4 Reasons to Not Use Facebook for Hiring

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

The 2012 controversy about employers screening job candidates by asking for their Facebook passwords has many employers wondering: should social media and online information be used in the hiring process and to what extent?

Most recruiting experts agree that social media can be used to effectively source and identify great talent. In fact, there is a good bit of evidence which shows that social media is a successful sourcing strategy for finding talent, especially passive candidates. Social media is quickly replacing other traditional recruitment methods such as postings and advertisements.

The main issue with social media is not in using it to find and source talent when recruiting, but rather when social media platforms like Facebook and other online information are used to assess and evaluate job candidates. While the goal should always be to eliminate the risk of a bad hire and hire a top performer, here are a few important reasons why using social media and other online information to evaluate job candidates poses problems.

1. There is limited research support for social media as a selection practice.

There is not enough conclusive and research-based evidence that supports social media as a predictor of future job performance and fit or as an effective hiring method. Though a 2012 study published in the Journal of Applied Social Psychology found a strong correlation between ratings of Facebook profiles and actual performance ratings of employees, this research must be replicated in order to make a stronger case for social media usage in the hiring and selection process.

2. Social media is not yet considered a valid or reliable hiring practice.

All hiring assessments and evaluation techniques should be valid and reliable and social media has yet to be tested against the reliability and validity standards that other hiring methods have endured, such as validated ability and personality assessments, structured or behavioral interviews, and work samples. As a result, it's unclear as to whether social media is a sound hiring practice.

3. Hiring based on information attained via social media poses legal concerns.

Use of social media for selection also poses legal concerns because social networking sites contain so much information that employers are prohibited from using to make employment decisions. For example, social media can expose an individual's race, gender, age, and national origin through pictures, postings, and biographical information. These characteristics are protected from discrimination under law.

Additionally, the courts have yet to clarify their stance on the usage of social media for selection. Until more case law offers guidance on the issue, it will be unclear as to whether social media is an appropriate and legal selection practice.

4. Using social media can lead to decisions based on irrelevant hiring criteria.

A final issue with using social media in the hiring and selection process is that it may not provide the necessary information to evaluate candidates objectively and consistently. Social media often contains a great deal of personal and irrelevant information that causes employers to make judgments about individuals, but not necessarily based on actual hiring criteria (skills, qualifications, experiences, culture fit, etc.).

For example, a posting on Facebook by a job candidate has little relevance to whether an employee can actually do the requirements of the job. Employers can use this information to screen out hires even when it is not job-related. When employers make decisions about candidates based on criteria that is not job-related or based on job requirements, they are making biased selection decisions.

Also note that the three most common reasons new-hires fail are poor culture or personality fit, poor job fit or an inability to do the work, and lack of interest or motivation to do the job. Social media tells employers very little about candidates in these areas.

In conclusion, your organization should think twice before "googling" your next job candidate or asking them for their Facebook password to browse their profile. Not only do these practices expose your organization to legal risks, but they may ultimately not be effective in helping you select great talent. Our advice: stick to tried and true selection practices to maximize your probability of acquiring a great hire. 

Please note that by providing you with research information that may be contained in this article, ERC is not providing a qualified legal opinion. As such, research information that ERC provides to its members should not be relied upon or considered a substitute for legal advice. The information that we provide is for general employer use and not necessarily for individual application.

Additional Resources

Trends in Recruiting
This workshop covers topics vital to recruiting such as leveraging social media, sourcing diverse talent, evaluating candidates, and developing metrics to help your organization gain success in the recruiting process.

Selection Assessments
ERC’s assessment services, which use online and credible instruments, help minimize the uncertainty in employee selection by evaluating the skills, abilities, style, and career goals of job candidates in relation to your job requirements. Our services also include professional interpretation and feedback from our Management Psychologist, Don Kitson.

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. Click here for details.

Tips to Successfully On-Board Your New Hire

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

A new job is an important decision in an employee's life and can elicit a number of emotions ranging from nervousness to excitement prior to the first day. HR can play an important role in capitalizing on these positive feelings and engaging new-hires throughout their first days. Here are some tips for successfully on-boarding your new-hire.

Make the pre-employment experience memorable.

Consider sending your new-hire a simple welcome package, calling them prior to their first day to welcome them, inviting them to a company event, and/or  sending a hand-written note or card. These unexpected, small gestures show that you are looking forward to working with the new-hire and reinforces their decision to come work for your organization. It also sends a positive message to their families.

