Survey Reveals Interesting Differences in How Organizations Select Candidates

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Survey Reveals Interesting Differences in How Organizations Select Candidates

While nearly all (98%) Northeast Ohio organizations conduct interviews as a means of evaluating job candidates for both exempt and non-exempt positions, data from the 2015 ERC Hiring Trends & Practices Survey reveals interesting differences among those that utilize other methods of selection.  

Differences in selection methods for exempt and non-exempt positions

Drug testing, physical exams, and employment knowledge or ability tests are performed more often for candidates applying for non-exempt positions. On the other hand, more employers use reference checks and pre-screening phone interviews for exempt positions. In addition, compared to non-exempt positions, ERC’s research found that 25% more organizations invite candidates applying for exempt positions back for a second interview.
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Does Your Organization Do This When it's Faced With Change?

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Does Your Organization Do This When it's Faced With Change?

Change is inevitable. But it’s how you lead and manage change that makes the difference. Companies that accept and embrace change are healthier, more dynamic, and faster growing than those companies that fear change.

Tom Ault, Director of Technical Training at ERC and Senior Consultant, talks about leading and managing change.

Stop, challenge & choose

When faced with change, we typically put our own negative spin on it, often without knowing all the facts. Our natural tendency is to see change as a threat—our brains are hardwired to be risk averse—rather than seeing the positives.

There are three simple commands that we teach people to consciously think about when dealing with a perceived negative like change.

  1. Stop: When change first occurs, do not automatically turn to a negative response. Instead, stop, and don’t act or decide anything. Mentally disconnect and take a deep breath. Try to center yourself and observe the change that is happening.
  2. Challenge: Now that you had a moment to process instead of react, challenge yourself to find positives in the situation. Ask yourself “What am I telling myself? What evidence do I have that supports or contradicts my interpretation, and what are other possible interpretations?
  3. Choose: Once you have challenged yourself to find the silver lining in the change, ask yourself “What would have been my ideal response?” And “What interpretation would help me produce my ideal response?” Once you choose it, make sure to use it!

Three levels of change

Change in organizations happen at three levels: How you manage yourself, how you relate to others, and how to lead across the organization.

  1. It starts with yourself since it is difficult to lead others through change if you are not committed.
  1. Next is leading others. You have to be able to go by these rules:
  • I can be a role model and encourage people that work in my team on how best to react to change.
  • I have to be sensitive to their reactions and feelings to help them manage through it.
  • Not everyone will react the same way and have the same feelings.

    It is important to get those feelings out in the open; so it's best to address them.
  1. And last, leading across organizations requires understanding that change is an individual choice and needs to happen one person at a time. Communication in various forms and on a regular basis is important if you want people to buy in. There must also be a feedback loop where you actively solicit concerns and roadblocks to change so they can be addressed.

So ask yourself these questions when dealing with these levels of change:




  • How do I deal with change?
  • What messages am I sending?
  • What is my level of involvement?
  • What is the appropriate level of involvement?
  • What help will/do others need?
  • How do I impact others thinking to gain commitment?
  • What am I doing to communicate and encourage debate?
  • Am I engaging others and escalating concerns?
  • How do I lead change across an organization?
  • What methodology can I use to ensure success?
  • How do I ensure feedback loops?
  • How do I ensure resistance is managed?
  • How do I influence all levels in the organization?

Every person within an organization has a roll when it comes to organizational change. In order to have effective change, there must be involvement and action displayed by many within the organization.

Leading and Managing Change

The image above helps to visualize that change occurs along two main paths:  a project management path that focuses on the system or process changes, and a change management path that focuses on the people side of the change.  Many organizations focus on the project path and are then surprised when there is no buy-in from their people.

Organizations that assign these roles and responsibilities to a change initiative will find better success:

Change Management

This group can be made up of one or more change agents who monitor the people side of change by checking for resistance and ensuring the other roles are in alignment and are focused on their roles.

Senior Leader

This group is the top contributor to the overall project success according to Prosci, Inc. benchmarking studies. Senior leaders are one of two preferred senders of messages about change.

The role of this group is to participate actively and visibly throughout the project. They build the needed coalition of sponsorship with peers and other managers. They also communicate the business message about effective change with employees.

Managers & Supervisors

Managers and supervisors are the other preferred sender of messages about change. This group has a unique and well-developed relationship with the employees being impacted by the change.

But what is this group’s role? They communicate the personal messages about the change with their direct reports, conduct group and individual coaching sessions and identify, analyze and manage resistance. They also provide feedback to the appropriate levels in the organization.


This group makes changes to how they do their day-to-day work. Their acceptance and use of the solution determines the success of the project and the ongoing benefit derived from the change.

This group’s role is to seek out information related to the business reasons for change and the personal impact of the change. They provide feedback and reaction to the change and the change management efforts. A key role is for this group to be proactive when dealing with change, rather than being “victims” of a change.

