Readlist: On-Boarding

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The following is a Readlist with a ton of great articles on the subject of on-boarding. We encourage you read, save or share these articles!

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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Congress Passes Bill to Reauthorize E-Verify

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On September 13, 2012, the U.S. House of Representatives passed bill S. 3245. If signed by President Obama, this bill would reauthorize the E-Verify program, the EB-5 Regional Center program, the Special Immigrant Non-Minister Religious Worker program, and the Conrad State 30 J-1 Visa Waiver program from September 30, 2012 to September 30, 2015.

Currently, more than 300,000 employers use E-Verify, which is an online service that allows employers to verify new employees’ employment eligibility to work in the United States. Using E-Verify, employers can compare information on an employee’s I-9 form to data in U.S. governmental records.

Source: SHRM – “Congress Passes Key Visa Reauthorization Bill” (9-17-2012)

New FCRA Forms for 2013

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The Consumer Financial Protection Bureau (CFPB) has issued changes to the notices required by the Fair Credit Reporting Act (FCRA). The changes simply direct consumers to the CFPB instead of the Federal Trade Commission (FTC) for more information and there aren't any other changes to the content or spirit of the notices. Please note that you can begin using the new form at any time, and your current form is also acceptable until January 1, 2013. The forms MUST be updated by January 1, 2013.

This article was provided by ERC partner Corporate Screening Services. ERC Members receive a minimum of 5% discount off standard background screening products through this partner.

The notices that have changed are listed below. You can view the forms by clicking on the form title and they are available on Corporate Screening's Resources page, www.corporatescreening.com/resources/overview, located at the bottom of the page under the header "Forms."
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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.

ERC Forms Partnership with Corporate Screening Services

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ERC has partnered with Corporate Screening Services, a leading provider of pre-employment screening products and solutions, to offer its members a free Screening Program Assessment (SPA) and discounted pricing on background screening. ERC members will receive at least 5% off all background screening products.

Corporate Screening combines state-of-the-art data gathering technology with in-depth examination and analysis to verify information and mitigate the risks associated with hiring employees. With offices in Cleveland and Tampa, Corporate Screening utilizes an expanding professional staff of 80 analysts and consultants to service the needs of hiring professionals representing a full spectrum of industries, with special emphasis on the healthcare, financial, manufacturing and higher education sectors.

“We’re thrilled to be partnering with Corporate Screening as we believe their products and processes are tops in the industry,” said Pat Perry, President of ERC. “Background screening is a popular outsourced solution for our members and we think they will be very happy with the service and quality at Corporate Screening.”

“Corporate Screening is honored to have been selected as ERC’s background screening partner especially in such a competitive market. We share many of the same values and virtues as ERC so this an incredibly natural fit. Our team is excited to continue ERC’s tradition of providing exceptional benefit to its members,” said Greg Dubecky, President of Corporate Screening.

For more information on the discounts available to ERC members, click here.

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.