past.
3. Identify criteria on which the final selection will be made, based on the Position Profile.
4. Decide what personal attributes the candidate will need.
5. Identify the "gotta haves" and "nice to haves" that determine the right fit for this candidate. A "nice to have" is something that you would love to see the applicant possess but is not critical to their success, for example, "Coordinates travel for the department; maintains appropriate records." A "gotta have" is something that the applicant must have or they will fail. I would identify three to five such items so you can concentrate on these in the interview. For example, with our senior administrative assistant, these were our three "gotta haves":
a. Excellent English grammar and oral/written communication skills.
b. Ability to work in a hectic environment with constant priority changes and adjust to various personality types.
c. Skill at meeting customer needs by developing and maintaining effective relationships with both internal and external customers and by promoting a customer service orientation within the organization.
Remember, a candidate must possess all of the "gotta haves" to succeed on the job. Unlike baseball, one out of three does not put you in the Hall of Fame.
I would also strongly recommend using the behavioral interview approach. Anyone can identify whether candidates have the skills needed to perform the essential functions of the job by reviewing his or her resume and comparing it to the job description. In my experience, I've come to the understanding that many hiring managers don't have the time or the training needed to conduct a thorough behavior-based interview to assess whether the candidate is really qualified for the job. Behavioral interviews are key to the interview process because they are designed to have the applicant take you through a situation they've experienced in the past, describe it, and then analyze it. Focus on some of these key areas.
Blast from the Past
Dr. Paul Green, a noted industrial psychologist, suggests spending your time learning what the candidate has done in the past. Research has shown that the past is the best predictor of the future. This may not always be true, but it is a much better predictor than hypothetical questions concerning what the applicant might do. So you might ask a candidate for senior administrative assistant, "Tell me about a time when you were faced with a very hectic environment. How did you meet your supervisor's priorities?"
Clear and Present Danger
Have candidates discuss what they are currently working on and their current challenges and barriers. How about this one: "Tell me about a time when you needed to provide excellent customer service."
Back to the Future
It's important for you to spend time understanding the candidate's short-term and long-term goals. Discussing future goals and objectives and seeing how they align with the job you're offering can indicate whether they'll be fulfilled and challenged.
Before we move any further let's take a look at some basic dos and don'ts of interviewing. First, some dos:
1. Do give yourself a sufficient amount of time; you shouldn't rush the process.
2. Do create the right atmosphere. Remember to treat others as you would like them to treat you. I once had an interview with a company that shall remain nameless, and the interviewer was eating a sandwich throughout the interview. That might have been okay, but he didn't offer me any.
3. Do establish an easy and informal relationship. People open up more if they feel at ease.
4. Do cover the ground planned and don't allow the interviewee to take control.
5. Do aanalyze strengths, weaknesses, and areas of interest.
6. Do ask open-ended questions. Simple yes and no questions don't really tell you much.
7. Do make judgments on the basis of fact, and try to eliminate the "gut feeling."
8. Do keep control over content and time.
And some don'ts:
1. Don't attempt too many interviews in a row. This can be a tiring experience, and the applicants will begin to run together and look alike.
2. Don't decide too quickly. Do you make the hiring decision in the first five minutes? Research from the Society of Human Resources Management shows that many people do.
3. Don't ask multiple or leading questions. One question at a time is less confusing for everyone. Avoid saying something like, "Tell me about a time when you had multiple tasks to complete, who gave you the assignment, when was it due, how did you get it done and what did the boss think?" Yikes! Who could remember all of this?
4. Don't pay too much attention to isolated areas. (More on this later.)
5. Don't allow candidates to gloss over important facts. Drill down if you need to, and don't accept stock answers. (More on this later.)
6. Don't talk too much or allow candidate to ramble on. Use the 80/20 rule: the candidate talks 80 percent of the time.
7. Don't allow prejudices/biases to influence the process.
Gather Evidence
Now it is time to conduct the actual interview. To me, interviewing is like anything else you do, and it is better if structured. I would suggest the following sequence; it assumes a sixty-minute interview, but can be adapted to any length.
