“Ban the Box” Movement Grows as Ohio Joins In

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Ban the Box

Criminal history & hiring: it’s complicated.

When asked what factors would negatively impact an organization’s hiring decision for a potential candidate, ERC’s research indicates that “the conviction of a crime directly related to the position” is number one. Even at 77%, this number is hardly surprising.

Certainly any employer feels obligated to take every precaution to both keep their staff and clients safe as well as build a strong workforce they can trust.

So, should an employer be faced with a hiring decision for an applicant whose criminal history calls into question their ability to perform their job duties appropriately, some hesitance about moving ahead with the hire is to be expected.
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New Benefits for ERC Members from Partner, Ultimate Software

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ERC proudly announces our newest Preferred Partner, Ultimate Software. Organizations who are ERC Members will receive a 10% savings off implementation fees for their UltiPro Human Capital Management System. This includes:

  • Payroll Administration, Tax Management and Compliance
  • Benefits Administration, Open Enrollment and Life Events
  • Talent Management
  • Reporting, Workforce Analytics, and Business Intelligence Tools
  • Time, Attendance, and Scheduling
  • Recruiting & Onboarding
  • Global services, and more!

Human Capital Management and Payroll Solutions

Members save 10% off implementation fees of payroll solutions.

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4 Types of Social Styles: How They Create a Versatile Workplace

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4 Types of Social Styles: How They Create a Versatile Workplace

The Social Style Model (TRACOM Group) is an interpersonal skills effectiveness model that designates patterns of behavior in the workplace. Organizations and training professionals can utilize the model to demonstrate how others perceive a person’s behavior, and to improve individuals’ relationship-building performance by being aware of the unique social styles of those around them.

This model is based on two behavioral dimensions:

1. Assertiveness is the degree to which an individual asks questions versus makes statements. Those low on the assertiveness scale tend to make requests (more asking), while others higher on the assertiveness spectrum make demands (more telling).

2. Responsiveness refers to how individuals express emotions. People low on the responsiveness scale tend to exert high self-control over their emotional displays, and those high on the responsiveness spectrum are more emotionally expressive.  

The combination of these two dimensions forms the four types of Social Style.

The 4 Social Styles explained:

  1. Amiable individuals prefer to ask questions rather than give orders, and feel at ease expressing their emotions.
  2. Analytical individuals control their emotions to a high degree and also prefer to inquire rather than make demands.
  3. Driving individuals display high emotional control and are highly assertive, so they are comfortable with giving orders.
  4. Expressive individuals feel comfortable expressing their emotions and are also highly assertive.

There is no “best” social style, because each style has both positive and negative characteristics.

Why do Social Styles matter? The role of versatility

Recognition of Social Style has many benefits, as being able to identify others’ social preferences allows you to be more versatile in the workplace. Awareness of Social Style can enhance several dimensions that are crucial to success at work, including teamwork, conflict management, communications, sales performance, and leadership performance. For example, managers with higher versatility perform better at leading teams, coaching others, and are more likely to be promoted.

Understanding the social styles of your coworkers and leaders helps you modify your behavior and respond to others in appropriate ways based on their unique style. This can lead to more effective interactions in any social setting, particularly in the workplace.

ERC provides SOCIAL STYLE training that improves skills & improves performance.

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Employer's Guide to Supporting Women's Role in the Workplace

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providing support in the workplace women's role in the workplace benefits of women in the workplace An Employer's Guide to Supporting Leadership Initiatives

According to a McKinsey & Company research report, 40% of women (compared to 11% of men) in 2016 report feeling that their gender is inhibiting their career success. However, the gender disparity in the workplace exists even beyond individual perceptions. For example, in the same report, women were found to be 15% less likely to advance across organizational levels. The growing body of research on gender inequality points to a very real disparity in workplace opportunities and outcomes between men and women.

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Executive HR Women Gather at ERC

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Executive HR Women Gather at ERC

In 2016 ERC hosted the Executive HR Women’s Network for a program on Personal Branding. Over 30 executive-level HR women gathered for networking and interactive dialogue facilitated by ERC. Celebrating their 10th year, the Network was founded by Carmella Calta and SueAnn Naso of Staffing Solutions. The network gathers several times annually to promote professional development, address relevant HR issues and topics, and offer opportunities to network with other women in HR.

For additional information about the Executive HR Women's Network events, visit their website.