A Step-by-Step Guide to On-Boarding New-Hires

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Many organizations struggle to on-board and engage new employees effectively which poses challenges in setting them up for success in their new roles. As a result, we've compiled a step-by-step guide to help you successfully on-board and engage your new-hires.

Step 1: Communicate with the new-hire.

On-going communication with the new-hire is essential for effective on-boarding. The new-hire's immediate supervisor and HR liaison should not only call or email new-hires at least once to answer questions and welcome them prior to their first day, but also send them information such as:
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Using ERC to Hire for a New Position

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Hiring a new employee can be challenging and time-consuming. ERC members have access to resources at every step to make the process efficient and effective:

  1. Writing the Job Description
  2. Determining the Right Compensation
  3. Posting the Job
  4. The Hiring Process
  5. The On-Boarding Process

Writing the Job Description

When creating a job description for a new job, using secondary sources of job information can help you better understand a position and the typical duties a person would perform in that role. ERC members have free access to Bloomberg BNA's Custom Job Description tool, which allows you to search a huge database of job titles and customize a description that fits your job.
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4 Hiring Practices Successful Employers Use

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4 Hiring Practices Successful Employers Use

Ever wonder how employers select a perfect match for a job? In our research, their secret lies in using certain hiring methods to select the right employees, specifically these four practices.

1. Behavioral Interviewing

Behavioral interviewing is one of the most accurate hiring techniques and ideal for evaluating skills and competencies necessary for effective job performance. Behavioral interviewing, as opposed to traditional interviewing, evaluates candidates' past performance by having job candidates describe specific stories, examples, experiences, and results that indicate their ability to perform certain job tasks and responsibilities.

Examples of behavioral interview questions include:"Provide an example of...", "Tell me about an experience when...", or "Describe how you did...". Typically, a candidate is asked to provide a description of the situation, task, action, and result in response.
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11 Tools for Recruiting Hard-to-Fill Jobs

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11 Tools for Recruiting Hard-to-Fill Jobs

Recruiting for new, specialized, or highly technical positions requires a different approach than past years. Some of these jobs didn't exist 10 years ago, while others require such specialized experience or specific technical skills that older recruiting methods don't suffice. In any case, the need to find talent for these hard-to-fill jobs is forcing many employers to consider using other recruiting strategies beyond job boards and advertising.

Employers that excel at recruiting hard-to-fill positions have moved beyond traditional recruiting techniques like job boards and advertising by tapping into their existing employees' networks, building online strategies, and uniquely targeting their marketing to prospective candidates. Their recruiting methods are more strategic, sales and marketing-based, and make greater use of existing employees as talent scouts as opposed to just recruiters and HR staff.

Based on research we've conducted on how employers successfully land talent for hard-to-fill jobs, here are 11 effective tools to recruit hard-to-fill jobs.
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Job Descriptions: An Essential How-To Guide

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Employers often face challenges in creating new job descriptions for positions that they do not currently employ, identifying essential job functions, and keeping job descriptions updated. For these reasons, members often request sample job descriptions from ERC and consult with us to develop or update their job descriptions.

Based on our experience and knowledge in helping organizations with job descriptions coupled with our research on job description development practices, we've developed an essential how-to guide to creating new job descriptions to equip you with tips and guidance on managing this important, but often arduous, HR responsibility.

What Sources to Use

When creating a job description for a new job, using secondary sources of job information can help you better understand a position and the typical duties a person would perform in that role. Use these cautiously, however, and validate the job description with the new position's manager before finalizing it to be sure that the job description accurately captures the true job duties. Good sources to use to develop new job descriptions include:

  • BNA Job Description Tool / Other online job description tools
  • O*Net / Job Description Writer
  • Dictionary of Occupational Job Titles
  • ERI’s position analysis tool
  • Compensation or salary survey job descriptions
  • Sample job descriptions from other organizations
  • Job postings

Who to Consult for Job Information

Job analysis should always be used to create a new job description. Interviews, questionnaires, and/or observation techniques can be used to gather information about job tasks and duties, determine the most essential functions of the job, evaluate the abilities needed to perform the work, and uncover the qualifications or background necessary to complete the job duties. Common techniques include (in order of most used):