The Opening (5 Minutes)
The purpose of the opening is to put the applicant at ease, explain the interview process, and answer any general questions. Remember, candidates who are comfortable will provide much more information than those who are not. General chitchat is fine, but be sure to tell the individual what to expect for the next fifty-five minutes.
Candidate Discussion (25 minutes)
This is an opportunity for candidates to provide their background in their own words and without interruption. Some of you may use the "tell me about yourself" technique, but I would suggest something a bit more structured, such as: "If you could, please take me back to high school and take twenty to thirty minutes to tell me about where you have worked, your school experience, and anything else you think I should know about you." Why high school? This is generally the beginning of adulthood and is a place in time that is generally the same for most people. It is a good spot for candidates to begin their journey. Your job is to sit back and listen. Here is where the 80/20 rule really pays off. What will you learn from this question?
• Things that are important enough to the candidate to tell you about
• Reasons for leaving jobs (if they don't tell you, be sure to make a note to ask later)
• Things they did at their previous employment
• Sequence of employment (does it match the resume?)
• Detail orientation. Do they accomplish this discussion of their work history in five minutes? If so, how detailed do you think they are? It may or may not matter, because a detail orientation may or may not be a "gotta have." On the other hand, after ten minutes, are they still discussing their college experience?
• Likes and dislikes about their college experience, jobs, bosses, co-workers etc.
There is quite a bit you have learned so far, now on to the next step.
Questions (20 Minutes)
In this section, ask the candidate the various "gotta have" and "nice to have" questions you have prepared. The nice thing about this sequence is that should you decide after this step that this is the wrong candidate, skip this step and move on to the discussion of the job. This is also the time to ask questions that were generated by the candidate's discussion. For example, did they tell you why they want to leave their current employment? If not, ask them! Was there something about their relationship with a previous boss that bothers you? If so, ask them! Was there an answer that didn't make sense? Clarify it!
The Job/Sale (5-10 Minutes)
Now is the time to decide if this is someone you are serious about hiring. If not, tell them a bit about the job and the company, describe what happens next, and move on. If you are interested, here is your opportunity to "sell" the job, the company, and everything associated with the opportunity. Remember, even in a difficult economy, excellent candidates always have options.
Remember, interviewing is really gathering evidence to make a rational decision. Here are some other hints.
(Continues...)
Excerpted from a Practical Guide to HUMAN RESOURCES MANAGEMENTby JEFF STINSON Copyright © 2012 by Jeff Stinson, SPHR, GPHR, CCP, GRP, CBP. Excerpted by permission of iUniverse, Inc.. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
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Seller's business information
Moluna GmbH
Engberdingdamm 27
Greven, Germany 48268
Terms of sale
Instructions for revocation/
Standard Business Terms and customer information/ data protection declaration
Revocation right for consumers
(A ‘consumer’ is any natural person who concludes a legal transaction which, to an overwhelming extent, cannot be attributed to either his commercial or independent professional activities.)
Instructions for revocation
Revocation right
You have the right to revoke this contract within one month without specifying any reasons.
The revocation period is one month with effect from the day,
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on which you or a third party nominated by you, which is not the carrier, had taken possession of the products, provided you had ordered one or more products within the scope of a standard order and this/these product/products is/are delivered uniformly;
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on which you or a third party nominated by you, which is not the carrier, had taken possession of the last product, provided you had ordered several products within the scope of a standard order and these products are delivered separately;
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on which you or a third party nominated by you, which is not the carrier, had taken possession of the last part delivery or the last unit, provided you had ordered a product, which is delivered in several part deliveries or units;
In order to exercise your revocation right, you must inform us (Moluna GmbH, Engberdingdamm 27, 48268 Greven, Telephone number: 02571/5 69 89 33, Fax number: 02571/5 69 89 30, E-Mail address: abe@moluna.de) of your decision to revoke this contract by means of a clear declaration (e.g. a letter sent via post, fax or email). You can use the enclosed specimen revocation form for this, which however is not mandatory.
In order to safeguard the revocation period, it is sufficient that you send the notification about the exercise of the revocation right before the expiry of the revocation period.
