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Steps Toward a Successful Recruitment Process
HR Question:
I understand that we’re living in a “candidate’s market,” which means I need to be both efficient and effective when recruiting for new talent. I want to know what best practices are to create a strong candidate and brand experience. What steps should I take to build a successful recruitment process?
HR Answer:
You’re right – today, businesses are operating in what’s called a “candidate’s market.” This means that job seekers have more opportunities and professional options to choose from. More importantly, though, it means that the top-tier candidates have the most leverage for the best opportunities. Secondly, it means that you can no longer use the same old hiring practices that you’ve used in the past when there were more candidates than there were jobs.
While the recruitment process may look different depending on factors such as business size, industry, or seniority of the position, some fundamental steps can be taken to help ensure a successful recruiting process.
Define the Position
The most successful recruiting efforts are built on clearly defined roles, which means creating (or updating) the job description for the role. You should meet with the relevant stakeholders (i.e., managers and peers) to understand which skills, tasks, and experiences are critical to the success of the position, and possibly missing from the team and organization, to update the job description.
Then, for clarity and effective candidate screening, a best practice can be to identify the top three to five skills or qualifications that are essential to the position (rather than providing an exhaustive list of potential needs) and build your job ad around those items.
The difference between job descriptions and job ads
It’s important to note that your job description and your job ad are not the same thing! Your job description should provide a detailed view of the job requirements, expectations, reporting structure, etc. Your job ad should give a brief overview of the position and highlight the most critical qualifications needed to be successful.
Your ad should also provide compelling reasons why candidates would love to work for your company. Remember, your job ad needs to be intriguing enough to potentially woo someone away from their current job. This is your chance to highlight why they should consider making that leap.
Another key task in these early stages is making sure that you have a clear description of the culture and what a “strong fit” may look like for the existing team. Be sure you understand your “need-to-have” qualities (such as the ability to pivot quickly or experience with certain software) versus “nice-to-have” qualities (i.e., it would be great if the candidate came with these skills, but I can teach them if they don’t).
When it comes time to put pen to paper (or fingers to keyboard), consider the following:
- Job ads should be easily read on a mobile device with minimal scrolling, as almost 70% of job seekers in 2021 applied via their mobile devices.
- Utilize catch statements at the beginning of the ad (i.e., are you looking for a fast-paced, creative environment?) that speak to the candidate you may be looking for.
- Use a short paragraph to summarize the major responsibilities of the position. No more than three to five sentences.
Post the Position
Once your job ad is written, it’s time to cast a wide net to attract a diverse candidate pool. Consider major job boards like Indeed, LinkedIn, and ZipRecruiter, as well as a number of free job boards, niche/industry-specific job boards, diversity job boards, and social media groups. Don’t forget to leverage your own network, including LinkedIn alumni groups and associations in the area you are recruiting in. Be sure to post it on your company’s career page too.
As you post the role, be sure to simplify the candidate’s ability to post/apply to positions. Remove any unnecessary steps that make the application process lengthy or complex, which may turn off the candidates from even applying in the first place.
If you use pre-screen questionnaires, make sure they are optimally designed and easy to complete. Wait until after initial conversations with a candidate before making them complete lengthy applications or assessments. This allows for an opportunity to “sell” the position and the employment brand of the company and to get the candidate interested in moving forward through those tasks.
Be Proactive!
In a tight candidate market, you may not want to solely rely on waiting for the candidate to come to you. Research organizations, social media outlets, or other networking options that are relevant to the position or company. Routinely connect with your network, share news, and let them know that you are hiring.
And if you are competing for the same candidates as other organizations, be ready to sell the candidate on why your company will be their best choice. This is not just a discussion of pay and benefits, but more about the culture, mission of the company, and potential career growth. So, if your organization does a great job of providing career paths and development opportunities, be proud of that, put that message first and foremost ahead of pay and benefits.
Focus on Candidate Experience!
As candidates come rolling in, you’ve reached a crucial time in a successful recruitment process – you need to make sure you’re reviewing and responding to candidates in a timely fashion. A best practice is responding to the candidate with an acknowledgment, if not the next steps, within one to two business days. This can be a simple email that thanks them for their interest and includes an explanation of what the next steps in the process will be. The candidate will appreciate the follow-up, which will also help protect the employment brand of your company.
Other best practices include:
- Utilizing readily available technology to find alternate ways to reach out to candidates. For example, texting can be an effective way of quickly getting in touch with candidates, as it boosts engagement and may cut down on the amount of time spent playing phone tag. This is especially true if your organization has a lot of high-volume recruiting.
- If you know that there will be multiple steps in the process, communicate that as early as possible. This also opens the door to encouraging the candidate to keep you informed as well should there be any developments in their current job search.
- Simplify the interview process as much as possible. Avoid having candidates come on-site multiple times for interviews by scheduling as much as necessary in one or two visits, max. Top-tier candidates are usually currently employed, which makes it very difficult for them to take time off to interview.
Be sure that your entire hiring team prioritizes the recruitment process and that they are actively involved in the hiring process so that you do not lose top talent to roadblocks caused solely by the hiring team. More often than not, your best candidates may come in the first round of resumes that you receive. Encourage anyone involved in the hiring process to keep this in mind as they recruit and to be timely in making decisions.
Thank you to Lisa Johnson, CIR and Samantha Kelly for contributing to this edition of our HR Question of the Week!
A successful recruitment process is much more than just posting an ad. It requires a targeted message, the right resources, and a significant amount of candidate engagement. Are you overwhelmed with your recruiting? Our on-demand recruitment services can give you the support you need no matter where you are in the process. Visit our Outsourced Recruitment page to learn more, or contact us today!
How Can My Company Choose Between Different Types of Recruitment Services?
If your organization is struggling to get candidates to apply or remain in your selection process, can’t seem to find the right person to fill a key role, or simply don’t have the bandwidth to fill the volume of open positions, it may be time to consider external recruitment solutions. There are many types of recruitment services that can often help you find and hire the right talent faster, improve your recruitment function’s effectiveness, and save you money in the process.
So, how do you get started and what should you look for?
Four Types of Recruitment Services
We’ll break down four different types of recruitment services to help you understand what they can do, their typical pricing/fee structure, and how to decide if it’s right for you.
1. Recruitment Process Outsourcing (RPO)
RPOs, also known as outsourced recruitment services, are described by the Recruitment Process Outsourcing Association as being similar to business process outsourcing, where “an employer transfers all or parts of its recruitment processes to an external service provider.” An RPO can manage some or all of your recruiting process while also offering options for establishing or improving your internal hiring function.
How do RPOs work?
Full-service RPOs act similar to an internal recruitment team as they work on your behalf representing your organization and employer branding. Many times, because they are a seamless extension of your company, candidates don’t know these recruiters aren’t on your staff unless it is shared.
These recruiting experts can tackle all aspects of your recruiting from initial scope to onboarding including:
- Creating compelling job ads and posting to their curated networks
- Screening resumes and sourcing candidates
- Conducting interviews, setting up interviews for your hiring managers, and gathering feedback
- Communicating with your decision makers and candidates – ensuring an excellent client and candidate experience throughout the process
- Conducting reference and background checks
- Extending offers and assisting with negotiations
- Arranging and leading onboarding
There is additional value as you leverage their candidate reach, discounted job ads packages (including social media), technology, and applicant tracking tools. Many outsourced recruitment services can use your applicant tracking tools, provide their own, or even help you establish new ones.
RPOs are often strategic consulting partners for your organization. In addition to supporting or managing your hiring process, they can address underlying issues with your recruitment strategy, refine your processes, and identify cost-saving opportunities.
This structure allows for an on-demand approach, as outsourced recruitment services can manage as much (or as little) of your recruitment as you prefer. Some companies choose to use an RPO to manage their entire recruiting function – eliminating the need for an in-house recruiting team. Others take an à la carte approach using outsourced recruitment services to support their biggest area of need, such as advertising or initial screening.
