Drug Testing Policies in the Workplace

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Drug testing has become a hot button political issue with the 2012 report by the  National Conference of State Legislatures that 28 states across the country have either considered or passed legislation establishing drug testing requirements for individuals enrolled in various types of public assistance programs, including unemployment benefits. The constitutionality of many of these laws is currently in question, but what do drug testing policies look like outside of the realm of the State?

While some limited data on drug testing policies and practices in the workplace does exist, ERC’s 2012 Drug Testing Policies and Practices Survey provides data about drug testing policies for 163 organizations right here in Ohio. In addition, the report offers a detailed look into the frequency with which organizations have encountered failed drug tests, many of which result in rescinded job offers to otherwise qualified job applicants or even termination for existing employees.

Drug testing policies were common, with 78% of employers reporting that they would not hire an otherwise qualified applicant based on a failed drug test. This policy was applied to hourly positions (78.6%) slightly more often than to salaried positions (77.5%), a trend that continued across all breakouts regardless of industry or organizational size.

Although these hiring polices around drug testing were slightly more common for hourly than salaried positions, the survey found much larger differences in the reported testing failure rates among the hourly (33.5%) than the salaried group (13.2%). By and large, employers reported that their failure rates have remained the same from 2011, both for pre-employment testing as well as for drug tests performed on existing employees.

To download the full survey report of 163 participating Ohio organizations, please click here.

Additional Resources

ERC members save on drug testing with Preferred Partners.

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!

Do’s and Don’ts of Employment Background Checks

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The "Do's"

DO: Obtain Applicant Consent. The first step in pre employment screening is to obtain applicant consent. This isn’t just good advice—it’s also the law, as outlined by the Fair Credit Reporting Act (FCRA). You must make applicants aware that they will be subject to a background check, and the candidate/employee must sign a written consent form before you conduct the screen.

DO: Make Sure the Background Check Relates to the Job. Establish a clear link between the items you’re screening for in the background check and the job duties. Understand what you “need to know” and what could potentially violate an individual’s privacy rights or cause unfair discrimination.

DO: Apply Your Criteria Consistently. Another way to help keep your company within legal grounds and promote fair hiring is to make sure you apply your policy in a consistent manner. For example, for a particular job category such as “Help Desk Support”  make sure you use the same type of background check on everyone in that job category and that you use the same criteria for assessing the results. You can vary your background checks to make sure they are relevant for the job – but do not vary them within the same job.

DO: Notify Your Applicant of Any Records Found. Before you take any action on the results of a background screen in hiring, promoting, or suspending an employee, make sure you’re aware of the Adverse Action requirements. These requirements are mandated by the FCRA and are very specific about how to notify an applicant of an adverse decision you’ve made concerning the results of their background check.

DO: Consider the Use of Employee Monitoring After Hire: Just because an applicant has cleared a background check, don’t assume that you will know if and when that person might get into trouble once they are in your employ. Monitoring your current employees to make sure you know if an arrest occurs is a growing best practice.

DO: Establish and Publish Your Background Screening Policy. Make clear—in writing—your background screening policy. Detail what types of screens you conduct, and the information for which you’re screening. Make sure you include federal, state and local laws in your guidelines. Additionally, make it clear how you’ll apply your background screening results.

The "Don'ts"

DON’T: Create a Blanket Policy. Fair employment laws require that you only make hiring decisions based on job-related capabilities. Therefore, avoid bright line “no criminal record” policies. Often, old and non-serious convictions have little or no bearing on a person’s ability to fulfill the job obligations.

DON’T: Rely Solely on National Criminal Database Searches. With today’s mobile workforce, it’s wise to conduct criminal searches on a national level to see if there are any criminal activities beyond where your applicant works or worked. But, always back up your national search with a local-level search to verify the results. Otherwise, you’ll risk making decisions on old or potentially inaccurate information.

DON’T: Forget to Screen Your Subcontractors & Temporary Workers. Everyone who works for your company should undergo a background screen. This includes contractors and vendors who are working for you. There is a large body of legal precedent that suggests you can be held liable for anyone who is paid by you; whether they are an employee or a subcontractor.

Percentage of Companies that do Background Checks

Eighty percent of U.S. companies ran criminal checks on job applicants in 2011, compared to about 50 percent of companies in 1996, according to a 2012 report from the Society for Human Resource Management.

What the New EEOC Guidance Means for You

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The Equal Employment Opportunity Commission’s (EEOC) 2012 guidance on background checks suggests that employers need to exercise more due diligence in their hiring practices. Its guidance on background check practices underscores the importance of five key practices in the hiring process.

1. Hiring policies should not exclude people from employment based on status.

Policies that automatically exclude people from employment based on only certain criteria (such as criminal status, age, disability, etc.) could pose liability. Employers should refrain from developing narrow policies of this nature to avoid potential legal issues.