  • Interview/meeting with supervisor of job incumbent
  • Interview with job incumbent or past incumbents (typically high or average performers)
  • Observe job incumbents working on tasks
  • Ask supervisor and/or job incumbents to complete a questionnaire (i.e. PAQ)
  • Interview with subject matter expert(s)

The job incumbent or manager should not write the job description. Rather, a trained HR professional should. You can, however, gather important information from these individuals about the job, such as:

  • Purpose of the job
  • Basic functions and duties
  • Responsibilities related to supervision (number of employees supervised)
  • Level of discretion/authority
  • People with whom the position interacts and level of interaction
  • Amount and type of physical exertion
  • Abilities (mathematical, verbal, etc.)
  • Minimum educational or technical qualifications (diplomas, degrees, certifications, etc.)
  • Minimum experience required to perform duties
  • Exposure to certain work conditions

What Information to Include in a Job Description

At a minimum, job descriptions should include the job title, key duties and responsibilities, a job purpose summary, required job knowledge or skills, requisite physical and cognitive abilities, required educational level or certification(s), minimum qualifications/ competencies, preferred qualifications/competencies, reporting relationship, indication of essential duties, "other duties as assigned," and creation/revision dates.

Information about work conditions/environment, FLSA exemption status, and location of work are also somewhat commonly included in job descriptions.

Job descriptions should not include instructions or recommendations about how to do the job, performance expectations or standards, occasional or temporary job duties that are non-essential, future job duties, and generalized statements. Job descriptions also should not contain a laundry list of job duties, but rather should reflect the position's priorities.

How to Identify Essential Functions

One of the most important things employers must do when developing job descriptions is to identify and delineate the essential functions of the job.  

An essential function must be an important task that only the person in the job can do. In other words, the duty would be a hardship for another person to handle. An essential job function is not necessarily a duty that takes up the largest percentage of an employee's time, nor can it be automatically considered an essential function across similar jobs. 

There are a number of strategies organizations use to determine essential functions, including asking the job incumbent's manager, observing employees doing tasks, conducting a thorough job analysis, and reviewing core duties and most critical job tasks.

How to Write Job Descriptions

Job descriptions should be written using clear and very specific language. Each duty or task should begin with an action verb in the present tense (i.e. supervise, create, analyze, administer, etc.) and imprecise words should be limited (i.e. assists, handles, etc.). In addition, no references to race, gender, disability, or other protected classes should be included in the document. Similarly, avoid jargon and spell out acronyms.

How Often to Update Job Descriptions

Ideally, job descriptions should be "living documents" which are evaluated annually because it's not uncommon for job descriptions to grow outdated or need minor adjustments each year. Nonetheless, the majority of employers re-look at job descriptions only when a position becomes available, when there is a change in the duties of a position, and when there is a significant change in the organization.

Be aware that if job descriptions are not updated on a regular basis, you risk running into trouble with regulatory requirements like complying with ADA, as the courts frequently revisit employers' job descriptions to determine if employees are capable of performing certain job duties and whether those duties are essential.

Job descriptions are generally regarded as legal documents, necessary for maintaining compliance with ADA, FLSA, FMLA and other employment laws in addition to aiding the recruiting and hiring process, helping managers evaluate performance and set performance criteria or goals, determining compensation or grade level, and helping to identify training needs. For these reasons and more, be sure that your job descriptions are created and written accurately and updated on a regular basis.

Additional Resources

Job Description Resources

ERC offers numerous resources to help employers create and update job descriptions through Membership including salary surveys, a job description tool, and sample job descriptions. ERC members can contact hrhelp@yourerc.com to access these resources.

Job Description Services

ERC can help create job descriptions as well as facilitate job description updates. For more information about our services, please contact hrhelp@yourerc.com.

Hiring Rates Improving In Transportation, Warehousing and Utilities Industry

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The July 2012 BLS Job Openings and Labor Turnover Survey reports that hire rates for the month of May saw little change when compared to the same statistic from 2011. However, one notable exception can be found in the area of Transportation, Warehousing and Utilities. This group of sub-industries experienced a 1.1% hiring rate increase over May 2011 with a 3.7% of all hires made in May 2012 falling into this industry breakout- approximately 180,000 individuals hired throughout the month.