Eliminate your probationary or introductory period.

Not only are these 90-day periods less common than they were several years ago, but there is no place for them in the workplace if you are confident that you have selected a great employee for the job. Requiring these periods in order for employees to continue employment and/or receive certain benefits tends to send the message that your new-hire "has to pass the test" to be a true employee of your organization and that you don't trust their potential. Is that the message you want to send to your new employee, and haven't they already passed the test if you made a good hiring decision?

Be prepared on day one.

Be ready for the new-hire when they arrive on their first day. Treat them like a guest by being ready at the front door, giving a guided tour, making introductions to staff members, providing lunch, and helping them at every step throughout the day. Ensure that their workspace is clean, stocked, and ready for work and that they have all the tools necessary to do the job, including proper equipment and computer programs. Make their first day as pleasant and as organized as possible and limit time spent on paperwork.

Cover the big picture.

Sometimes employers are so eager to get their new-hires working that they don't spend time educating them on the big picture, such as what the company does; it's history, mission, and vision for the future; its values and culture; its product and service offerings; industry; the markets and communities it serves; and the organization's structure. Spending time covering all of the core aspects of your organization's business is critical to helping the new-hire understand how their role fits into the organization.

Encourage relationship-building.

Provide time for your new-hire to build relationships with their supervisor and fellow team members by coordinating team events, social outings, one-on-one meetings, retreats, or other activities to help them learn about their fellow coworkers and build relationships with them. In addition, consider including your leadership team in the on-boarding process. Introducing new employees to senior management and allowing time to get to know them can build a sense of comfort, trust, and security in the leadership team.

Spend enough time on training and provide a mentor.

Surprisingly, many organizations don't spend enough time training their new-hires upfront, which can lead to a host of issues later. While you may want to get your new-hire started on tasks and projects, it's important to recognize that every new-hire (regardless of experience) will need training. Don't assume that they can just jump into the work with little direction or knowledge of your internal processes. If possible, also assign a "buddy" or mentor to help the employee learn and assimilate into the organization.

Ask for their feedback.

Throughout the first few months, it's important to establish checkpoints with your new-hire. If your organization doesn't have a formal feedback or survey process, ask new-hires a few simple questions - if the job is what they expected, what challenges they are experiencing, and if they are being provided with the right amount of training and support. Keep the lines of communication open with your new-hire to ensure that when a problem or misunderstanding arises, it is dealt with quickly.

On-boarding is about investing in employee retention, engagement, and productivity, so if you want to make sure your new-hire stays and thrives, consider these on-boarding practices. They are best practices from employers of choice in the region - NorthCoast 99 winners (www.northcoast99.org) - and will ensure that your new-hires are engaged and productive from the start.

Why You Can't Find the Right Hire

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

Many employers are facing what is perceived to be a “talent shortage” – many applicants, but few qualified candidates. Even though this perceived talent shortage may be real, here are some other reasons why your organization may not be able to find the right hire.

You have too many job requirements.

Making your qualification requirements too detailed and specific can narrow your applicant pool and doesn’t necessarily ensure that you’ll hire a top performer. Many employers make the mistake of assuming that more experience, education, and specific skills mean a better performer, but fit and personality factors should also play a role. Requesting too many requirements could eliminate candidates that can do the job well and have growth potential. A classic example of individuals affected by narrow job requirements are recent college graduates, who may not necessarily have the skills or experience you are requiring, but may be top performers.

You have misconceptions about unemployed, disabled, and older workers.

Consider whether your organization is inadvertently discriminating against the unemployed, disabled, older workers by acting on misconceptions that these types of individuals are worse performers or less-than-ideal employees. Being unemployed, disabled, or older should not automatically eliminate applicants from being considered for employment. Not only will these misconceptions limit your applicant pool and cause you to miss a potential great hire, but they could eventually lead you to court. Plus, there are a number of successful companies that have tapped into these applicant pools and found top-quality hires.

Your sourcing is too limited.

If your organization is relying solely on job board postings to acquire talent, its sourcing strategy is probably too narrow and thereby ineffective. While job boards are still a common source used by employers to source talent, organizations need to tap both active and passive job candidates – those that are actively seeking new employment and those that are open to new job opportunities but aren’t actively searching. Many employers have turned to social media, networking, and “niche” recruiting to attract specialized talent and tap into these passive candidates.