2. Employers need to monitor adverse impact.

Hiring practices that result in adverse impact for a protected group are unlawful. If a hiring practice or selection method is adversely impacting a protected group, employers should not use it. This is true of any method used to base a hiring decision such as ability/personality assessments, drug tests, background checks, credit checks, etc.

3. Employers must hire based on the essential functions of the job.

The EEOC’s guidance suggests that employers must make hiring decisions based on whether candidates can do the essential job functions. Employers must identify those essential requirements in the hiring process and determine if a criminal record (for example) prevents a candidate from performing those functions.

4. Hiring criteria has to be job-related.

One of the most consistent trends in guidance provided by the government (and EEOC) on hiring practices is to keep all hiring decisions based on job-related criteria. If the criteria that employers are using to evaluate job candidates are not job-related, it will likely not hold up in court. For example, if an applicant's criminal offense is unrelated to the job, then you may not be able to exclude an applicant.

5. Employers must train decision-makers about employment discrimination.

The EEOC’s guidance emphasizes the importance of employers training both HR practitioners and managers on employment discrimination. Any individual who makes hiring decisions should understand employment law as it relates to recruitment and hiring.

While the EEOC only specifically addressed criminal background checks in its guidance, employers should be cautious with using any hiring practices, criteria and/or policies that are questionable against the guidelines provided.

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

Save on Background Check Services!ERC’s Preferred Partner Corporate Screening Services, Inc. offers ERC members discounts averaging over 20% off standard background screening products. 

Behavioral Interviewing
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. Emphasis will be placed on the selection process, including legal issues facing interviewers.

3 Steps Toward a Complete LinkedIn Profile

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Signing up for a LinkedIn Profile requires only a few simple pieces of information. However, the more complete your profile is, the more opportunities will likely open up for you.

According to LinkedIn, a "100% complete profile" includes the following items:

  • Industry and postal code
  • A current position with description
  • Two more positions
  • Education
  • At least 5 skills
  • Profile photo
  • At least 50 connections
  • A summary

In this article, we'll discuss 3 of these items that will be valuable additions toward a more complete profile.

Add at least three positions with descriptions

Likely one of the first things you'll do is add your current position. If you've gotten that far, you're off to a great start. But having a more complete employment history provide several benefits for you:

  • Connect with past co-workers - Adding employment history with past employers will allow you to reconnect with past co-workers, potentially opening the door for networking opportunities, partnerships with your current employer or simply reconnecting with an old friend.
  • Demonstrate experience - By adding multiple work experiences, you're demonstrating your experience with different employers in different positions with different job roles. You may also be able to show career progression as you move from one position to another.

Add previous education

Just as adding employment history gives you the ability to re-connect with past colleagues, adding education history allows you to reconnect with former classmates. It also shows relevant education as it pertains to your job or career.

  • Add relevant coursework - Be sure to add your concentration/major if you're adding a post-secondary education, but also include any relevant coursework to assemble a thorough education history.
  • Add activities and societies - This is another easy way to connect with people of similar backgrounds. You may find that you have a closer connection with some of your existing business relationships through past activities or societies.

Add a summary

A summary acts as your personal branding boilerplate. If you were in an elevator with your dream employer (which may be your current employer) and had to summarize your career, experience and expertise on the way up, what would you say? Luckily here, you have more than an elevator ride's amount of time to craft your summary.

  • Think in keywords - What are they keywords that you want people to associate you with? If you're a job seeker, you might use terms like "action-oriented" or "goals-driven." If you're looking to connect with other professionals in your industry, write in terms of tasks or responsibilities.
  • Share relevant extracurriculars - Are you affiliated with an industry association? Do you volunteer with a prominent group that may boost your credentials? Be sure to add that here.
  • Be concise - This isn't the place to write your life story. Try to use short sentences, bulleted lists and no more than a paragraph or two.

3 Reasons You Need to be on LinkedIn

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We've all been there. You're at a meeting or a networking event and you meet another professional. Within the next couple days you search for that person through Google or directly through LinkedIn to learn more about them and possibly even connect. And odds are if you don't do that, the other person does.

Social networks have become engrained in the fabric of contemporary networking, and LinkedIn is the network of choice for the business crowd. Having a LinkedIn profile is a necessity for every working professional. Here's why:

1. Control of Your "Personal Brand"

Businesspeople are expected to be on LinkedIn, and a lack of a profile can be an indication of an out-of-date or inaccessible professional. Your profile acts an extension of your business card, showcasing who you are, where you work and what your expertise is.