Ideal for:
- Organizations of any size that have limited, overburdened, or no dedicated staff for recruiting. They allow business owners and managers to focus on their business.
- If you don’t have the resources or your plate is too full, an RPO can keep your timeline moving with a minimal time commitment on your part.
Pricing/Fee Structure:
As you can imagine, not all RPOs are alike, and neither are their pricing structures. Some charge an hourly rate for time worked while others charge monthly, project-based, or cost-per-hire rates. So it’s important to do your homework!
For companies seeking recruiting support with the most flexibility and time and cost-savings, outsourced recruitment services that charge by the hour may be the best fit. That way, you’re only charged for their time working on your needs, and not charged when they’re not.
2. Interim/Temporary Staffing Agency:
This type of recruitment service is also a third-party entity that operates entirely independently of your company. Temporary agencies usually have a database and network of individuals who can quickly fill in for short-term needs. These candidates may be on the payroll for that staffing agency or simply be employed on contract as needed.
Ideal for:
- Quickly filling an interim position
- Bulk hiring for short-term projects or seasonal staffing needs
Pricing/Fee Structure:
Employers typically pay an hourly rate to the agency and the agency determines the temp’s pay rate.
Some agencies may also offer the contract-to-hire option, where you pay the hourly rate, but have an option to hire the temporary employee long-term. At that point, you often pay a conversion rate or a placement fee when you hire.
3. Retained Search
Retained search firms often take a deep dive into understanding the needs and expectations of the open role, in addition to their clients’ company branding, culture, vision, and mission to fill a position. They use this information to identify ideal candidates more accurately.
Retained search firms often find and present a few top candidates after conducting thorough screening and interviews. They also help with ongoing communications with those candidates if you choose to interview them. The firm will also help negotiate and provide offer expectations for their candidate(s).
Ideal for:
- When your recruiting team doesn’t have the appropriate network or time to dedicate to this key position
- Guaranteeing you’ll get a hire for a hard-to-fill or important role within your team.
Pricing/Fee Structure:
Many firms charge 30-40% of the position’s first year salary. Employers pay an upfront retainer fee and get a “guarantee” of a hire, often accompanied by a prorated rate refund or replacement if the hire leaves within a short period.
4. Contingency Recruiters
These recruiters set themselves apart as they are only paid if you hire their candidate(s). They recruit for entry- all the way through senior-level positions and work to develop a wide network of candidates for various roles in multiple industries.
To increase their chances of securing a hire (and getting paid!), they tend to recruit for multiple companies and may submit the same candidate to more than one company. Because of this, it is important that you act quickly if a candidate is a great fit so as not to lose them to a competitor.
When using this recruiting approach, you’ll want to understand what happens to your search if you opt for a contingent option while the firm’s other clients are using the retained search model. This can lengthen your time-to-hire.
Ideal for:
- Similar to a retained search, when your recruiting team doesn’t have the appropriate network or time to dedicate to the position
- In tight labor markets when you need to search your competitors’ rosters
Pricing/Fee Structure:
You pay only if you hire the candidate they present. Typical fees range from 25-35% of the new hire’s first-year pay.
How to choose the best recruiting service for you
No matter which of the types of recruitment services you choose to explore, we recommend that you:
- Check client and candidate references to understand their reputation with both groups.
- Ask how they find and recruit candidates. Do you still have to pay for job ads, professional membership fees, etc.?
- Learn about the process including if they utilize your ATS or their own.
- Understand the average or expected time to hire or similar analytics.
- Know your time/involvement needed upfront and on-going.
- Ask how they provide a positive candidate experience, as well as who/how they will handle all follow-ups.
- Do the math! Compare costs between your top options. You might be shocked at how much you can save.
Bottom line, any of these staffing options can offer support when you need it. The key is to find the best fit for your needs, as well as budgetary and time constraints.
Thank you to Andrea Whalen, Senior HR Business Strategist, and Melinda Canino, MS, Senior HR Communications Advisor, for contributing to this article.
Do you need recruiting help? Our Outsourced Recruitment Services may be the perfect solution. We’ll manage the full process or support just where you need it for one or all of your positions. Plus, we offer flexible pricing options including retained, contingency, and hourly rates! Call Clark Schaefer Strategic HR today at (513) 697-9855 or email us for a free recruiting consultation.
If you don’t have openings but still want to evaluate that your process is top-notch, it may be the ideal time to take our Free Recruitment Checkup.
How Long Should We Keep Resumes and Applications?
HR Question:
We’ve received a lot of resumes recently – some have been for positions we’ve posted, and some are unsolicited. Do we have to keep all of these resumes, and if so, how long do we need to keep the resumes and applications?
HR Answer:
First, let’s address what to do with unsolicited resumes. You are not obligated to store unsolicited resumes; however, it is important to be consistent with your approach. If there are any unsolicited resumes that you have kept for further consideration, your best approach is to keep all unsolicited resumes for the same duration of time that you retain your solicited resumes.
For resumes and applications that you have received in relation to a job opening, there are a few federal laws that require employers to retain employment applications and related documents ranging for a period of one to two years from the date of the hiring decision (the date the position was filled, not posted). Employers are responsible for following the federal laws under which they are covered as well as any contractual requirements that they may have (i.e., union contracts) that may require additional time to maintain records.
Another important item to note regarding applicant recordkeeping is that you are required to maintain not only employment applications for a position, but the entire hiring record. Hiring records could include such things as applications, resumes, screening tools and assessments, background checks, and reference checks. Anything that you use in assisting you with an employment decision is considered part of your hiring records.
Major federal laws that address employment records retention requirements include:
- Title VII of the Civil Rights Act of 1964 – Requires employers to keep various employment records, including job applications, for one year from the date the application was received.
- Age Discrimination in Employment Act – Requires employers to retain employment applications for one year. There is language, however, that indicates if you are aware the applicant is over age 40, you should retain it for as long as two years.
- Americans with Disabilities Act – Requires employers to retain job applications and documents for one year. There is some variation based upon whether or not the applications are solicited or unsolicited, but the maximum retention is two years.
- Executive Order 11246 – If you are a government contractor and have less than 150 employees or a contract of at least $150,000 you must retain these records for one year. If you have at least 150 employees or more and a contract of $150,000, you are required to keep the records for two years. If you have a resume on hand from a previous search and decide to consider it for a new position months down the road, you will need to keep that resume or application for the time required based on the last viewing of the document (i.e., 1-2 years past the fill date of the second position).
A word of caution – if there is a discrimination charge or unlawful employment practice brought against the employer, employment applications must be retained until the matter reaches a resolution. This can get tricky if someone claims discrimination because they did not get a promotion; the employer is then required to keep all the applications received for that promotion until the claim is resolved. With a lengthy lawsuit and litigation, this could be an extended amount of time.
Generally speaking, good practice is to keep resumes and applications of non-hired individuals for two years following the date the hiring process is completed for a position (i.e., from the time the new employee starts working). Remember to consult state laws in addition to federal regulations when determining how long to keep employee records.
Recordkeeping can be a daunting task, especially when you are trying to clean out old records and maintain the pertinent ones to remain compliant. Clark Schaefer Strategic HR understands your frustration and has many tried-and-trusted tips on recordkeeping. Visit our HR Compliance & Recordkeeping Services to learn more about ways we can help you to get your employment records in order.
What Should We Include On Our Careers Page?
HR Question:
What should we include on our company Careers page to ensure we’re keeping up with the times?
HR Answer:
You’re wise to have the quality of your company’s Careers page on your radar. This is a critical recruitment marketing tool to capture the attention of potential candidates. Your page’s content, look, and feel must grab their attention fast to keep job seekers engaged and interested in applying. Otherwise, you lose them before they even apply. You’ll want to make sure that you seize the opportunity to showcase who you are, what you have to offer, and why job seekers would want to work at your organization.
Your Careers page should be designed to intrigue candidates to want to learn more; actively engage them with your content; and compel them to apply. There are many components that you can consider to optimize your Careers page. Here are some suggestions to get you started.