You aren’t using your network.

A network is, by far, the best way to attract quality hires. Tap into your entire organizational network – including employees, customers, professional connections and relationships – for their recommendations on potential candidates.  They are usually thrilled to help and provide meaningful suggestions. Plus, referrals are one of the most effective ways to attract quality hires and are one of the least expensive sourcing strategies.

You aren’t willing to train and develop the skills you need.

It’s much easier to find an individual that has the ability and desire to learn then it is to find an employee with every skill you need, especially for hard-to-fill technical positions. Consider whether your organization is open to training and developing some of the skills you need but can't find. This option may save you significant time and recruiting costs and allows you to focus on less trainable attributes like culture fit during the hiring process.

Your candidate experience could improve.

Once you’ve found a qualified candidate, how does your organization treat and follow-up with them throughout the hiring process? Chances are, your responsiveness, flexibility, and communication with potential job candidates could improve. Remember that job candidates are just like customers and employees. They’re evaluating your organization and will tell others about their experiences. Make sure those experiences are positive.

You may not be setting your organization apart from the rest.

Finally, has your organization revealed to its applicants how it is it different from other companies? Perhaps it offers stability or advancement opportunities that other employers can’t provide. Maybe it is growing rapidly, has a unique family-friendly culture, or was recognized as a great place to work nationally or regionally. If you don’t talk about your strengths or promote why your organization is a great place to work, applicants won’t know what they are missing by not accepting a job at your organization. Gaining recognition as a great place to work, such as through the NorthCoast 99 program (www.northcoast99.org), and leveraging this to attract applicants, can boost your organization’s reputation and is often the best place to start when it comes to improving your ability to attract talent. It also shows that you care about being an employer of choice and strive to be a good workplace.

Talented employees are undoubtedly a sought-after commodity, but many employers have found that these strategies help them attract the very best talent. If your organization is facing its own “talent shortage,” keep these suggestions in mind.


For more information on how to earn recognition as a NorthCoast 99 winner and one of the best places to work in Northeast Ohio please visit www.northcoast99.org

10 Common Hiring Mistakes

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

Hiring mistakes can drain your organization's resources, lead to poor hiring decisions, and distract managers from running business operations. Here are 10 mistakes your organization should be sure not to make so that it hires well. 

1. Not understanding the talent you need.

Knowing the skills, knowledge, abilities, and typical background of talent you are looking for helps you define the job and assess candidates according to the right criteria. It's also important to understand the innate traits and personalities associated with a good fit for a particular role. Spend time with your hiring managers and employees to understand the dynamics of the role and type of talent best suited to perform the job.

2. Insufficiently assessing all job functions.

Oftentimes a candidate is very strong on one key job function and this overshadows their weaknesses in others. If multiple job functions are critical, be sure that you are evaluating them comprehensively and not letting an overwhelming strength in one area lead to an inaccurate perception of the candidate's true breadth of capabilities.

3. Not checking references or pre-screening.

References are an ideal source of background information about a candidate, but are often skipped in the hiring process or used simply as employment verifications. Similarly, pre-screening can screen out individuals so that you don't need to invest resources in evaluating too many candidates. References and pre-screening can be helpful "eliminators" to screen out potential candidates and may provide insight into how employees performed in past jobs.

4. Not training your interviewer.

Many individuals with hiring responsibilities - namely hiring managers - have not been properly trained to interview. Not training interviewers can result in asking inappropriate and inconsistent questions or hiring based on subjective biases, first impressions, and a "gut feeling" instead of objective credentials. Creating hiring tools, such as pre-planned interview questions or guides, can also help.

5. Relying on the interview.

A single interview should not be your only assessment of the job candidate. Even the best interviewers are subject to biases and impressions. Having multiple interviews with several other employees and using pre-employment tests, references, and work samples can be helpful in evaluating a candidate for skill and culture fit. While it could be more time-consuming and costly, the more evaluators and types of evaluation you add into the selection decision, the more likely you are to make a better hiring decision which saves time and money in the long run.

6. Focusing too much on experience or education.

Focusing too heavily on experience and/or education can have its drawbacks. Experience and/or advanced degrees doesn't necessarily equate to top performance in a role and also aren't the only factors that can lead an employee to succeed. Frequently, these requirements can lead employers to disregard potential hires who may have less experience or education, but have shown results in their past roles.