Quick tip: Don't use Facebook for business networking.*
*unless you feel 100% comfortable with your peers seeing that picture of you from the Bahamas two years ago

Here are three things you can do right away to make sure you're controlling your personal brand on LinkedIn:

  • Get a profile - This is a no-brainer. If you're not on LinkedIn, plan to set up a profile. LinkedIn offers several great tutorials on how to do this.
  • The basics - If you do nothing else, add your contact information and your current employer. This will drastically increase the ability for other people to find you on LinkedIn.
  • Keep adding - Once you've completed the basics:
    • add former employers (to connect with past colleagues)
    • add education (to connect with former classmates)
    • add a summary of your job and expertise (so people can learn more about you).

2. Organize Relationships

Increasing the size of your professional network, whether offline or online, should be an important component of any business professional's career. Having an extensive network comes in handy not only in career transition and advancement, but can be a great resource for sharing ideas and seeking support for issues related to your specific job function.

  • Staying in touch - Remember that person you met at the networking event mentioned above? Build that relationship by connecting with them on LinkedIn.
  • Staying current - LinkedIn provides you with constant updates about people you're connected to, including job transitions, promotions, shared content and more.
  • Staying in the loop - LinkedIn makes it incredibly easy to pose questions to your network and receive nearly instant feedback, making it a powerful tool for getting answers to your job-specific questions.

3. Finding Information & Answers

While LinkedIn is primarily a networking tool, it's become a great research tool for crowdsourcing ideas and information among similar groups of people. Here's how:

  • Your own audience - LinkedIn gives you the ability to ask your own audience a question and receive answers quickly, either through your status message or through a group discussion board.
  • The power of the Group - If you're not using Groups in LinkedIn, you're missing out on an opportunity to listen in on many of the discussions that your peers are having right now. Join a group or two to start, and simply read some of the discussion topics. You're bound to gain something insightful within the first week.

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.

4 Reasons to Not Use Facebook for Hiring

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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.

4 Strategies to Combat Turnover

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Turnover is a reality for every business. It can be a warning sign that something is wrong with our workplace, managers, or teams that needs to be fixed. It can also signal that we might be hiring poor fits into the organization.

The problem of turnover demands that we understand why we are not able to retain some of our employees and fix it before the situation spirals and we lose many talented employees. Here are 4 strategies to combat turnover.

Step 1: Track it.

The first step to deal with turnover is to track and benchmark it. You must understand how your numbers compare to normal turnover for your industry and size and if the turnover you are experiencing is healthy or unhealthy for your business. For example, are your best employees leaving or are your new-hires leaving, and is turnover primarily voluntary or involuntary? At a minimum, track the following types of turnover:

  • Voluntary and involuntary turnover
  • All employee and top performer turnover
  • New-hire turnover at intervals (90 days, 180 days, and 1 year)

Step 2: Research the context.

The second step in combating turnover is to research the context of the termination, including the work area affected and characteristics of the employee. You'll also want to explore the former employee's reason for leaving as well as their supervisor's and coworkers' feedback on the termination. Turnover issues tend to follow a pattern so look for trends in the following:

  • Work area (location, division, department, team, and supervisor)
  • Individual characteristics (length of service, performance, type of job)
  • Reason for leaving (per exit interview/survey)
  • Supervisor and team feedback

Step 3: Identify critical incidences.

Turnover is generally not caused by a single workplace event. Research shows that turnover results from a process of progressive disengagement, which can take weeks, months, and sometimes even years to escalate to a final decision. Eventually, however, a critical incident causes an employee to decide to quit.

To understand the cause of turnover and fix it, you need to identify these critical turning points and causes of disengagement so that repeat scenarios with other employees are prevented. Examine what went wrong, what you could have done differently, and how you will approach a similar situation in the future.

Step 4: Implement interventions.

After determining the causes and context of turnover and putting together the pieces of each former employee's story, there are several major interventions that you can use to solve turnover problems. These include, but are not limited to:

  • Job design: changing a job's design, reducing workload, providing more training, or enhancing employees' skills
  • Management: training or developing a manager's skills, removing a manager from their position, improving performance management or feedback
  • Hiring and selection: making a change in the hiring or selection procedure, enhancing on-boarding
  • Communication: communicating changes and reasons for changes, being sensitive to and dealing with employee reactions, managing and mediating coworker conflict
  • Total rewards: making changes to pay and benefits, enhancing advancement opportunities, enhancing work/life benefits

Turnover is as critical to monitor and address as expenses in your organization. It is a lost investment in your business that can take significant time and money to recover, especially when you lose a high performer. While there’s no magic bullet solution to prevent it, your organization can better manage turnover by tracking it, better understanding why it happens, and implementing interventions that deal with it.

Additional Resources

2012 ERC Turnover & HR Department Practices Survey
This survey collected information from Northeast Ohio employers on voluntary and involuntary turnover of employees and new-hires as well as HR department practices including the role of HR, common HR metrics and benchmarks, and the use of technology and information systems within the HR department.