Nine Tips to Optimize Your Careers Page:
1. Showcase your employer brand
Your employer brand encompasses your mission, values, benefits/perks, and overall company culture. It can be viewed as your company’s reputation as an employer, which is a critical piece that job seekers want to understand.
Although this is different than your company brand, your employer branding should be aligned with your company brand. We’ll touch upon some components of employer branding below, but to dive in further, check out this LinkedIn article, “What Is Employer Branding and How Can It Grow Your Business?”
2. Share your mission and values
According to what we’ve learned about generational preferences, a “values match” between the candidate and the company ranks among the top reasons any generation would prioritize when deciding whether or not to join an organization. By incorporating your company’s mission and values on your Careers page, candidates can connect to your company’s purpose.
A great way to showcase this can be through testimonials from your employees sharing how your values come to life in your workplace. This presents a good opportunity to ensure that you are indeed living the values that you profess for your company.
3. Include benefits / perks
It should be no surprise that job seekers want to know about the benefits and perks that you offer. This is a prime opportunity to market what you offer to your employees and tout why it’s great to work at your company. Wondering what today’s job seeker values the most? Check out Forbes’s “Best Employee Benefits of 2023.”
4. Shine a light on company culture
Your company culture is what makes your organization uniquely YOU. Candidates want to have a realistic picture of what it’s like to work at your company so they can assess if it feels like a good fit for them. A powerful way to communicate your culture can be through videos. For example, you could share “A day in the life” videos showing real employees at work and hearing about their experiences.
Not sure where to start? Check out 8 Steps to Producing a Great Employment Video for tips and tricks!
5. Ensure a fast and easy application process
If you capture the job seeker’s interest to the point where they’re ready to apply, make sure you don’t lose them in the application process! Many applications are too long, and with the number of current job openings far exceeding the available talent to fill them, job seekers can pick and choose where they want to apply.
Make sure your application only asks for the information that you absolutely need at that stage in your selection process. It should be quick and easy to complete – target completion in 5 minutes or less.
6. Make it mobile friendly
Many candidates (particularly millennials) conduct their job search on the go using their phones, so be sure that your Careers page is mobile-friendly. To the point made above, you’ll also want to ensure that your job application is mobile-optimized as well. If you’re not sure, try it out for yourself!
7. Offer job alerts
Don’t count on job seekers to go back to your Careers page on their own if they don’t see a job opening that interests them when they first visit your page. Your Careers page should offer the opportunity for job seekers to sign up to receive job alerts for the type(s) of position(s) they want to pursue. This push notification can help to re-engage that candidate when an appropriate job becomes available.
8. Allow applications without a job opening
Don’t let a potential candidate slip through your fingers simply because you don’t have the right job opening for them today. Seize the opportunity to engage that candidate in a future job opportunity by allowing them to apply for a future fit position. If you do this, be sure that you source your ATS when new positions become available to ensure that you re-engage these candidates who have expressed an interest in your company.
9. Explain your hiring process
Job seekers want to understand your hiring process. They want to know the expected steps it takes to get hired. They also want to know what they can expect from you in this process. Providing an explanation of your hiring process either through text or video can help to manage candidates’ expectations and answer some of their questions on the front end.
After you’ve completed the suggestions above, consider taking it a step further! Reviewing your entire recruitment process annually – from application to offer to acceptance – is a great way to ensure that you’re creating a welcoming, efficient, and attractive process for potential talent to follow should they want to join your team.
Thank you to Samantha Kelly and Stephanie Kolodziejski, Talent Acquisition Consultant, for updating this HR Question of the Week.
Do you need help creating or updating your Careers page? Give us a call! Our expert Talent Acquisition Consultants can help evaluate, streamline, and suggest ways to build efficiencies into your recruitment process. Or better yet, take it off your hands completely! Visit our Outsourced Recruitment page for more information on how we can help you effectively and efficiently find your next employee.
What Do I Do Now That I-9 Flexibilities Are Ending?
HR Question:
In July 2023, the Department of US Citizenship and Immigration Services eliminated the Form I-9 flexibilities put into place due to COVID-19. Recently, I understand they are again allowing the remote review of I-9 documents. Is this accurate?
HR Answer:
Yes, you’re correct – the US Citizenship and Immigration Services (USCIS) confirmed that the temporary flexibilities for verifying documents for I-9 forms expired on July 31, 2023. Any remote team members hired during the COVID-19 pandemic (on or after March 20, 2020) whose I-9 documents were verified remotely, had to have their documents physically inspected. That verification was required to be completed by August 30, 2023.
While we all scrambled to update these documents, USCIS came out with additional guidance on July 25, 2023, that provided an alternative procedure for Form I-9. The Notice indicated that employers who meet the following four (4) requirements may choose an alternative procedure in lieu of physically examining Form I-9 documentation that had been examined remotely under the COVID-19 flexibilities.
To qualify for the alternative procedure, an employer must have:
- Performed remote examination of an employee’s documents between March 20, 2020, and July 31, 2023;
- Been enrolled in E-Verify at the time they completed the Form I-9 for that employee;
- Created a case in E-Verify for that employee (except for re-verification); and
- Be currently enrolled in and continue to participate in E-Verify.
Employers who do not meet all four requirements must perform an in-person physical examination of documents by August 30, 2023.
The USCIS provides details on the alternative procedure and examples of properly completed forms.
New Form and Additional Flexibilities
Although many HR professionals celebrated the alternative procedure that was provided, we had more to celebrate when the flexibility was extended. In August 2023, the USCIS allowed permanent remote examination of employees’ Form I-9 documents IF they are enrolled in the E-Verify program. For more guidance, refer to the detailed alternative procedure.
Finally, the department did issue a new I-9 form in August 2023. The form dated “10/19/2019” can continue to be used through October 31, 2023, but beginning November 1, 2023, only the new Form I-9 dated “08/01/2023” can be used.
What if an Employee Refuses?
If an employee is unwilling or unable to provide documentation for physical confirmation or remotely if you qualify, that employee is subject to termination. Employers cannot retain an employee who has not provided documentation for the I-9 form, including presenting their documents for physical inspection. Organizations that retain an employee who is not authorized to work in the United States, or who have not reviewed documentation in person, are subject to hefty fines by the USCIS.
Remember, I-9 forms should be kept in a separate file from the employee’s personnel file, and make sure you retain the updated I-9 forms. For additional information, be sure to check out USCIS’s FAQ for Employers.
Special thank you to Patti Dunham, MBA, MA, SPHR, SHRM-SCP, Director of HR Solutions and Sheryl Fleming, MA, SHRM-SCP, HR Business Advisor for contributing to this edition of our HR Question of the Week!
I-9 forms and other employment verification processes are important to get right – otherwise, you might be subject to costly fines and legal fees. Let our HR experts lend a hand! Learn more about how we can support your compliance efforts by visiting our HR Compliance and Recordkeeping page or by contacting us today.
Building A DEI&B Roadmap
When considering how to implement a diversity, equity, inclusion, and belonging (DEI&B) roadmap, many organizations may feel intimidated. It can feel like a mountain to climb when it comes to the sheer number of possibilities, programs, and efforts that you can undertake.
So, what’s a measured and structured way of implementing (or evaluating already established) DEI&B programs within your organization? We will share our recommendations for the steps you can take to develop your program objectives and goals, as well as how to create a Cultural DEI&B Roadmap to help you on this journey.
Step 1: Understand Your Purpose & Define Your Vision
The first step is to identify and define the overall purpose of your DEI program. For example, is your organization considering the program to remain on par with competitors in the market? Is the ultimate objective to establish and nurture an inclusive culture? Or potentially, is a DEI&B program on your radar because the organization lacks the diversity that you would like to see compared to the surrounding community?
There could be many reasons behind it – it could include all the reasons listed above, and more! Whatever your reasons for developing DEI&B programming, they should inform your program goals and objectives.