7. Ignoring culture fit.

Unlike skills, you can't teach culture fit or change personality. Your organization should give significant consideration to a candidate's attitudes, style, behaviors, work ethic, and belief systems which impact their ability to be successful on the job and within your team. If you think the employee's style won't mesh well with their manager or team, this should be cause for concern.

8. Settling for less than the best.

Hiring too quickly (often from need or even desperation) can be a recipe for a poor hiring decision.  Additionally, if you only have a few candidates to pick from, be sure that you are truly hiring the right person and not just the best candidate from the few in which you had to choose. In both of these situations, you're frequently settling for a less than ideal candidate, which almost always leads to a bad hire.

9. Failing to consider satisfaction.

People typically only excel at tasks which capture their true passions and interests. How does the candidate talk about their past jobs? How do they react to the job duties discussed? What tasks have they not enjoyed in prior jobs? What are their long-term career goals? These are all helpful questions you can ask to gauge whether the candidate will be satisfied in the job.

10. Having unrealistic expectations.

Finally, it's not uncommon these days to see lengthy lists of qualification requirements in job ads. Not only can these requirements be unrealistic, but they also could be screening out potential hires. Be sure that these truly should be requirements for the job, or rather preferred qualifications, because the chances of you finding an employee that meets every one of your many requirements is usually not realistic.

Hiring mistakes will happen, but by making sure that you understand the talent you need, are evaluating candidates comprehensively, take into consideration job and culture fit, and don't inadvertently screen out potential top performers, you can greatly reduce the probability of a bad hire.

Additional Resources

Behavioral Interviewing
Asking the right questions and phrasing them the right way is integral to hiring the right person for the job. This workshop gives participants the skills they need to effectively plan for and conduct an effective behavioral-based interview. It also guides participants through effectively evaluating candidates so they can hire the best candidate.

HR University 

As part of HR University, a comprehensive course for those who are newer to the HR profession, one of the sessions (Staffing & Recruitment Practices) addresses time and money-saving ways of finding qualified candidates, steps to take once you have found a potential new employee, how to get your hiring managers to follow your plan, and how to link your hiring plans with your company's strategic goals.

Selection Assessments

ERC’s assessment services, which use online and credible instruments, help minimize the uncertainty in employee selection by evaluating the skills, abilities, style, and career goals of job candidates in relation to your job requirements. Our services also include professional interpretation and feedback from our Management Psychologist, Don Kitson.

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.

ERC members save money with our Preferred Partner Network Click here for details (link to partner page).

12 Tips for the 2012 Workplace

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

The new year is just a few short days away, and it brings with it a number of challenges and opportunities to enhance your workplace. Here are 12 things to consider as your business heads into 2012.

1. Proactively manage the legal landscape

The legal landscape is becoming more complicated to navigate and employers are increasingly being hit hard with expensive fines and discrimination charges, per a recent report which noted a record number of discrimination charges and fines filed by the EEOC. Discrimination against the unemployed and disabled as well age discrimination are just a few pressing issues the government will be targeting in 2012 that employers should note.

2. Change your hiring strategies

Can’t find the talent you need? The current skills shortage is not expected to change anytime soon, so consider rethinking how you’re hiring. Perhaps your skill and experience requirements may be inadvertently screening out potentially great top performers that fit your culture and have growth potential. Or, you may need to explore different sourcing and branding tactics to attract the talent you need.

3. Focus on top performance

Make creating a better performance management system and approach one of your strategic priorities in 2012. Additionally, build your managers’ abilities to execute results and manage/support employees’ performance. A solid approach to performance management will increase the likelihood that your organization has a successful year.

4. Develop leaders

2011 was a year in which many organizations focused their efforts on leadership and management development and 2012 will be no exception. Organizations are increasingly growing their internal talent, preparing them for their next roles, and ensuring that their businesses have appropriate succession in place.

5. Keep a watchful eye on employee benefits

Employee benefits regulations are changing – and not just surrounding health insurance. Changes to retirement plans, family leave, and sick time are all issues the government has explored in the past year and will continue to target in 2012. Make sure your organization is prepared for the trends that will affect employee benefits in the coming year.

6. Create a long-term wellness strategy

Health care costs will remain a major challenge for employers in 2012. One-off wellness initiatives or activities will not suffice in managing costs effectively, so it’s advisable to create a long-term wellness strategy, based on the needs of your workforce, that will help your organization better manage health care costs and usage for years down the road.