Consequences of the revocation
If you revoke this contract, we shall repay all the payments, which we received from you, including the delivery costs (with the exception of additional costs, which arise from that fact that you selected a form of delivery other than the most reasonable standard delivery offered by us), immediately and at the latest within 14 days from the day on which we received the notification about the revocation of this contract from you. We use the same means of payment, which you had originally used during the original transaction, for this repayment unless expressly agreed otherwise with you; you will not be charged any fees owing to this repayment.
We can refuse the repayment until the products are returned to us or until you have furnished evidence that you have sent the products back to us, depending on whichever is earlier.
You must return or transfer the products to us immediately and, in any case, at the latest within 14 days with effect from the day on which you inform us of the revocation of this contract. The deadline is maintained if you send the products before the expiry of the 14 day deadline.
You bear the direct costs for returning the products.
You must pay for any depreciation of the products only if this depreciation can be attributed to any handling with you that was not necessary for checking the condition, features and functionality of the products.
Criteria for exclusion or expiry
The revocation right is not available for contracts
for delivery of products, which are not prefabricated and for whose manufacturing an individual selection or stipulation by the consumer is important or which are clearly tailored to the personal requirements of the consumer;
for delivery of products, which can spoil quickly or whose use-by date would be exceeded quickly;
for delivery of alcoholic drinks, whose price was agreed at the time of concluding the contract, which however can be delivered 30 days after the conclusion of the contract at the earliest and whose current value depends on the fluctuations in the market, on which the entrepreneur has no influence;
for delivery of newspapers, periodicals or magazines with the exception of subscription contracts.
The revocation right expires prematurely in case of contracts
for delivery of sealed products, which are not suitable for return for reasons of health protection or hygiene if their seal has been removed after the delivery;
for delivery of products if they have been mixed inseparably with other goods after the delivery, owing to their condition;
for delivery of sound or video recording or computer software in a sealed package if the seal has been removed after the delivery.
Specimen - revocation form
(If you wish to revoke the contract, please fill up this form and send it back to us.)
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To Moluna GmbH, Münsterstr. 105, 48268 Greven, Fax number: 02571/5 69 89 30, Email address: abe@moluna.de :
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I/we () herewith revoke the contract concluded by me/ us () regarding the purchase of the following products ()/
the provision of the following service () -
Ordered on ()/ received on ()
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Name of the consumer(s)
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Address of the consumer(s)
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Signature of the consumer(s) (only in case of a notification on paper)
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Date
(*) Cross out the incorrect option.
Standard Business Terms and customer information / data protection declaration
I. Standard business terms
§ 1 Basic provisions
(1) The following terms and conditions of business apply for all contracts concluded with us as the supplier (Moluna GmbH) via the websites AbeBooks and/or ZVAB. Unless otherwise agreed, the inclusion of your own terms and conditions is explicitly rejected.
(2) A ‘consumer’ in the sense of the following regulations is every natural person who concludes a legal transaction which, to an overwhelming extent, cannot be attributed to either his commercial or independent professional activities. The term ‘businessman’ refers to every natural person, legal person or legally responsible partnership that concludes a legal transaction in pursuance of his/its independent professional or commercial activity.
§ 2 Conclusion of the contract
(1) The subject-matter of the contract is the selling of products .
(2) If an article is placed by us with AbeBooks or ZVAB, the activation of the page on AbeBooks or ZVAB shall involve the binding offer to conclude a contract under the terms and conditions contained in the article page.
(3) The contract shall become effective via the online shopping cart system as follows:
The products intended for purchase are moved to the "shopping cart". You can select the "Shopping Cart" using the appropriate buttons on the navigation bar and make changes there at any time.
After calling up the “Checkout” page and entering the required personal data and payment and shipping conditions, all order information is then displayed again on the order summary page.
Before submitting the order, you have the ability once more to review or change any information here (you may also use the "back" button on the Internet browser), or to cancel the purchase.
By clicking the “Buy now” button to submit the order, you declare your legally binding acceptance of the order which makes the contract effective.
(4) The execution of the order and the sending of all the details necessitated by the conclusion of the contract take place via e-mail, in a partially-automated manner. Consequently, you have to ensure that the e-mail address that you have deposited with us is the correct one, and that the receipt of the respective e-mails is guaranteed. In particular, you have to ensure that the respective e-mails are not blocked by a SPAM filter.