Step 2: Define Your Strategic Objectives
Before you can effectively build a plan for where you want to go, you must first understand where you currently are. To do this, you will need to do a statistical analysis to understand the makeup of your current workforce by analyzing employee data from your HR information system (HRIS) and/or payroll system. We also highly recommend conducting a confidential employee survey to gather honest feedback on your organization’s DEI&B status.
Once you’ve gathered the data and have a better picture of what your organization’s DEI&B landscape looks like, it’s important to establish a SMART (Specific, Measurable, Actionable, Realistic, and Timebound) goal to drive your strategic objectives. An example goal could be, “In order to accurately reflect the diversity of our community and to position ourselves as an employer of choice, we want to increase our organization’s racial diversity by 20% in the next three years.”
That’s a great goal! Now how do you achieve that?
Step 3: Create a DEI&B Cultural Roadmap
To build a comprehensive DEI&B roadmap to meet your goal, you have to define the strategic objectives that you will use to get there. To define those objectives, you should consider four key pillars: Attract, Belong, Promote, and Influence. Each pillar holds up a different aspect of a comprehensive DEI&B plan and together will help you to develop a cultural DEI&B roadmap.
There are four main pillars in DEI&B Cultural Roadmaps:
- Attract – Recruiting a diverse workforce – talent acquisition management
- Belong- Employee engagement, belonging, and retention
- Promote – Career pathing, career progression, learning & development, and succession planning.
- Influence – how are we operating an organization within our community and within the world? Includes community relations and volunteer opportunities. Includes do you have a DEI-focused vendor list?
You MUST include all 4 pillars, or your efforts will fall down just as a three-legged chair. And each one of those pillars, what we do is we roll up various initiatives underneath each one of those pillars over a several-year road map in order to get where we want to go long term.
Attract
If your goal is to increase the diversity of your workforce, it may seem obvious that you will need to attract a more diverse pool of talent. But how can you do this? An excellent place to start is by reviewing your job descriptions and scrutinizing whether any of your current requirements detract diverse candidates from applying. For example, are the education, background, and day-to-day requirements absolute “need-to-haves”, or are you willing to be flexible? Could your requirements be open to experience in exchange for formal education? Do they have to have a driver’s license, or do you just need to confirm that they have reliable transportation to and from work?
Belong
Belonging is one of the newer concepts to enter the diversity, equity, and inclusion conversation, but it requires no less attention. By appropriately promoting and creating the paths for promotion for our diverse team members, it allows team members of any background to see the potential for themselves in roles they may not have had access to before.
If they can see someone who looks like them, thinks like them, operates like them, lives like them in a high-achieving role, it can make an incredible impact. Or, if a high-level role isn’t attractive to some individuals, we can still achieve a sense of belonging by engaging mentors and advisors to help guide and educate our team. Having those individuals in our professional lives that have similarities with us, whether that’s culturally, physically, spiritually, or otherwise, can make it a lot easier for people to be motivated and incentivized to engage and remain with the organization.
Promote
So, how can your organization promote diverse candidates internally if your organization is already lacking diversity? Minority entities and groups of individuals who haven’t had the same access to opportunities may already be at a disadvantage when considering growing through the company.
How can the organization provide access to training or education to allow these groups the opportunity to grow within and through the company? Promoting from within requires this key action.
And while promoting from within requires a longer timeline in comparison to attracting diverse talent (potentially three years versus a couple of months), this action will set your organization up for success in the long run. If you’re looking for a truly successful promotion-from-within strategy, be prepared to take steps in these initiatives over five to ten years. Tactics for this strategy can look like career pathing and building lines of succession. By taking smaller steps towards inclusion under the “promote” pillar, you’re creating an even more inclusive environment that will retain the diverse talent that you worked so hard to attract.
Influence
When we consider “influence,” we may initially assume that we’re hoping to influence internally – whether that’s decision-making, culture, or inclusive conversations. And while those are absolutely areas that we should consider and impact through this process, the concept of “influencing” through your DEI&B roadmap actually applies outside of the organization. It involves asking questions such as “How can we show the community that we live and/or operate in that we promote and encourage and support particular minority groups?” Is it engaging in Black History Month, Asian American and Pacific Islander Month, Native American Heritage Month, Hispanic Heritage Month, Pride, or more? And is that engagement something that we (as an organization) can continue year-round?
This external “influencing” goes hand-in-hand with attracting diverse team members – by getting involved and positively impacting community groups, then you’re positioning yourself as an employer of choice.
A successful DEI&B roadmap takes time, effort, planning, and funds. Whether your organization is still in the foundational stages of building a DEI&B program or reevaluating previously made goals for your current program, a roadmap can help guide the key players towards success in achieving the strategic level goals.
Special thanks to Mary Mitchell, MBA, SPHR, SHRM-SCP, CHRS, and Samantha Kelly for contributing to this Emerging Issues in HR!
Building a comprehensive and inclusive diversity, equity, inclusion, and belonging plan can improve team morale, create a welcoming work environment, and position your organization as an employer of choice in a difficult labor market. If you need assistance or guidance in building this plan, visit our DEIB Consulting Services page or contact us today!
What is Equal Pay Day?
HR Question:
I keep seeing information about “Equal Pay Day” during Women’s History Month. What is Equal Pay Day, and how can I recognize it in my organization?
HR Answer:
Equal Pay Day is a symbolic day that puts into perspective the 23% pay gap between a woman and a man in the same role. Based on the current gap, a woman has to work one full year plus several additional weeks into the following year to make the same amount that her male counterpart made in one year alone.
In 2023, Equal Pay Day is March 14, representing the 2022 US Census Data showing women make 84 cents (all full-time workers) and 77 cents (all full-time, part-time, and seasonal earners) for every dollar paid to non-Hispanic, white men. This translates to an annual wage gap of $9,954. That gap is unfortunately even larger for most women of color, resulting in a gap of $.64 on the dollar for Black women, $.62 for mothers, $.61 for Native Hawaiian and Pacific Islanders, $.54 for Latina women, and $.51 for Native and Indigenous women.
Equal Pay Day was established in 1996 by the National Committee on Pay Equality (NCPE). The day is recognized annually, but not always on the same date due to the pay gap calculation. Even though Equal Pay Day has been around for 27 years, it is more widely recognized today, in part due to the stronger focus on eliminating the gap. Current initiatives, such as pay transparency and salary history ban laws, were introduced by individual cities and state-wide to address the pay gap.
Where are Equal Pay Laws in Place?
On January 1, 2023, three new states were added to the list of city and state governments that passed laws to protect applicants by banning employers from asking about prior salary history and/or requiring that companies list salary ranges in their job advertisements. Currently, the following governments have such laws:
States:
- California
- Colorado
- Connecticut
- Maryland
- Nevada
- Rhode Island
- Washington
Cities:
- Cincinnati, OH
- Ithaca, NY
- Jersey City, NJ
- New York City, NY
- Toledo, OH
- Westchester County, NY
According to the Society for Human Resource Management (SHRM), pay transparency is one of the top issues people managers will face in 2023. According to Monster’s 2022 poll, 98% of workers believe salaries should be disclosed, with another 53% of applicants refusing to apply for a position if the salary is not disclosed.
How Can I Support the Movement?
So how can employers address the gender gap and honor Equal Pay Day in their organizations? Some recommended ways include:
- Performing an Equal Pay Audit to review job classifications, salaries, and genders and take corrective actions if inequity is found.
- Reviewing compensation policies to remove gender bias.
- Removing managerial discretion on pay and sticking to a salary band of positions for new hires and for annual increases.
- Removing prior salary history from applications and interviews.
- Establishing fair scheduling practices to allow for caregiving.
For even more ways to contribute to awareness and celebrate Equal Pay Day you can visit equalpaytoday.org.
Thank you to Paula Alexander, MA, PHR, SHRM-CP, for contributing to this HR Question of the Week!