7. Leverage social media

In 2011, the use of social media rapidly rose in the workplace. If your HR department hasn’t started to leverage the power of social media tools yet, it may be missing out on opportunities to find exceptional talent and boost learning and development – not to mention help your own career. Mastery of social media is, without question, an HR competency you’ll need for future success.

8. Manage the effects of change

During the past few years, many organizations have moved towards leaner workforces and processes, but few have managed how those changes have adversely affected employees and their cultures. Use 2012 to deal with the effects that these changes have caused on the workforce, redefine your culture, and re-establish your organization’s direction.

9. Use HR analytics and technology

HR metrics, analytics, and technology have become the gateways to creating a more efficient and effective HR department. Relook at what your department is tracking and the systems it is using. Chances are that you can leverage open-source systems, cloud technology, and other tools to automate processes and improve internal customer service.

10. Enhance global competencies

Global competencies are a sought-after skill by employers as they expand their markets globally. Whether its managing expatriates and bilingual employees, identifying legal risks abroad, or determining what to pay your global employees, as your organization expands globally, it will be critical for HR to enhance its organization’s capacity to manage global talent in 2012.

11. Make retention and engagement of top people a priority

Hopefully your organization emerged from 2011 with its top talent intact and engaged. If not, use the beginning of 2012 to create a strategy to retain your workforce and ignite engagement. Nip the problem in the bud quickly, otherwise, you could face unintended consequences of disengaged employees and high turnover throughout the next year.

12. Do your part for the region

Whether it’s hiring an intern or a recent college grad from a local university, providing an opportunity to an unemployed individual, or giving back to one of our community’s non-profits, do your part to improve economic development in our region and support our local communities.

 

Additional Resources

Leadership & Management Development Training
ERC offers a variety of training programs for leaders at all levels of the organization, from executive to mid-level manager to first time managers and supervisors. Our leadership development programs help move leaders from the traditional command and control role of judging and evaluating, to one of ensuring accountability through creating a supportive and motivating work environment.

HR Consulting
For assistance with various HR projects in 2012, including but not limited to, performance management system design, organizational design and development, HR metrics, employee engagement surveys, succession planning, and more, please contact consulting@yourerc.com.

Your Plans for Hiring Military Personnel

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

There's a growing movement to help our nations veterans find work. ERC Preferred Partner CareerCurve is interested in your organization’s plans related to attracting returning military personnel to employment opportunities. 

They are conducting a survey, as a precursor to offering support to those employers seeking to align their hiring process to meet the unique needs of veterans looking for civilian employment. Your response would be appreciated.

Please use the link below to participate in this survey:
https://www.surveymonkey.com/s/CareerCurveMilitaryHiringSurveyYT8JQKV

7 Ways to Respond When an Employee Quits

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

Employers often must deal with turnover and resignations of their best people. When an employee quits, there are many right and wrong ways to respond. Here are 7 critical questions to ask to guide your responses and actions when an employee says “I quit.”

1. Do you value the employee?

When an employee approaches you about their transition, how you respond to the employee depends on how much you value them. If you value the employee, you have two options: do everything you can to keep them at your organization or accept the resignation and show gratitude for their contributions. The option you choose will likely depend on the reason for the resignation and your relationship with the employee.

As an employer, you have an obligation to help address any issue that is preventing you from retaining a top performer. Sometimes these issues are personal and beyond your ability to impact, but many other times there will be something you can adjust in the workplace. This, however, should ideally be done before the employee approaches you with their resignation, because by that time they have likely already made a firm decision.

If you don’t value the employee, accept the resignation without negative commentary, request it in writing, and quickly coordinate logistics for their transition (final paycheck, etc.). Keep your dialogue with the employee limited, professional, and operational in nature.

2. Do you want their feedback?

While most employers conduct exit interviews or surveys to gather feedback from exiting employees, not all organizations consider whether they actually want the feedback of these employees. In fact, it’s not uncommon for employers to mandate exit interviews. Let’s face it though, not all employees’ opinions should be counted equally, especially if they are poor performers. You could find yourself implementing changes to feedback that are simply unproductive complaints.

Be sure that the employees’ opinions and suggestions are worthwhile before you spend time and resources on gathering their feedback in the first place. Top performers, new-hires, and highly tenured employees are all those whom you will likely want to solicit feedback. Their ideas and opinions are often helpful in making changes to workplace and on-boarding programs.

