Mobile Recruiting: Is Your Organization Ready?

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In an increasingly competitive, fast-paced and tech savvy job market, high tech recruiting methods, particularly social media recruiting, have become an integral part of the overall recruiting strategy at many organizations. The majority of participating organizations in the 2013 ERC Hiring Trends & Practices Survey indicated that they are staying on top of the social media trend, but still fall short when it comes to an even more recent development, i.e. mobile recruiting.


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Managing FMLA: 6 Legal Risks Many Employers Face

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Managing FMLA: 6 Legal Risks Many Employers Face

The Family Medical Leave Act (FMLA) is one of the most complex employment laws with which employers must stay in compliance. Employers face a number of legal risks when managing FMLA ranging from determining eligibility to disciplining an employee on leave. Here are 6 common legal risks many employers face with FMLA that you need to know.

1. Recognizing when leave needs to be covered by FMLA

The need for FMLA leave in the workplace can go unrecognized by supervisors and create potential liability.

For example, in a 2013 case, an employee called her supervisor to inform them that she could not report to work, and the following day reported that she was seeking treatment at a mental health center. She provided her employer with a doctor's note which stated that she was being treated for depression. She was eventually terminated after she had asked for extensions of her leave of absence, and when she could not return to work. The court found that the employer interfered with her FMLA rights when it did not provide her with an FMLA certification form nor a notice of her FMLA rights.
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Employers Struggle Most with Tracking FMLA

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Organizations could cite a countless number of reasons that they find FMLA administration challenging, but according to a 2013 ERC survey, top among these reasons is “tracking”. According to the 2013 ERC FMLA Practices Survey, “tracking” is the number one challenge for 40% of the participants, up 12% since the survey was last published in 2011. Other somewhat less common challenges include overall compliance (23%), determining overall costs associated with FMLA absences (17%) and determining what constitutes a serious health condition (12%).

Variable Administration Practices

Given the difficulties employers face with tracking FMLA, the fact that their methods for doing so continue to vary from organization to organization is largely unsurprising. For example, over half of the respondents (56%) reported using a rolling 12 month period measured forward, but nearly one-third use a rolling 12 month period measured backward and 10% us a calendar method.
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Sneak Preview: The New myERC

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myERC, the members-only online resource for ERC members, will be getting some tremendous new upgrades and features that greatly enhance your ability to connect with ERC, other members, and the critical information you need.

Enhanced Mobile Accessibility

You’ll be able to easily access all the tools and information in myERC from the convenience of any mobile device.


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Payroll Cards Facing Legal Scrutiny

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In 2013, New York’s Attorney General began investigating companies that pay hourly employees using prepaid payroll cards, with the concern that fees associated with pay card withdrawals may be insufficiently disclosed or excessive, and that the cards may decrease employees’ take-home pay which may, in some cases, result in pay below the minimum wage.

There was also concern that these cards may not comply with state laws governing printed payroll statements and written consent for using the cards; federal law which prohibits mandatory use of prepaid payroll cards as a condition of employment; and collective bargaining agreements.
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“You Didn’t Get the Job.” 4 Tips for Communicating with Applicants

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“You Didn’t Get the Job” - 4 Tips for Communicating with Applicants

“You didn’t get the job.” No employer wants to communicate this news to applicants, but communication about whether or not a candidate “got the job” is an important part of the hiring process.

Making a good hire partly requires an individual having a good candidate experience in your hiring process. Candidates are as much evaluating your workplace as you are evaluating them, and without a positive experience, you run the risk of losing strong candidates. Effective communication with job applicants is one of the most important predictors of whether or not applicants have a good experience.

Unfortunately, candidate communication is an area needing improvement among many employers. Too often, organizations leave applicants wondering whether or not they made it to the next phase of the hiring process or if they got the job.
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Most Popular Ways to Communicate Hiring Decisions

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Throughout the recruiting and hiring process the potential employer and the job candidates engage in an ongoing series of communications back and forth through an increasingly diverse list of channels.

From phone call screenings and video interviews to applicant tracking systems and emails, this series of communications is ultimately leading up to one of two final pieces of communication- either a job offer or a rejection. What to say, write or do to communicate a hiring decision is certainly challenging for many organizations, but how the communication is handled can be equally challenging and important to consider.

Drawing from data reported in the 2013 ERC Hiring Trends & Practices Survey, the figure below illustrates the various communication methods organizations in Northeast Ohio use to notify job candidates of a hiring decision.

Figure 1 | Communication methods used to notify job candidates of a hiring decision


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Sue Bailey Joins ERC’s HR Consulting Practice

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ERC is pleased to announce that Sue Bailey has joined ERC’s HR Consulting Practice as a Senior Consultant, Compensation & Benefits. In this role, Sue will be assisting organizations with compensation, benefits and other Human Resource projects including:

  • Executive compensation & benefits strategy development, solution design & implementation
  • Total Rewards strategy, gap analysis, prioritization, solution design and implementation
  • Sales and management incentive plan design that drives business plan objectives
  • Health care and retirement plan analysis and consulting
  • Benefit plan outsourcing solutions
  • Equity plan design (stock options, restricted shares, etc.)
  • Compensation committee presentations, solution design, board studies
  • HR systems and shared services analysis and design

Prior to joining ERC, Sue was the Founder and President of HR Works, LLC, a compensation, benefits and HR consulting firm specializing in all areas of total rewards. Sue also held senior level Compensation and Benefits positions at Education Management Corporation, American Greetings, Agilysys, KeyCorp and Sherwin Williams.

Sue has a deep foundation and working knowledge in compensation, benefits and human resources developed from over 25 years of HR experience and her leadership roles in a number of large corporations in the consumer products, e-commerce, education, distribution, financial service, manufacturing and retail industries. She gained her experience through hands-on-work conducting analysis and program design, and providing project management leadership and implementation expertise.

Sue earned her Masters Degree in Human Resources from State University of New York at Buffalo, and a BA in Business Administration, Sociology and Labor Relations from State University of New York at Fredonia.

To contact Sue, please email sbailey@yourERC.com or call 440-947-1293.

Behavioral Interviewing: 7 Tips for Hiring Superstars

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Behavioral Interviewing: 7 Tips for Hiring Superstars

Does your organization want to hire superstars and top performers? Behavioral-based interviewing is one of the most effective interviewing techniques and is the chosen form of interviewing by most employers to hire and select top performers. Time and time again, employers tell us that behavioral interviewing practices help them select top people for the job.

Behavioral interviewing involves evaluating how a candidate acted in specific situations in the past. The underlying assumption of behavioral interviewing is that past performance and behavior predicts future performance and behavior. Unlike other types of interviews, behavioral interviewing is generally more successful in evaluating a candidate and predicting how they might perform in the role for which they are applying.
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