While this industry is traditionally paid lower than many other hourly positions, a jump in hiring could reflect an increased demand for some of these more physically demanding jobs in the private sector. Reporting hourly wage data from the second half of January 2012, the 2012 ERC Wage Survey did in fact see a modest increase in pay for a number of these positions. For example, a Warehouse Worker earned a median salary $13.68, which is up about 12% from the 2011 survey results. Other positions, such as Drivers (Heavy: $16.25 and Local: $16.80) and Fork Lift Operators ($15.00) saw slightly lower improvements in wages, but do appear to be trending consistently upwards over the past several years.

View ERC's Wage & Salary Adjustment Survey Results

The survey reports data from Northeast Ohio organizations regarding their actual and projected wage and salary adjustments.

View the Results

Employers Retention Challenges

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As the U.S. economy continues to improve and employers begin to add employees to their payrolls, another employment metric is also increasing, i.e. voluntary turnover. For employees, a stronger economy often means they feel more confident leaving a job of their own accord. However, from an employer’s perspective an increased separation rate means they are going to need to work harder to retain existing employees as the job market improves.

As a national trend, increased voluntary turnover is moving steadily upward with a 2012 report from PriceWaterhouse Coopers documenting a 1.2% increase from 2010 to 2011, up to 8.2% (2011/2012 US Human Capital Effectiveness Report). In Northeast Ohio, the voluntary turnover rate hit double digits in 2011, with the 2012 ERC Turnover and HR Department Practices reporting an average of 12% across all industries and organizational sizes.

However, notable discrepancies in these rates are apparent when comparing manufacturers to non-manufacturers. At 9.6% manufacturers seem to have more success at retaining existing employees than their non-manufacturing counterparts who are seeing a much higher 16.7% voluntary turnover rate for 2011.

In terms of the role of HR, bringing this rate back down, may mean considering a redirection of HR funds away from Recruiting/Hiring and into areas like Training & Development or Benefits. By allocating an average of 23.1% of their total HR budget to Recruiting/Hiring, by far the highest percent allocation reported in the survey, non-manufacturers may actually be contributing to the trend towards higher turnover.

With such a strong focus on recruiting, these organizations may be missing out on opportunities to develop and incent their own existing employees.

Employers Eager to Hire Interns and Recent Graduates

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The results of the 2012 Intern & Recent Grad Pay Rates & Practices Survey, conducted by ERC and NOCHE, showed that an overwhelming majority (83%) of 117 participating Northeast Ohio employers were either maintaining or increasing their internship programs, while almost two-thirds (64%) were in the process of hiring or planning to hire new graduates for positions in their organizations. These organizations look for candidates with relevant majors in their field, high levels of professionalism, strong interpersonal and communication skills, and past work or internship/co-op experience.

Recruitment Trends

Despite a strong online recruiting presence, organizations are primarily using job boards/websites focused on interns or recent graduates to pursue candidates, social media remains low on the list of recruitment methods at for both interns and recent graduates. Interestingly, 2012's survey does mark a small increase in social media recruitment for recent graduates from the preceding years, up 9% from 20% in 2011. However, when compared to more traditional recruitment methods such as job postings on college career center websites or relationships with professors, social media recruitment methods appear to remain a largely untapped recruitment resource. This trend suggests that for tech savvy Millenials searching for an internship or first job, LinkedIn or Facebook may not be the most effective platform through which to reach potential employers.

Benefits of Interns & Recent Graduates

While the overall lack of interest in social media recruiting is consistent with trends in the world of Human Resources, it sits in stark contrast to one of the top emerging benefits of hiring interns and recent graduates, i.e. familiarity with the latest technological advances. Both groups continue to be seen as a key element for injecting organizations with fresh, innovative ideas, particularly in the realm of technology.

Employers commonly express a high level of confidence in the expertise of interns and recent graduates as employees. By coupling this high skill level with a strong financial incentive to hire from within these groups, pursuing interns and recent graduates as future employees is largely viewed as a positive investment in an organization’s future. 

The 2012 survey also reports average starting salaries for recent graduates, which vary significantly depending on the type of degree. Similar to the 2011 data, an engineering degree showed the highest average starting salary for a Bachelors degree.