3. Do you have a replacement?

Do you have a replacement who is currently employed at the organization? An employee can quit, leave, or get “hit by a truck” at any time. Knowing this, good managers always make sure that they have a replacement for themselves and for the members of their team, in the event of an emergency. They ensure that someone is cross-trained in the role and can step to the plate if needed. As employers and managers, you should always be asking yourselves: “What if xxxx leaves?” to better your business and minimize risk. Otherwise, you’ll be scrambling to figure out how to fill your or their shoes, and this lack of planning can potentially disrupt your business.

4. How will you retain their knowledge?

Many employees carry a great deal of knowledge, talent, and expertise that is sometimes difficult to train or hire, especially those with significant tenures or unique skills. Increasingly, organizations are focusing on knowledge-sharing practices to cope with this issue before they encounter significant talent losses. The bad news is that it might be too late to retain the knowledge of your key employee if you haven’t already implemented knowledge-sharing practices. These practices could include succession planning, mentoring, knowledge management systems, and procedural/workflow documents which capture their knowledge before it’s lost.

5. How will you notify others?

A best practice when notifying others about a resignation is to start the communication process intimately, with the employee’s managers/supervisors, then with the employee’s team or department, and finally the entire organization. Alert staff of the transition, the timeline until his/her departure, and plan for replacing the employee.

If you want the employee to leave immediately or don’t trust them to work productively until their last day, it’s best to send an immediate written notification to your employees and not use this tiered communication approach. Keep the communication general and let employees know that their coworker has moved on to other career opportunities.

6. How will you respond in their remaining days?

If the employee is going to continue to work through their last day, your organization will need to decide how to deal with their existing assignments and project load, and transition their customer relationships. You’ll need to determine which projects the employee will finish, and which ones will be directed to other employees or put on hold.

In addition to responding to work issues, you’ll also need to determine how you will respond to the departure. It’s best to remain positive about the employee’s new opportunity and wish them success, even though you may be upset with the decision.  Also, decide if or how your organization will wish the employee good luck in their new endeavors, perhaps through a social gathering. Oftentimes, coworkers appreciate a formal opportunity to “send off” the former employee. This, however, isn’t always appropriate.

7. Do you want to keep the door open for a future relationship?

When an employee leaves, you can choose to close the door on the relationship or maintain it. Increasingly, employers are keeping the door open and maintaining relationships with employees who have left their organizations. Social networking tools, in particular, provide an opportunity for them to do this easily. This helps organizations continue a positive relationship with their previous employees which can benefit their recruitment efforts. For example, previous employees can serve as excellent referral sources, and some employers use their “alumni” as a network to attract applicants. These organizations recognize that former employees will be asked about their past employment, potentially by their job candidates, and their honest responses can help (or hurt) their organization’s hiring efforts and reputation.

Another way that organizations keep the door open is by having re-hire policies, which allow the former employee to be considered for employment opportunities in the future. Oftentimes, the employee may end up being even more valuable once they have developed more industry experience and skills, which can benefit your organization.

Inevitably, a talented employee will choose to leave your organization at one time or another, and how you prepare for this departure ahead of time and respond as an employer and manager can make a difference during their transition. Streamlining your exit strategies, creating a good exit interview, developing standard communication practices, implementing knowledge sharing, preparing possible replacements, and maintaining positive relationships with your “alumni” are all ways that you can effectively respond to unavoidable resignations.

Additional Resources

Supervisory SeriesIn the series, participants will gain an understanding of their role as a supervisor as well as employment law as it relates to common supervisory issues. They will also learn how to apply basic managerial and interpersonal skills including dealing with the everyday challenges of being a supervisor, communicating effectively with others, resolving workplace conflict, managing performance, and coaching.

Subscribe to Quick Hits

5 Costly HR Mistakes

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

These common HR mistakes have very costly consequences for many businesses. Find out the symptoms of these mistakes and their warning signs and how to avoid them.

1. The one-person HR department.

Symptoms: HR functions are managed by individuals with no HR experience such as an Operations Manager, Office Manager, or a Controller. HR responsibilities are delegated to line managers.

Results: When the HR function is managed by individuals with other responsibilities, or those that haven’t been properly trained in HR, important tasks tend to fall through the cracks – like meeting compliance deadlines and keeping up with changing legal requirements and trends. The basics may be accomplished, but more strategic issues are overlooked.