Performing an equal pay audit can be a complex, but necessary, step toward equal pay for all. Clark Schaefer Strategic HR is ready to assist you with any of your needs around Benefits and Compensation. We offer assistance with everything from job descriptions to policy development to help address your complex issues that impact employee compensation or benefits. Please visit our Benefits and Compensation page for more information on how we can assist you.
Could Sabbaticals Be Your Next Retention Tool?
HR Question:
In today’s fast-paced and high-pressure market, it’s difficult to truly disconnect from work. We’ve been trying to find ways to give our team a break to avoid burnout, but sometimes a week of vacation just isn’t enough. Could sabbaticals be the newest tool in our retention toolbox?
HR Answer:
You’re not alone in considering sabbaticals as they seem to be gaining in popularity. According to a recent World at Work survey assessing US organizations ranging in size and industry, 10% of organizations offered paid sabbaticals (up from 7% in 2019), and 29% offered unpaid sabbaticals (up from 16% in 2019). Now, as we’re well into a period with many different names – the Great Reshuffle, the Great Resignation, the Great Re-Evaluation to name a few – sabbaticals may be the unsung hero that benefits both employers and employees alike when it comes to talent retention, supporting good mental health, and strengthening employee engagement and dedication to their work and your organization.
Time to Re-Charge, Re-Energize, and Reconnect
It’s no secret that the first beneficiary of a sabbatical is the employee. Unfortunately, those who do choose to take sabbaticals may often lack the opportunity to properly enjoy them. In fact, The Sabbatical Project reports that nearly two-thirds of those who do take a sabbatical are often forced into them due to traumatic circumstances out of their control – the loss of a family member, health issues, the need to navigate complex or dissolving relationships, etc. Not exactly the most relaxing setting for a rejuvenating and relaxing period of time.
Although a sabbatical can be used to address such issues, it could benefit organizations to promote them for a broader purpose. Employees should be encouraged to consider using a sabbatical as an opportunity to truly disconnect, re-energize, and re-focus if suffering from burnout or fatigue. They can also be used to discover new passions, chase hobbies, and gain the experiences that many may put off until after retirement.
Sabbaticals Benefit the Employer Too
And while a sabbatical, paid or unpaid, can seem like an intimidating amount of time away from the desk for both the employee and the employer, the benefit of a re-energized and re-engaged employee can pay back dividends. Interviews for a Charter and TIME article revealed employees who returned from a sabbatical found themselves more creative, felt greater feelings of loyalty and energy, and brought new ideas to the table.
When considering the cost of having to replace a long-term employee, along with their organizational knowledge, skills, and work relationships built over time, offering a sabbatical as an opportunity to renew and recharge may be far more cost-effective. In addition, offering sabbaticals as part of your benefits package is not only attractive to retain current employees, but can also be a valuable talent acquisition tool to attract new talent.
Your Team Will Benefit From Your Time Away
The longer nature of sabbaticals creates an opportunity for cross-training. As opposed to managing through vacations where you can push a project or a question off “just a few days” until a person returns, sabbaticals present a fantastic opportunity to engage other team members in new and different tasks, departments, and levels of the organization – providing the employer with a built-in opportunity for the career development and growth that ranks high on job seekers’ lists today.
Sabbaticals Don’t Come Without a Cost
It would be a win-win if sabbaticals came without a cost to the employer or employee, but unfortunately, that’s not the case. That’s why it’s important that employers establish their promises and expectations for sabbaticals. How often and for how long can employees be away? Do they need to serve a certain number of years to qualify? How much of their regular pay will they still receive, if any? How does a sabbatical tie into their PTO or other time off categories?
While the cost may not be a surprise, the money saved by creating an attractive workplace, providing necessary mental health benefits, and showing that you’re an organization committed to putting employees’ needs first may very well pay dividends in attracting and retaining valuable talent.
Special thanks to Samantha Kelly for contributing to this HR Question of the Week!
Providing adequate Benefits and Compensation for your employees is key to the recruitment and retention of a well-performing workforce, and having the right policies in place can make or break a company. Clark Schaefer Strategic HR can help you structure your benefit and compensation system to meet today’s competitive market. Please visit our Benefits and Compensation page for more information today.
Are You Ready For These Top HR Trends in 2024?
As we transition into a new year, the world of Human Resources is poised to undergo several transformative trends that reflect the evolving landscape of work. Some transformations are already at work, such as the continued integration of technology in HR processes, with the adoption of artificial intelligence (AI), data analytics, and automation tools. These technologies are not only streamlining administrative tasks but also enhancing decision-making processes, enabling HR professionals to focus on more strategic and value-added activities.
Additionally, an emphasis on employee well-being is gaining momentum, with organizations recognizing the importance of creating a positive work environment that promotes mental health, work-life balance, and overall job satisfaction. Our team anticipates that remote and hybrid work arrangements will persist, prompting HR departments to refine policies and practices to accommodate diverse and flexible work setups that continue to support a diverse workforce with varying needs.
And finally, we expect diversity, equity, inclusion, and belonging initiatives will also remain at the forefront of the HR landscape, as companies strive to create more inclusive and equitable workplaces. DE&I efforts go hand in hand with employee well-being and employee satisfaction. As employers work to foster diverse and inclusive workplaces, they are also challenged to be highly transparent in their communications and actions and to build a high level of trust, which leads to employee satisfaction and retention.
So how do we expect to see these HR trends play out in the coming year?
Generative AI & Upskilling
In a June 2023 survey by Gartner, 81% of HR leaders have already begun to explore and implement AI solutions within their organizations, with 52% exploring potential use cases and opportunities for generative AI. Indeed, the Future of Jobs Report 2023 indicates that by 2027, 43% of work tasks will be automated.
The Future of Jobs Report also emphasizes the growing focus on cognitive skills within the workforce – skills like creative and analytical thinking, technology, literacy, and socio-emotional attributes such as curiosity, resilience, and lifelong learning.
Upskilling in the field of human resources is expected to become increasingly important in the coming years and will play out in a variety of ways:
1. Technology Integration
The HR field is becoming more technology-driven with the adoption of complex HRIS (Human Resource Information Systems), AI-driven tools, and data analytics. HR professionals will need to quickly upskill to effectively utilize these technologies and leverage artificial intelligence for HR tasks such as recruitment, employee engagement, and talent management and development.
As HR professionals explore ways to weave AI into their daily operations, it’s also important to understand the ethical and legal concerns of AI adoption.
2. Data-Driven Decision-Making
HR professionals are increasingly relying on data to make informed decisions in areas such as workforce analytics, recruiting, employee performance, and strategic planning – even more so with the rise of AI. Consider providing data analytics training opportunities to help employees successfully engage and understand the results these technologies can provide.
3. Soft Skills and Emotional Intelligence
With the rise of remote work and digital collaboration, the importance of soft skills and emotional intelligence will continue to be sought after. HR professionals need to be adept at interpersonal communication, empathy, and understanding diverse perspectives – especially when so much interpersonal context is lost from behind a screen. Upskilling in these areas will be vital for effective employee relations, conflict resolution, and fostering a positive workplace culture.
4. Continuous Learning Culture
HR professionals should model and promote a culture of continuous learning within organizations. Reevaluating learning and development strategies, assessing training methodologies, and implementing ideal learning technologies will be essential to support the professional as well as personal growth of employees.
In summary, learning to utilize AI in beneficial ways, as well as upskilling across organizations, will create a mix of technical, interpersonal, and leadership skills that help employees adapt to the evolving workplace landscape and allow HR leaders to contribute to the success of organizations in highly valued ways.
Employee Well-Being
Companies are increasingly recognizing the importance of employee well-being. The employee well-being umbrella includes mental health support, work-life balance and remote work initiatives, and wellness programs, in addition to providing meaningful work and opportunities for learning and development. The expectations of employers are growing by the minute!
The top 5 ways employers can support employee well-being in the upcoming year include a combination of physical, mental, and professional support:
1. Flexible Work Arrangements
Offer flexible work hours and remote work options to accommodate diverse employee needs. A flexible work environment allows employees to better balance their professional and personal lives, reducing stress and enhancing overall well-being. To learn more, check out Gallup’s article, “The Future of the Office Has Arrived: It’s Hybrid,” as well as Techopedia’s Remote Work Predictions for 2024.