§ 3 Right of retention, reservation of proprietary rights
(1) You can only exercise a right of retention if the situation in question involves claims arising from the same contractual relationship.
(2) The goods remain our property until the purchase price is paid in full.
(3) If you are a businessman, the following conditions also apply:
a) We retain ownership of the goods until all the claims arising from the ongoing business relationship have been settled in full. The goods subject to retention of title may not be pledged or transferred by way of security before ownership of the said goods changes hands.
b) You can re-sell the goods within the framework of an orderly transaction. In this regard, you hereby cede all the claims amounting to the magnitude of the billing amount that accrue to you as a result of the re-selling operation to us, and we accept the cession. Furthermore, you are authorised to collect the claim in question. However, insofar as you do not discharge your payment obligations in an orderly fashion, we reserve the right to collect the claim ourselves.
c) In a situation involving the combination and amalgamation of the goods subject to retention of title, we acquire co-ownership of the newly-formed item. This co-ownership corresponds to the ratio that exists between the invoice value of the goods subject to retention of title and the other processed items at the time of processing.
d) If you make a request of this nature, we shall be obligated to release the securities that are due to us, to the extent that the realisable value of our securities exceeds the claim to be secured by more than 10%. We are responsible for selecting the securities to be released.
§ 4 Warranty
(1) The statutory warranty rights are applicable.
(2) As a consumer, you are requested to promptly check the product for completeness, visible defects and transport damage as soon as it is delivered, and promptly disclose your complaints to us and the shipping company in writing. Even if you do not comply with this request, it shall have no effect on your legal warranty claims.
(3) If a characteristic of the goods deviates from the objective requirements, the deviation shall only be deemed to be agreed if you were informed of the same by us before submitting the contractual declaration and the deviation was expressly and separately agreed between the contracting parties.
(4)
Insofar as you are an entrepreneur, the following shall apply in deviation from the above warranty provisions:
a) Only our own specifications and the manufacturer's product description shall be deemed agreed as the quality of the goods, but not other advertising, public promotions and statements by the manufacturer.
b) In the event of defects, we shall, at our discretion, provide warranty by rectification of the defect or subsequent delivery. If the rectification of defects fails, you may, at your option, demand a reduction in price or withdraw from the contract. The rectification of defects shall be deemed to have failed after a second unsuccessful attempt, unless the nature of the goods or the defect or other circumstances indicate otherwise. In the event of rectification of defects, we shall not be obliged to bear the increased costs arising from the transport of the goods to a place other than the place of performance, unless such transport is in accordance with the intended use of the goods.
c) The warranty period shall be one year from delivery of the goods. The shortening of the period shall not apply
- for culpable damage attributable to us arising from injury to life, limb or health and for other damage caused intentionally or by gross negligence;
- insofar as we have fraudulently concealed the defect or have assumed a guarantee for the quality of the item;
- in the case of items which have been used for a building in accordance with their customary use and have caused its defectiveness;
- in the case of statutory rights of recourse that you may assert against us in connection with rights arising from defects.
§ 5 Choice of law, place of fulfilment, jurisdiction
(1) German law shall apply. This choice of law only applies to customers if it does not result in the revocation of the protection guaranteed by the mandatory provisions of the law of the country in which the respective customer’s usual place of residence is located (benefit-of-the-doubt principle).
(2) If you are not a consumer, but a businessman, a legal entity under public law or an institutional fund governed by public law, our place of business is the place of jurisdiction as well as the place of fulfilment for all services that follow from the business relationships that exist with us. The same condition applies to situations in which you are not associated with a general place of jurisdiction in Germany or the EU, as well as situations in which the place of residence or the usual place of residence is not known at the time of commencement of proceedings. This has no bearing on the capacity to call upon the court associated with another place of jurisdiction.
(3) The provisions of the UN Convention on Contracts for the International Sale of Goods are explicitly inapplicable.
II. Customer information
- Identity of the seller
Moluna GmbH
Engberdingdamm 27
48268 Greven
Germany
Telephone: 02571/5698933
E-Mail: abe@moluna.de
- Information regarding the conclusion of the contract
The technical steps associated with the conclusion of the contract, the contract conclusion itself and the correction options are executed in accordance to the regulations "conclusion of the contract" in our standard business terms (part I.).