Average starting salaries for college degrees

Degree Obtained

Average Starting Salary

Masters, Business Administration

$62,500

Bachelors, Engineering

$51,455

Bachelors, Computer Science

$50,000

Bachelors, Finance

$45,750

Bachelors, Information Technology

$44,000

Bachelors, Chemistry

$39,833

Associates, Information Technologies

$37,000

Bachelors, Accounting

$36,912

Bachelors, Business Administration

$35,880

Bachelors, Marketing

$34,687

Associates, Business/Marketing

$31,093

View the Intern & Recent Graduate Pay Rates & Practices Survey

This survey reports data from Northeast Ohio employers about their internship and recent graduate employment and pay practices.

View the Results

How Employers Can Fill the Skill Gap

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Organizations across the region continue to face challenges in finding the right employees and talent. What's the solution to this dilemma? We weigh in on the skill-gap problem facing many employers and several practical things you can do to obtain the skills you need.

Is your offer competitive?

You've likely changed and tweaked your sourcing strategies several times to find the right talent, but have you changed your offer - the pay, benefits, and perks of working at your organization? People with the most in-demand skills know what they are worth and are drawn to the most lucrative opportunities, with higher salaries, better benefits, more advancement opportunities, and unique perks.

You must have the right package to draw the talent you need. If you haven't taken a look at what starting salaries and benefits packages are in the market currently, and how employers are communicating this information to applicants to draw them into their organizations, it may be best to start there. Your pay rates may not be competitive anymore.

Do you need to redefine what talent means?

The perception of a skill gap sometimes is created by our unrealistic expectations of everything talent should be. Talent is more or less a set of characteristics and abilities which predict success on the job. Talent is not necessarily an exact match of all the skills and experiences you need, however hiring processes often seek this precise match.

Consider how employers define top talent - usually in terms of attitude, integrity, work ethic, passion for the work, and motivation to succeed. These are talents worth seeking, but more often than not, interviews, assessments, and other hiring methods focus heavily on concrete skills and experiences - the easiest of which to teach prospective employees. That being said, keep these things in mind when hiring talent:

  • Be careful what you are screening out in the hiring process. Don't needlessly turn down candidates because they don't meet an unnecessary skill requirement.
  • Focus interview questions on relevant behaviors and experiences needed to be successful on the job, not necessarily exact experiences that the job will entail. Target abilities and transferable skills.
  • Consider hiring inexperienced employees to build and grow talent from the ground, up. They are a blank slate with fresh perspectives. This strategy has been highly successful for many organizations, particularly entrepreneurial firms.

Who's already on your bench?

Companies often don't realize their bench strength in that many of the technical skills and capabilities they need either already exist in their organizations or have the potential to be learned. Frequently, they don't take the time to understand what each of their employees has to offer, and consequently overlook talent that already exists in their organizations as well as opportunities to engage and develop their current staff who desire growth.

Don't assume that employees don't want to learn a new skill, take on a challenge, go to a training, or that you know an employee's full potential. Regularly inventory employees' skills, document their education and training, and ask employees what skills they would like to attain. Skills can be learned, and our guess is that you have plenty of employees eager for a new challenge.

Can they be grown?

More employers are realizing that in order to gain the skills and talent they need to grow and advance their businesses, they will have to start growing those skills internally with training, coaching, and development. Hiring talent externally may seem easier as well as less costly and time-consuming, but the cost of operating with vacancies, wasting time unsuccessfully sourcing talent, and paying a premium for external hires can outweigh the cost of investing in your current employees.

An added bonus of growing talent internally is that doing so engages and retains current employees, who often will leave for greener pastures and new opportunities that aren't afforded to them. In our experience, too much external hiring can cause a great deal of disengagement, eliminating possible opportunities for your current employees. Here are some tips to grow your own:

  • Conduct a training needs assessment to understand what skill gaps exist.
  • Determine what skill gaps can be filled internally and which employees have the ability to learn.
  • Identify opportunities for cross-training - can employees be trained by current employees?
  • Where skills can't be cross-trained and outside expertise is needed, seek external training.
  • Prioritize training and development opportunities based on the most critical skill gaps to manage costs and time away from work.