2. Mental Health Programs and Resources
Prioritize mental health by providing access to counseling services, mental health workshops, and Employee Assistance Programs (EAPs). Promote a culture of openness and destigmatize mental health issues to encourage employees to seek help when needed.
3. Professional Development Opportunities
Invest in employees’ professional growth by offering training programs, workshops, and opportunities for skill development. Providing clear pathways for career advancement and continuous learning not only enhances employees’ job satisfaction but also contributes to their overall well-being.
4. Health and Wellness Initiatives
Implement comprehensive health and wellness programs that address physical well-being. This can include fitness classes, wellness challenges, health screenings, and initiatives that promote a healthy lifestyle. Consider providing wellness benefits such as gym memberships or wellness reimbursements.
5. Regular Check-ins and Feedback
Conduct regular one-on-one check-ins between managers and employees to discuss workloads, career goals, and any challenges they may be facing. Foster open communication and create a supportive environment where employees feel comfortable sharing their concerns.
Check-ins allow for the opportunity to course-correct, as needed, and to ensure that employees have the resources they need to do their jobs successfully. In addition, providing constructive feedback and recognition for accomplishments contribute to a positive work experience.
These strategies collectively address various aspects of employee well-being, creating a holistic approach that considers both personal and professional needs. Employers need to tailor these initiatives based on their workforce’s specific characteristics and preferences, promoting a culture that values and prioritizes the well-being of employees.
Diversity, Equity, Inclusion, and Belonging
Diversity, Equity, Inclusion, and Belonging (DEI&B) initiatives are more than passing HR trends, but rather, essential for creating a workplace that is welcoming, inclusive, and representative of all individuals. In 2024, employers can take several actions to support and enhance their DEI&B efforts:
1. Establish Clear DEI&B Goals and Metrics
Clearly define and communicate DEI&B goals that align with the organization’s values and mission. We recommend using a DEI&B roadmap as you build your diversity initiatives. Establish measurable metrics to track progress and hold the company accountable for achieving diversity, equity, and inclusion objectives. Regularly assess and report on these metrics to demonstrate transparency and commitment.
2. Cultivate an Inclusive Workplace Culture
Foster a culture of inclusivity where all employees feel valued, respected, and heard. Encourage open communication, apply inclusive decision-making principles, and create platforms for employees to share their experiences and perspectives. Implement training programs to raise awareness about unconscious bias, microaggressions, and other barriers to inclusivity.
3. Diverse Hiring Practices
Implement inclusive hiring practices to attract a diverse talent pool. This includes using diverse interview panels, removing bias from job descriptions, and actively seeking candidates from underrepresented groups. Consider partnerships with organizations focused on diversity recruitment and outreach to expand your talent network.
4. Professional Development and Mentorship Programs
Provide opportunities for professional development and mentorship, particularly for employees from underrepresented groups. Establish mentorship programs that connect employees with mentors who can guide and support their career growth. Ensure that these programs are accessible and inclusive.
5. Employee Resource Groups (ERGs)
Establish or enhance Employee Resource Groups that cater to specific communities within the organization. These groups provide a platform for employees to connect, share experiences, and contribute to the development of a more inclusive workplace. Support and actively engage with ERGs to ensure their success and impact.
6. Equitable Policies and Practices
Regularly review and update policies and practices to ensure they are equitable and unbiased. This includes performance evaluation processes, promotions, and compensation structures. Strive to eliminate systemic barriers that may disproportionately affect certain groups within the organization.
DEI&B initiatives require ongoing commitment and effort. Employers should listen to the needs and concerns of their employees, continuously educate themselves and their teams, and adapt their strategies based on feedback and evolving best practices. By taking a comprehensive and proactive approach, employers can contribute to building an inclusive workplace that reflects the diversity of the global workforce.
For ideas to enhance your DEI&B programs, the Society for Human Resource Management (SHRM) offers “4 Ways to Promote Authentic DE&I Practices.”
As we stand on the brink of a new year, the field of Human Resources is on the cusp of significant transformations, mirroring the dynamic nature of the modern workplace. Employers play a pivotal role in steering organizations toward a progressive and thriving future. Recognizing our employees as the cornerstone of success, we can aspire to cultivate environments that prioritize well-being, embrace diversity and inclusion, a new digital world, and adapt to the evolving needs of our workforce.
As we navigate these HR trends and challenges, let us collectively champion a workplace culture that not only reflects the spirit of the times but fosters growth, innovation, and lasting success for individuals and organizations alike.
Thank you to Collen Mahoney, PHR, and Cassie Whitehouse, M.Ed., for contributing to this HR Question of the Week!
Need help tackling your HR Strategy for 2024? Let our team of HR experts assist in building your plans for the new year. Please visit our HR Strategy page to learn more, or simply contact us – we’d love to hear from you.
Why Is It Important To Get An Employee’s Signature?
Have you ever had an employee question an employment agreement or say they didn’t mean to agree to a term of their employment? Why is it so important to get an employee’s signature?
This is a critical question for all employers, and the answer applies to more than just employment agreements! At its root, a signature is used to show the intent of an individual to bind oneself to a contract or make a written representation.
Why is an Employee’s Signature Important?
In the case of a new hire’s employment agreement, the signature here binds both the employee-to-be and the company to the agreed-upon terms such as salary, benefits, schedule, etc. – all items you don’t want to have to argue over after the employee has already started.
There are other instances where having an employee’s signature can help to protect your organization beyond the employment agreement. For example, when memorializing a performance conversation, it may be important to have an employee make a written representation of the fact that they were there, they understand the conversation, and they’ve agreed to any future action discussed during the meeting.
Obtaining an employee’s signature on documents such as these not only helps to clarify expectations, but it can also be an important part of your organization’s risk mitigation.
Employee Signature Best Practices
These signed documents are used should the agreement, the conversation, or actions be called into question, whether that’s internally or in a court of law. To eliminate additional confusion, there are best practices when gathering employee signatures.
A signature in ink is recognized as the standard for executing documents. However, should in-person not be an option (as many organizations have experienced a significant increase in remote workers), other legally recognized methods of signing are effective. These may include a scanned PDF of a signed document with an original signature or obtaining an electronic signature using software that is legally recognized, such as DocuSign, Adobe, certain payroll services, etc.
All in all, it goes back to showing intent to sign should anyone ever question that an agreement was created.
What Doesn’t Count as a Signature?
What you want to avoid is a question of fraud or whether an individual intended to enter into the agreement. Just typing a name using script font instead of using an original signature is typically not sufficient because it is easier to claim that it was created by someone other than the named party.
Additionally, simply cutting and pasting a picture of a person’s original signature into a document, as is sometimes done on letters, isn’t recommended because it can be more easily used to create counterfeited documents (or alleged to be counterfeit by a party not wanting to be bound by the agreement). Having said that, it is slightly better than typing in script font.
In the end, it is important to protect both parties – the employee and the company – with original or well-documented signatures in the case of disagreements or audits. By taking a little bit of additional time upfront to ensure that you’ve gathered an employee’s signature correctly, you can prevent a significant amount of wasted time and money later down the path.
Special thank you to Emily Smith, JD, General Counsel for Clark Schaefer Hackett, and Sammie Kelly for contributing to this Emerging Issues in HR.
Although maintaining proper recordkeeping practices may not be everyone’s forte, it is a critical piece to help protect both your organization and your employees. But don’t worry, Clark Schaefer Strategic HR are here to help! We can conduct an HR Audit to review your HR policies, procedures, documentation, and systems to identify any areas for improvement or enhancement in your HR function. To learn more, visit our HR Audit page or Request an HR Audit Quote.
How Can I Improve My Recruitment Processes?
HR Question:
We’re in desperate need of the right talent, but I can’t seem to attract or engage the number of candidates I need! How can I improve my recruitment processes to attract more candidates?