Project Team

This group designs and develops the ‘change’—they are the ones who introduce new processes, systems, tools, job roles and responsibilities. They also provide much of the specific information about the change to the other stakeholders.

This group’s role is to provide timely, accurate and succinct information about the change (or project). They also integrate change management activities into project management plans and activities.

Why do people resist change?

Managers and employees resist change for different reasons.  Managers may fear losing control and authority, comfort with the status quo, have no involvement in solution design, or have an answer for what’s in it for them.

Employees resist change due to lack of awareness, fear of the unknown, lack of job security and sponsorship.

Whatever the reason for resistance, change is inevitable. It’s how you deal with it yourself, with others and with your organization that will depend on if your company will spiral out of control or grow and conquer.

Change Management Training Course

Change Management Training Course

In ERC's Change Management training, participants will learn strategies for helping themselves, as well as others, through change. They will acquire the confidence and skills needed to face change.

Learn More about Change Management

Recruiting and Hiring Practices of Northeast Ohio Employers Revealed

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Recruiting and Hiring Practices of Northeast Ohio Employers Revealed

The 2015 ERC Hiring Trends & Practices Survey, which assesses the responses of 102 Northeast Ohio organizations, shows that well over a half (66%) of local employers are currently not using a formal applicant tracking system in their recruitment and hiring efforts. The most common reason, as cited by 45% of employers, is that their existing internal process is sufficient. In addition, nearly one-fourth of participating organizations also acknowledge a lack of resources as a reason for not implementing a formal applicant tracking system.

For the 34% of local organizations that do utilize this type of system, ADP is most commonly mentioned as a vendor.
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What are the Hardest Positions to Fill in Northeast Ohio?

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A majority of Northeast Ohio organizations are planning to grow their businesses this year. Hiring projections from the 2015 ERC Hiring Trends & Practices Survey show that 84% of participating organizations have already hired one or more employees in 2015, and plan to make additional hires. Only 4% do not plan on hiring any employees this year. The 2015 ERC Hiring Trends and Practices Survey highlights hiring practices of 102 participating employers. 

While business growth is a top priority for these organizations, hiring and retaining top talent is also cited as the biggest challenge faced by NE Ohio employers. Specifically, employers report the following positions as the most challenging to fill:

Top Hard-to-Fill Positions in Northeast Ohio
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The Changing Landscape of Online Recruiting

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The Changing Landscape of Online Recruiting

It’s no secret that the landscape for recruiting has changed dramatically with the rise of social media. In the early stages, recruiters felt they were ‘recruiting’ on social media by simply posting a status update that they were hiring. Then, many social media platforms began selling job postings and targeted display ads. LinkedIn has always sold expanded access to members and their profiles. To further complicate matters, some social sites are now aggregating job listings (similar to Indeed’s model).

Now, aggregator sites like Indeed or Glassdoor, who used to scrape jobs from many job boards and employer sites, are no longer pulling in ‘every’ job to their database. They have moved to a model of aggregating less and selling more direct job listings. The impact is that the best place for a job seeker to find ALL job postings is unclear, and the ability for a hiring company to broadcast a job opening across multi platforms (for free) is no longer guaranteed.
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Determining What is Considered a Serious Medical Health Condition

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Determining What is Considered a Serious Medical Health Condition serious health condition fmla serious medical conditions

Many employers struggle with the question of whether an employee’s request for medical leave is covered under FMLA as a serious medical condition.

The term “serious” is intended to exclude minor ailments, like colds, earaches, flus, and headaches.

However, whether a health condition is serious depends on its origin or effects. For example, a cold is typically not a serious health condition, but it could become one if it leads to pneumonia. The health care provider will make the determination of whether a condition is serious; it is not at the discretion of the employer.

So what counts as a serious health condition—and how can you tell whether an employee qualifies for this type of leave?
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Keeping up with Background Screening

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Keeping up with Background Screening

As a Human Resources professional, it’s highly probable that your organization conducts pre-employment and/or employee background screening or is interested in doing so. According to a 2012 Society for Human Resource Management (SHRM) report, 86 percent of companies conduct some type of criminal background check.

Many ERC members work with our Partner, Corporate Screening for their background needs. Matt Jaye, National Sales Manager at CS, shared some information about the background screening industry, how to select a provider, and how technology has affected the industry.

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How to Determine Who is Covered Under FMLA

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who is covered under fmla

The Family and Medical Leave Act (FMLA) provides certain employees up to 12 workweeks of unpaid, job-protected leave a year. It is also required that health benefits be maintained while the employee is on leave.

However, how do you know if FMLA coverage is an option for your employee? Who is covered under FMLA? We spoke with ERC's HR Help Desk Advisors about the steps to take to decide if your employee would qualify for coverage under FMLA.

Determine if an employee is eligible for FMLA coverage

Here are some guidelines to follow to determine if an employee is eligible for FMLA coverage. And remember, all must apply.

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