Solutions: Training anyone involved in an HR function or responsibility on the basics of HR, outsourcing HR projects (i.e. compensation, benefits analysis, performance management process overhaul, training and development), and using experienced consultants to help with strategic issues are ways to support the one-person HR department.

2. Losing control of hiring and recruiting.

Symptoms: Your organization receives an unmanageable number of resumes, has hiring managers that ask their own interview questions or use biases to make selection decisions, is frequently rushed to hire anyone to fill a position – which oftentimes is not the best hire, or lacks a consistent method of selection (different candidates are evaluated on different criteria). Or, your hiring process may be so lengthy and inefficient and require so many individuals’ involvement, that candidates lose interest and patience.

Results: Your organization experiences new-hire turnover, turned down job offers, vacant positions, lost productivity, and low hiring manager and new-hire satisfaction. You may experience difficulty managing applications and resumes and overlook potential top talent. You put your organization at legal risk because selection is not based on objective and consistent criteria. You rush the process and end up with a poor hire which affects your bottom line and that you inevitably terminate.

Solutions: Investing in an applicant tracking system, training hiring managers in the basics of interviewing and selection, and developing standard hiring policies and processes are all ways to make your hiring process more efficient, consistent, and productive. Also, establish reasonable timelines for the hiring process and only include those that need to be involved. Lastly, make sure that you believe the person you are hiring is the best candidate for the job and will be a top performer. Don’t just hire to fill a spot – it is far more costly in the long run.

3. Not reviewing performance.

Symptoms: In light of not providing pay increases the past few years, your organization may have skipped its annual performance review. Or, your performance review process may be lackadaisical – reviews aren’t completed on time and supervisors don’t take them seriously. Your organization may not even have a formal method of reviewing performance.

Results: In turn, either a portion of your workforce or many of your employees don’t receive feedback about their progress, leading to disengagement and less productivity. Documentation about performance is lacking, so when you need to terminate someone, you’re at a loss. Measurement of performance may be questionable, especially if supervisors don’t take the process seriously, and this could affect other programs like variable pay. Employees are dissatisfied with how their performance is measured and consider the tool invalid.

Solutions: Reviewing performance annually (at a minimum) is important. Develop either a standard review form or goal setting process, and consider employees’ feedback in the development of the system for buy-in. Additionally, train your supervisors in performance management (especially conducting a performance review) and hold them accountable for performance management duties in their own reviews. Make the performance management process mandatory, but not cumbersome (i.e. too many reviews to do at once, too lengthy form, etc.).

4. Failing to know your competitors.

Symptoms: Your organization doesn’t invest any time in learning about or benchmarking other organizations’ pay, benefits, or workplace practices. It doesn’t track HR data or metrics. It doesn’t know who its competitors are in terms of talent.

Results: Job candidates turn down offers or provide direct feedback that pay or benefits are below that of other organizations. Voluntary turnover of employees is prevalent in certain pockets of your workforce or throughout the organization. You receive consistent complaints about pay, benefits, and development opportunities.

Solutions: Identify the organizations in which you compete for similar types of talent and define their industry, size, and location. Select a few sources of data that are most relevant to these organizations. Compare your internal data with the information in these sources. Use the data to make adjustments to your pay, benefits, and workplace practices.

5. Not protecting your business.

Symptoms: Your employee handbook hasn’t been updated in a few years. Compliance changes have been neglected, as have risk management and disaster recovery plans. You haven’t created succession, development, and staffing plans to assure that you have the right talent in place to meet short and long term business objectives. You don’t look at demographic trends that will impact your business – like retirements or family needs.

Results: Your organization finds that it can’t make termination or disciplinary decisions without legal risk because it lacks certain policies. You realize that you don’t have the right skills or competencies to meet your organizational objectives. One of your key leaders leaves and you don’t have anyone prepared to fill the missing role. An employee goes out on FMLA and no one has been cross-trained to fill their shoes.

Solutions: Create succession plans for key roles and create plans (with timelines) to develop individuals in your organization to take on these roles, such as leadership development training or preparation. Conduct an annual “skills inventory” each year of your employees and compare the results to your strategic objectives. Do you have the skills you need? For what skills do you need to develop or hire? Do you have back-ups cross-trained? Coordinate training and staffing plans with this inventory. Finally, update your employee handbook at least annually (and always after a change in employment law) and obtain an outsider’s perspective – such as a consultant or legal counsel. These individuals will be able to notice gaps or deficiencies in your policies and make recommendations to protect your business.