HR Answer:
You’re not alone! Recruiting the right talent is a challenge in almost every industry and market right now. Because the competition for candidates is incredibly tight, employers everywhere are looking internally to find ways to improve their recruitment processes to catch more prospective employees. By eliminating barriers for candidates and making the job search and application process engaging, efficient, and user-friendly, employers can see an increase in their candidate flow, further increasing the likelihood of finding the right candidates for their organization.
So, let’s dive in to identify what employers can do to attract more candidates – without losing them during the application process.
Optimize Your Job Ad
First, make sure your job ad is designed to show off your company by highlighting the areas that candidates want to know more about – the culture, the day-to-day, what success looks like, and why they would want to join your organization. What makes you stand out against your competition? Take note of these reasons and work them into the ad, as just placing your job description on your company’s career page is not likely to attract many candidates. Paint the picture of your company and the open role with clear and concise language, limited bullet points, and the key requirements of the position.
Consider researching similar positions in your area for popular job titles to make sure you are not reducing your audience by titling your position something unfamiliar to your target applicant pool. For example, don’t name your Customer Service Representative a “Client Wizard” or “People Pleasing Person.” While the titles may bring a smile to your face, they won’t show up in basic keyword searches.
Although it may cause some hesitation, it is also recommended to include the salary range in your job post, even if it is a broad range. Research has proven that candidates are more likely to apply if they know the compensation range, and it eliminates time down the line by not considering candidates significantly out of range.
Cast a Wide Net to Attract More Candidates
Now that your job ad is written, it is time to get the right eyes on it! In order to make sure you’re spending your time and money to optimize your return on investment, take some time to do a brief search of where similar positions are being advertised. Check out any applicant stats that the job board may highlight about those roles. How many people have applied? How long has it been posted? Are there other similar positions posted on the site? This will help you understand if this is where your desired audience might be found.
If you have the budget to advertise your job, use it. If not, there are also online recruitment platforms where you can post your positions for free, most of which take little time to use and can help with visibility. You can also look for local, county, or state job networks where you can share your position for free. You may want to consider joining some professional associations or alumni groups on LinkedIn and Facebook that align with your organization so that you can share your open positions. You can also use your involvement in these organizations and groups to build a network from which you can source current and future candidates.
Keep It Simple
Once you have a candidate interested, it is important to make your application process as simple as possible. Keeping the process short and simple will help convert the number of views of your job into completed applications. Mobile-friendly application processes are now “a must,” rather than considered “nice to have.” In fact, almost 60% of job seekers apply via a mobile device, so having a long application results in fewer completed applications.
Several job posting platforms allow candidates to apply with one click, which has become an increasingly popular option for applicants and recruiters alike. If you do require an application, first make sure it is mobile-friendly and that your system can auto-populate employment history from the applicant’s resume. Any additional screening questions should be yes or no questions and only those things that are essential to the position at the application stage in your process (i.e., age requirements or required certifications). Save any other questions for later in the recruitment and hiring process.
If you want to improve your recruitment processes, it won’t necessarily require a full overhaul of your entire department. Particularly when departments might feel stretched thin or understaffed, simplifying the steps required and creating targeted materials can make the process easier on both the recruiter and the candidates. Consider taking some time today to review your processes and find ways to simplify your steps!
Special thanks to Lisa Johnson, CIR, and Samantha Osborne Kelly for contributing to this HR Question of the Week.
Recruitment is more than just posting a job ad. It takes a targeted message, the right sources, and lots of follow-up. But recruiting doesn’t have to take up all of your time and money! Our team at Strategic HR knows what it takes to attract, hire, and retain the best employees. Check out our Outsourced Recruitment page to learn more or contact us for recruiting help!
What’s the Most Effective Way to Use Panel Interviews?
HR Question:
As a retention and growth opportunity, we have decided to shift to panel interviews to engage our team members in the hiring process. What’s the most effective way to use panel interviews?
HR Answer:
Panel interviews, when planned properly, can greatly exceed the effectiveness of single interviewer methods.
Why Single Interviewer Methods Can Be Difficult
From the perspective of an interviewer, conducting an effective interview can be a challenging task. The interviewer must concentrate on asking good questions and listening to the candidate’s responses. At the same time, the interviewer has to formulate an appropriate follow-up question, monitor how much time is left, jot down interview notes and, most importantly, pay close attention to both verbal and non-verbal responses of the interviewee. These tasks altogether create distractions that cause an interviewer to miss important cues from the candidate.
Panel interviewing addresses the shortcomings of the single interviewer method. As the Society of Human Resources shares, panel interviews allow interviewers to get a broader picture of the candidate and their experience while observing the candidate’s verbal and non-verbal responses and taking good notes. From the candidate’s perspective, it can significantly reduce the amount of time that they must spend interviewing with the employer as compared to interviewing with several employees separately.
How to Build an Effective Interviewing Panel
The interview panel generally should consist of three to five members with one of those individuals playing the role of panel facilitator. Whenever possible, the panel should represent the diversity of your organization. Although the specific individuals selected to participate on an interview panel will most likely change based on the positions you are seeking to fill, once a panel is selected for a particular role, the members of that panel should stay consistent until the position is filled. Panel members should receive training on effective interviewing techniques and be briefed in advance regarding their role in meeting with the candidates.
Before each interview, the panel facilitator will be responsible for a few tasks, such as assigning questions to each panel member, establishing the expectations of the panel, briefing the panel on certain areas for more emphasis or depth of questioning depending on the candidate’s situation, as well as distributing the materials to be used by the panel — candidate resume, application, interview guide, job description, etc. Ideally, these materials should be provided ahead of time for each panel member to review in advance.
During the interview, the facilitator will introduce the candidate to the panel, monitor time and, after the candidate has departed, lead the evaluation and consensus rating of the candidate. Preferably, panel facilitators should have good leadership skills, interviewing experience, and consensus-building skills.
The “Flow” of an Effective Panel Interview
The best panel interviews follow a sequence that allows panel members to get the most information from the candidate. Effective panel interviews will naturally follow the same steps.
First, introductions are made by the main facilitator, who will also detail the process for the candidate. The facilitator should let the candidate know there will be time for their questions at the end, so the candidate can feel at ease.
Using the same interview guide, the facilitator and other panel members will take turns asking questions of the candidate. It’s important that other panel members remain silent and take note of the candidate’s responses when it isn’t their turn to allow the candidate to focus on responding to only one person, as well as to make sure they’ve accurately captured the candidate’s thoughts. Once the panel members’ and candidate’s questions are answered, the facilitator will tell the candidate what to expect next and will escort the candidate from the interview room.
Afterward, the facilitator will lead the discussion on the candidate’s responses, qualifications, and ratings for each area questioned during the interview. Panel members will discuss their ratings, point out the basis for their evaluations, compare their decisions, and support their observations. Finally, a consensus on next steps should be reached.
The Importance of Reducing Candidate Stress
The most effective interviews provide candidate responses that are candid and thorough. Candidate stress can inhibit straightforward responses and reduce the effectiveness of the interview. Therefore, a genuine attempt should be made to put the interviewee at ease. This can be done in several ways, such as:
- Giving the candidate enough warning that this will be a panel interview, along with background information on each panelist to help the candidate have a better idea of who they will be meeting with.
- Avoid seating panel members behind a massive table or facing the applicant as if it were an interrogation or a trial by jury.
- Make sure that each interviewer finishes asking all of their assigned questions before others ask follow-up questions. Without this, the candidate may feel interrogated rather than engaging in an open dialogue.
Special thanks to Terry Wilson, SPHR, SHRM-SCP, Senior HR Business Advisor for contributing to this edition of our HR Question of the Week!
Could you use some help in recruiting the best talent for your organization? Learn about our Recruitment Services, or better yet, Contact Us to find out how we can help.
How Can I Use Salary Benchmarking As a Recruitment Strategy?