ERC's Director of Technical Training weighs in on the importance of development to retaining employees and closing the skill gap. He says, "To help maintain their competitive edge, organizations will need to continually invest in workforce development. Contrary to a popular myth, companies who invest in developing the technical skills of their people are more likely to retain those people--- not lose them to a competitor for an extra 25 cents an hour. Studies have shown that when employees develop new technical skills, they are more loyal, productive and motivated to do an even better job…for the company who invested in them."

The skill gap is here to stay and employers will be tasked with coming up with creative solutions to fill the gap in the months and years to come. Employers that are able to fill their skill gaps more creatively and thoughtfully, while retaining their best people in the process, will end up gaining a competitive advantage.

Additional Resources

Training at ERC
Hundreds of companies turn to ERC every year to develop and enhance the skills of their managers, supervisors, leaders and professionals at all levels. We offer a variety of technical skills, workplace/soft skills, supervisory/management/leadership skills, computer skills, and legal/compliance training on-site as well as at our Workplace Center.

2012 ERC Local Salary Data Published
For more information or to purchase our most recent ERC Salary Survey and ERC Wage Survey which provide local salary and hourly wage data from Northeast Ohio employers on over 300 jobs, please click here. Not an ERC member? Join today and receive free access to our newly published survey results!

An Employer's Guide to College Recruiting

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You have everything to offer: jobs to fill, a great workplace, exciting career paths, meaningful work, and a terrific staff. How do you leverage all of this to gain an edge in recruiting a fresh, talented, and enthusiastic May grad? We've compiled a brief employer's guide for successful college recruitment.

Identify talent needs. Determine the talent you need now, the talent you will need in the future, and which departments would benefit from a new college graduate or entry-level role.

Get rid of your traditional practices. Young people are drawn to innovative and non-traditional organizations. Dress down, color your walls, open up your office environment, and change your policies. Attracting this generation requires thinking differently about work.

Create an online presence. Young people spend the majority of their time online and on social media outlets. Use social media, your website, and mobile apps to engage with young people and highlight your culture and workplace.

Build an attractive employment brand for young people. What does your organization offer that is unique and that young people want? Young people generally desire to follow their passions, work on something meaningful, develop their career, and have work/life balance. Create a compelling message that attracts the younger generation.

Promote clear career opportunities and paths. Young people are concerned about the career opportunities they can take advantage of at your organization and how you will develop their careers over time. If they can't see a future at your company, they won't apply.

Make the recruitment experience fun. Whether it's creating an attractive booth at a college career fair or inviting students to fun social events to learn about your workplace, make their experience exciting and memorable and they won't forget your organization.

Use your young professionals to connect and engage with students. Send your other young professionals on-campus and encourage them to connect and engage with students. Have them tell positive and compelling stories about their careers and experiences at your organization.

Engage them over time. Maintain communication with students, especially if you begin recruiting early. Send them emails, call them, and let them know you are interested in them, particularly the exceptional talent that is vetting offers with your competitors.

Develop relationships with key faculty and college career centers. They will recommend top students to you and suggest jobs at your organization to students. Select and target efforts at a few key colleges with quality programs applicable to your staffing needs.

Create a job shadowing experience. Allow students to job shadow and witness your day-to-day operations to help them understand the job and experience the work environment. Pull out the bells and whistles and "wow" them with your hospitality while they are with you.

Use internship programs. There's no easier way to hire a May grad than by converting one of your interns into a full-time hire. You get the benefit of testing their skills and experiences before making an investment.

Provide the right pay and benefits package. For many college grads, their final decision comes down to basics: the highest offer and best benefits. Make sure you know what other companies are paying new college graduates in your geographic area, otherwise you may end up making an offer that is unattractive to your candidates and all of your fantastic recruiting efforts could go to waste.

College recruitment provides the opportunity to acquire fresh talent with tons of potential. Every organization can and should take advantage of these strategies to land a great young hire. 

Additional Resources

Intern & Recent Graduate Pay Rates & Practices Survey This survey collects information from Northeast Ohio employers about their internship and recent graduate employment and pay practices - including intern pay rates and college graduate starting salaries. This survey provides important information for employers planning to hire interns or new graduates.

Project Assistance
ERC offers a broad range of HR consulting services and has expertise in developing selection systems, recruiting, and developing job descriptions. For more information about these services, please contact consulting@ercnet.org.

Save on Background Screening, Job Posting, Recruitment Services and More! ERC members save money with our Preferred Partner Network.