Additional Resources

HR Consulting & Project Support
ERC is a leading provider of quality, affordable HR consulting and project support services in Ohio. Our HR consulting services provide the crucial strategic and technical expertise needed to support your HR goals and workplace initiatives. Contact consulting@yourerc.com for more information.

Compensation & Benefits Surveys
ERC publishes many compensation and benefits surveys to help Northeast Ohio employers benchmark their pay and benefits practices.Our ERC Salary Survey, Wage Survey, and Executive Compensation Survey provide local pay information for over 300 positions.

Majority of Local Employers Hiring New College Graduates

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

The results of the 2011 Intern & Recent Grad Pay Rates & Practices Survey, conducted by ERC and NOCHE, showed that slightly over two-thirds (67%) of Northeast Ohio employers were in the process of hiring or planning to hire new graduates for positions in their organizations. The widespread majority of employers hire these graduates for entry-level positions, though some organizations hire them for mid-level/non-supervisory roles.

According to employers, the most common criteria they look for when hiring new graduates is work experience, interpersonal/communication skills, professionalism, major, and work ethic.  Many of these factors are also used to determine salary, along with professional credentials (such as certifications and internships/co-ops).

The survey also shows that average starting salaries for recent graduates vary depending on the type of degree. An engineering degree showed the highest average starting salary, while a communications degree showed the lowest average starting salary in the survey.

Average starting salaries for college degrees

Degree Obtained

Average Starting Salary

Bachelors, Engineering

$51,455

Bachelors, Management

$50,000

Bachelors, Computer Science

$47,250

Bachelors, Information Technology

$43,500

Bachelors, Accounting

$43,400

Bachelors, Sales

$40,000

Bachelors, Marketing

$37,333

Masters, Business Administration

$37,000

Bachelors, Business Administration

$32,571

Bachelors, Communications

$31,000

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

3 Steps to a Great First Impression with New Hires

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

Remember your first day at your job? Did you feel excited? Did you feel welcome? Did you feel like the organization was prepared for your arrival and happy you were there? Or, did you leave that day with a serious case of “buyer’s remorse” thinking you made a terrible decision? Here are three simple steps to make sure you make a great first impression with your new hires!

Talk to new hires before day one.

What happens after a job candidate accepts an offer of employment? Does anyone speak to that person again before his or her start date? If not, consider doing a few little things between the job offer and the new hire’s first day to reinforce that he or she made a great decision to come work for your organization. Send a note of congratulations, flowers, gifts, or logo items to the person’s home. Have the person’s supervisor or future co-workers reach out and offer a congratulations. Send a schedule for the new hire’s first day or even first few weeks of employment including a list of items and information they may need. Send paperwork that can be completed prior to the first day to make sure the new hire’s time is more productive starting on day one. Make that person feel like he or she just made one of the best decisions of their life.

Be ready on day one.

Have you ever showed up for your first day on a new job and you didn’t have a desk, a phone, business cards, pens or pencils, or any idea who you needed to meet with, for how long, or for what? If so, then you already know that the fastest way to make a person start second-guessing their decision to work for you is to make them feel invisible on day one! You should be ready for your new hires when they walk in the door. Plus, the better prepared you are, the faster you can get that new employee trained and actually contributing to your organization.

Talk to new hires after day one.

Check in at 30, 60, and/or 90 days. Conduct a “new-hire survey” to see if the experience of your new-hires during the recruiting process prepared them for your workplace culture and performance expectations. Ask for suggestions. Use the information you collect to help improve your recruiting processes, communications, and interviewer skills. Make your employees feel like they aren’t just special when they’re being recruited or on their first day – reinforce that they, and their opinions, are important from here on out.

You don’t get a second opportunity to make a great first impression, but when you’re proactive and well prepared for your new hires, you can create opportunities to make many great impressions throughout the recruiting, hiring, and orientation process.

Other Resources:

HR University: Orientation & Performance Management Practices
New employees at your organization need to understand their role, what’s expected of them, and how this fits into your business. Going forward, they’ll need feedback on how they’re doing, in order to reinforce positive behaviors and discourage negative ones. This session will cover the basic steps of a thorough orientation process, how HR can help supervisors manage their direct reports’ performance, and what to do when a performance management program needs adjusting.