Talent, in many organizations, seek learning and development opportunities to advance their careers. They often look to their employer for support and guidance. Therefore, it is important for organizations to provide structured learning. However, many employees may not know where to start when it comes to their professional and career development. Organizations have the unique opportunity to provide the “where to start” for employees in conjunction with developing the skills necessary for the overall goals of the organization.Read this article...
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.Read this article...
There are many factors that go into an effective executive coaching intervention, but there are four that stand out as being essential for success.Read this article...
We asked Oswald Financial’s Dave Kulchar and Mike Gheen for their expertise on employee financial wellness programs.Read this article...
While nearly all (98%) Northeast Ohio organizations conduct interviews as a means of evaluating job candidates for both exempt and non-exempt positions, data from the 2015 ERC Hiring Trends & Practices Survey reveals interesting differences among those that utilize other methods of selection.Read this article...
According to a survey released by the Society for Human Resource Management in 2012, approximately 69% of organizations reported that they conduct criminal background checks on all of their job applicants. However, what happens if something questionable shows up on the background check that reveals a criminal past? Do you have the right to ask them about it?
Yes, you do. The Equal Employment Opportunity Commission (EEOC) guidelines strongly recommend employers speak to their candidates about a criminal history brought up in a background check.
In a Guidance document released in 2012, the EEOC describes the circumstances under which an employer’s use of arrest and conviction records can violate Title VII’s disparate treatment and disparate impact theories. The EEOC continues to embrace a test that evaluates criminal history, known as the Green factors.
But what is significant about the enforcement Guidance? It tries to assist employers with a better understanding of how the EEOC believes these factors should be applied.
As a best practice, the EEOC encourages employers to not ask about convictions on an employment application. However, if the employer does ask the applicant about their criminal background past, the Guidance recommends that they only ask questions that are relevant to the position and job duties.
The Guidance states that an employer may not use arrest records to solely treat an applicant differently and cannot use arrest records alone as a reason to deny employment. However, if an employee has been arrested, the Guidance allows employment decisions to be based on the conduct underlying the arrest. As long as the reason for which the employee or applicant was arrested is relevant and makes the individual unfit for the position, than the employee or applicant may be terminated/not offered employment for the arrest.
This is when an employer will inform an employee or applicant that he or she will be screened for a criminal background. The individual is given an opportunity to respond and then the employer considers the circumstances before making a decision.
“In the Guidance, the EEOC states that employers who develop a targeted screen using the Green factors as well as the individualized assessment, can avoid Title VII liability.”
“The Guidance affirms that an employer who is conducting criminal background checks in order to comply with another federal law or regulation will not violate Title VII.”
However, the EEOC states that if a screening exceeds the scope of a federally imposed restriction, liability can occur if an employer doesn’t provide evidence that justifies an enhanced policy.
ERC has a team of HR Help Desk Advisors to provide timely and trusted answers.
Many organizations have a training and development function of their business nowadays, whether it is one or a few staff members devoted to training and development, or an entire department. Developing a training function not only helps centralize employee training and development, but also supports an organization's commitment to employee development. Increasingly, organizations that invest in and structure their approach to training and development have a 'leg up" on the competition.Read this article...
Job candidate engagement and relationship management, recruitment metrics and streamlining, selection assessment, and hiring manager relations are all key areas of opportunity for many organizations and some of the major hiring practice trends.
Here are some ways to improve these aspects of your hiring process.
Each conversation and interaction with a candidate is an opportunity to engage or disengage the individual and establish a positive or negative relationship or perception of your organization. Remember that declined candidates can be sources of other job applicants, and they are just as important to engage.
Staying in touch with candidates and building relationships with them over time can help improve the recruitment process and build a network of contacts for future positions. It also can save money on sourcing.
Selection problems typically occur when a) the methods used don’t match the skills, abilities, or knowledge that need to be evaluated and b) the process or people involved in the process approach it in an unstructured, untrained manner that makes decision-making subjective and error-prone.
A comprehensive selection process should be based on a thorough review of the knowledge, skills, and abilities required for the position, as well as organizational and cultural fit. By analyzing your hiring needs in depth, your organization can create selection practices that best fit the requirements of the position.
For example, if your organization wants to determine whether a candidate’s style or personality fits the position, it is best to conduct an assessment versus asking personal questions in the interview. If other candidate traits should be evaluated, such as leadership style or problem solving abilities, assessments can be used to evaluate those traits.
By focusing on selection methods that fit the position, your organization can improve its selection effectiveness.
Additionally, your organization may consider improving its interviewing practices by providing more structure to hiring managers with an interview guide to ensure that they are asking appropriate, targeted, and consistent questions of all applicants and rating them according to objective criteria or by ensuring that managers are trained on interviewing practices.
Your hiring process should be measured so you know how it is working. If your organization only has time to track a few critical hiring metrics, make sure these are the ones: time to fill, cost per hire, sourcing effectiveness, and quality of hire.
They will show how efficient and costly your process is, what sourcing is generating the most applicants and the best hires, and the quality of candidates whom you are hiring, all important to measuring your recruitment and hiring process’s effectiveness.
Additionally, linking or correlating quality of hire metrics back to the selection tools and sourcing methods can help your organization validate its hiring approaches and determine which ones are effective.
Recruitment of great talent can suffer when HR and hiring managers are not on the same page. This can create disorganization, inefficiencies, and inconsistent communication that candidates often pick up on during the hiring process. Positive and efficient recruiter/HR and hiring manager relations can be improved by enhancing communication in all of the following ways:
If technology isn’t being used in your organization’s recruitment process, it’s time to start integrating new systems of tracking applicant and recruiting data. One of the most challenging aspects of recruitment is managing resumes and applications. There are plenty of great systems and software applications that your organization can invest in to help streamline this process. Leveraging applicant tracking systems is important in making the process efficient.
Beyond social media, which is also technology your organization can use to enhance its recruitment and hiring process, some organizations have expanded their sourcing efforts to mobile technology like cell phones and texting.