You’re filling out a job application and just as you’re about to hit “submit”, you see the dreaded “Please provide the salary for your current position” question. Plus, it has a little red asterisk next to it, so you know you are going to have to answer it to even be considered. Well in recent years a combination of case law and statewide and local statutes are beginning to change that practice, or at least removing that pesky red asterisk.

Recruiting and retaining people in stigmatized occupations can be difficult for many organizations. Stigmatized occupations are jobs that may be seen by society as being physically or socially tainted.¹

The HR Star Conference Cleveland being held on July 25 will attract over 600 HR professionals for a day of education, networking, and engagement. ERC proudly supports this conference year after year. This year ERC has the privilege of providing four speakers on four different, engaging topics. Meet our speakers below and catch their sessions at the event.

Recruiting and hiring the right people for the right position is an essential piece of an organization's success. Employee selection is much more complex than an impressive resume and a feeling that they're a cultural fit. When your employee selection is approached incorrectly, it may result in high turnover, low morale, increased stress, and decreased productivity.

With everchanging political and legislative landscapes, it's important for employers to know and understand the trends that have the potential to impact their business. At ERC, we like to keep informed on legislation and rulings from around the country that may influence how you approach your handbooks, strategies, and even company culture.

Employee engagement is generally defined as a positive, fulfilled state of the employee regarding their work and their organization. Employee engagement is characterized by vigor, dedication, and absorption in work-related activities. Unsurprisingly, employee engagement connects with many desirable outcomes, including high performance, overall positive attitudes, better mental health, and increased innovation. If employees are not engaged, they tend to burn out and disconnect from their work.

After years of conflict amongst lower level courts, the United States Supreme Court has weighed in and settled the uncertainty of whether arbitration agreements and class action waivers are lawful.

As the “War for Talent” intensifies, now more than ever, it is critical that employers continue to look for new and unique ways to set themselves apart as an employer of choice for the best and the brightest. While a ping-pong table in the break room at work might sound fun on the surface, when it comes down to making a decision about where to work, the reality is, employees are looking for something with a bit more substance.

With the war for talent in full-effect, it’s important to look more deeply into how compensation factors play in an organization’s ability to attract, engage, and retain top talent. Support your people strategy and stay competitive by keeping up with compensation trends.

Research has highlighted three key non-performance factors that can distort the performance ratings managers give to their employees.¹ While rating subordinates, managers consider the negative consequences that can occur when providing accurate ratings, the organizational norms surrounding how they are supposed to rate, and the potential of fulfilling self-interests. These three factors add to the complexity of how managers are motivated to rate, and they lend support to the idea that managers are not always motivated to rate their subordinates accurately.