- Contractual language, saving the text of the contract
3.1 Contract language shall be English.
3.2 The complete text of the contract is not saved with us. Before the order is sent, the contract data can be printed out or electronically saved using the browser’s print function. After the order is received by us, the order data, the legally-mandated details related to distance selling contracts and the standard business terms are re-sent to you via e-mail.
- Main features of the product or service
The key features of the goods and/or services can be found in the respective quote.
- Prices and payment arrangements
5.1 The prices mentioned in the respective offers represent total prices, as do the shipping costs. They include all the price components, including all the incidental taxes.
5.2 The dispatch costs that are incurred are not included in the purchase price. They can be viewed by clicking the appropriate button on our website or in the respective quote, are shown separately over the course of the order transaction and must additionally be borne by you, insofar as free delivery is not confirmed.
5.3 The payment methods that are available to you are shown by clicking the appropriate button on our website or are disclosed in the respective quote.
5.4 Unless otherwise specified for the respective payment methods, the payment claims arising from the contract that has been concluded become payable immediately.
- Delivery conditions
6.1 The delivery conditions, delivery date and existing supply restrictions, if applicable, can be found by clicking the appropriate button on our website or in the respective quote.
Unless a different period is specified in the item description or our delivery conditions, the goods are delivered within 3-5 days after the conclusion of the contract (in case an advance payment has been agreed upon, after the payment authorisation).
6.2 If you are a consumer, the following is statutorily regulated: The risk of the sold item accidentally being destroyed or degraded during shipping only passes over to you when the item in question is delivered, regardless of whether or not the shipping operation is insured. This condition does not apply if you have independently commissioned a transport company that has not been specified by us or a person who has otherwise been appointed to execute the shipping operation.
If you are a businessman, the delivery and shipping operations take place at your own risk.
- Statutory warranty right
Liability for defects is governed by the “Warranty” provisions in our General Terms and Conditions of Business (Part I).
last update: 01.01.2022
Data protection declaration
Unless stated otherwise below, the provision of your personal data is neither legally nor contractually obligatory, nor required for conclusion of a contract. You are not obliged to provide your data. Not providing it will have no consequences. This only applies as long as the processing procedures below do not state otherwise.
“Personal data” is any information relating to an identified or identifiable natural person.
Responsible person
Contact us at any time. The contact details of the person responsible for data processing can be found in our legal notice.
Collection, processing, and transfer of personal data in orders
When you submit an order we only collect and use your personal data insofar as this is necessary for the fulfilment and handling of your order as well as processing of your queries. The provision of data is necessary for conclusion of a contract. Failure to provide it will prevent the conclusion of any contract. The processing will occur on the basis of Article 6(1) b) GDPR and is required for the fulfilment of a contract with you.
Your data is transferred here for example to the shipping companies and dropshipping providers, payment service providers, service providers for handling the order and IT service providers that you have selected. We will comply strictly with legal requirements in every case. The scope of data transmission is restricted to a minimum.
Duration of storage
After contractual processing has been completed, the data is initially stored for the duration of the warranty period, then in accordance with the retention periods prescribed by law, especially tax and commercial law, and then deleted after the period has elapsed, unless you have agreed to further processing and use.
Rights of the affected person
If the legal requirements are fulfilled, you have the following rights according to art. 15 to 20 GDPR: Right to information, correction, deletion, restriction of processing, data portability. You also have a right of objection against processing based on art. 6 (1) GDPR, and to processing for the purposes of direct marketing, according to art. 21 (1) GDPR.
Right to complain to the regulatory authority
You have the right to complain to the regulatory authority according to art. 77 GDPR if you believe that your data is not being processed legally.
Right to object
If the data processing outlined here is based on our legitimate interests in accordance with Article 6(1)f) GDPR, you have the right for reasons arising from your particular situation to object at any time to the processing of your data with future effect.
If the objection is successful, we will no longer process the personal data, unless we can demonstrate compelling legitimate grounds for the processing that outweigh your interests or rights and freedoms, or the processing is intended for the assertion, exercise or defence of legal claims.
last update: 10.01.2022