HR Question:
Like many companies, we’re struggling with recruiting right now. I’ve been tasked with doing salary benchmarking to see if compensation is part of the problem, but I’m not sure how to go about doing it. Can you advise me on how to tackle the benchmarking process?
HR Answer:
Attracting and hiring talent is one of the most challenging yet critical processes for any organization. Descriptions of a welcoming work environment, rich benefit offerings, and career growth are frequently at the top of the most attractive attributes that organizations tout in their job ads, but one feature stands out among the rest – salary. If you are struggling to hire the talent that you need and your organization has not assessed the market pay rates for your positions, or if it has been a while since you’ve done this analysis, then it will be very beneficial to gather salary benchmarking data to ensure that you’re offering a competitive and attractive salary, particularly in a candidate’s market.
What is Salary Benchmarking?
Salary benchmarking is a process in which companies compare their internal salaries to those of other competitive companies to understand the market average. This allows them to create compensation structures and programs that can meet (if not beat) other competitors in the industry and attract top talent.
But beyond attracting talent, salary benchmarking can also take steps towards reducing costs, rather than just increasing them. Consider the average amount of time and money that goes into hiring, onboarding, training, and equipping new employees. Then, picture your bottom line should a candidate leave soon after joining the team for a higher, more competitive salary – one you had the ability to offer in the first place. And now, the process has to start all over again due to a more competitive offer. So how can organizations reduce the frequency of these situations through salary benchmarking?
How to Begin Salary Benchmarking
First, determine the roles you want to benchmark and create descriptions for each of them. The descriptions should include key job responsibilities, skills, education, and experience criteria. Next, determine the market criteria you want to compare against. Factors to consider are companies within the same industry, geography, organizations of similar size, and cost of living.
After you have established your criteria, conduct external research and compile salary data by comparing your roles against similar roles in the market(s) you’ve identified. Salary data can be found through several sources including the U.S. Bureau of Labor Statistics (BLS), online salary surveys, job posting websites, compensation reports, and third-party providers. Keep in mind, when using free online resources, be sure to reference several sources as the data may not be up to date or completely accurate.
Once you’ve compiled external salary data for each job, establish an internal pay range that aligns closely with the external market. Salary ranges should include a minimum and maximum pay range, and a mid-point that lies within 50% of the range. Once you understand what your organization is able to pay, use the salary range to create a compensation and recruitment strategy for your organization. For example, are you able to pay “at market”, meaning your pay is at a level that matches the market average salary for a specific job? Alternatively, you may opt to pay ‘above market’ and offer a higher rate of pay than other companies in the market. Company and employee performance, the company’s financial ability to pay, and overall business strategy should drive the compensation philosophy you adopt.
I Have My Compensation Strategy… Now What?
Adhere to your compensation strategy and salary ranges to maintain both internal and external salary equity for your employees. In other words, internal employees within the same job classification and similar experience levels should be paid similarly to their internal counterparts. New hires should be paid within the established pay range of the position and their pay should be commensurate with their level of experience. An employee’s placement in the salary range should align with their overall experience level and tenure. Entry-level hires should be paid toward the lower 25% percentile of the range while more experienced employees should be paid between the 50% mid-point or 75% percentile of the range.
What About My Current Staff?
What happens when the candidates you’re recruiting for all have higher salary demands than the salaries of your current staff? It could mean your salary structure is out of date and lagging behind what the market is offering. Or, there may be dynamic forces in place which have drastically shifted salaries – such as inflation, increased competition, or a major market event.
In either case – it’s best to research, validate, and adjust the starting salaries for the positions you’re recruiting for rather than continue to offer below-market wages. These lower wages can not only hurt your recruitment efforts but also compound any “below-market” compensation issue you’re experiencing. Instead, conduct an internal analysis of positions and/or employees who are being underpaid and develop a strategy to bring pay up in line with the marketplace. This may require an immediate adjustment to salaries or, a long-term plan which brings salaries up over time.
Lastly, in addition to starting rates and salaries, hiring managers and HR professionals should also benchmark what other perks are being offered to attract talent. Sign-on bonuses, flexible work hours, and enhanced time-off benefits are just a few of the perks offered by employers today to help attract staff and retain staff.
Special thanks to Terry Salo for contributing to this HR Question of the Week.
Need assistance in benchmarking your organization’s salaries? Strategic HR can help! Contact us to get started.
How can internships address your talent shortage?
HR Question:
We’re having a hard time meeting our business goals as we’re understaffed and finding it difficult to fill our open positions. The idea of using interns came up in a brainstorming session. Should my company consider creating an internship program to address our talent shortage?
HR Answer:
You are not alone as many companies are currently struggling to find the talent that they need. It is smart to be thinking about various ways to address your talent gaps, and internships can be a great way to help lighten your current workloads while providing helpful work experience to college students. They also give you the chance to groom potential future employees.
How a lack of internships has impacted college students, aka your future employees
In 2020, the number of internships that were completely removed or scaled back was significant. It’s understandable that internships, which by design are temporary and transitional in nature, were affected by the pandemic. However, it’s important to recognize the impact of the reduction of available internships on college students, aka your future employees.
First, college students depend on internships to solidify their field of choice and receive relevant work experience. With fewer internships, many students are graduating unsure and unprepared. According to Forbes, “About three out of four students said losing their internship has caused significant disruption to their future.”
Secondly, 2020 and 2021 college graduates who couldn’t complete internships are finding it difficult to secure full-time positions in their fields. Their resumes are lacking the robust one or two internships experiences that employers, like you, are typically looking for.
When companies are recruiting to fill full-time positions, they often look for candidates who can bring some relevant experience. Previous experience, particularly through internships and co-ops for new college grads, can provide relevant work experience to help them hit the ground running in a full-time post-graduation role. It’s difficult to get experience if internships are not offered. Hence, the argument for the value of internships for both the students and employers.
How internships can address labor shortages, fill your talent pipeline, and create brand awareness
As you’ve likely experienced, the hiring landscape is challenging for many positions. With labor shortages created by fewer available workers than open jobs (.7 person for every open job according to BLS), coupled with the Great Resignation, employers are struggling to fill many of their open positions. As the Society for Human Resource Management (SHRM) reported, internships have “proved advantageous for companies that need some extra help but can’t afford to take on new staff or hire a temp.” We encourage you to look at how you can leverage internships to get meaningful work done that helps you to meet your business goals.
In addition to addressing immediate needs, training college students for your future employment is a forward-thinking recruiting strategy. Hiring an intern is one of the best ways to “try before buying” your next employee. It also gives interns an insider’s perspective on what it’s like to work in your organization which can lead to increased new hire retention rates as they have a realistic view of what it’s like to work at your company.
Offering a meaningful internship program also shines a positive light and message to the community. It helps to increase brand awareness among upcoming college grads, which is particularly important for small to mid-sized companies who may not be household names, yet excellent places to work.
How to create an internship program
If you don’t already have an internship program in place or a former one that you can dust off, it can feel overwhelming to get started. There are many resources available to help create or revise an internship program such as these employer internship resources. You may also want to review the 15 best practices for internship programs according to the National Association of Colleges and Employers (NACE). In general, it is important to provide a meaningful experience where the intern is introduced and welcomed into your company culture, gains valuable work experience, and helps your organization to meet your goals.
One of the benefits of having experienced a year or more of learning online, today’s college students are highly adept at working remotely. Typical summer internships can now be offered year-round, remote, or hybrid. As Forbes points out, “A virtual internship today might be pretty good preparation for the remote work of tomorrow.” In addition, students can continue remote learning and have an internship concurrently, if needed. It can be a win-win for the student and your company.
Offering paid internships will not only make the positions easier to fill, but depending on the school(s) they attend and/or local, state, or federal laws, you may be required to provide compensation. Be sure to understand the law(s) around paid versus unpaid internships in determining compensation.
Bottom line, now is a great time to consider offering an internship program. There are many benefits for college students and for you, their future employer.
Special thanks to Cindy Eldred, Talent Acquisition Consultant, for contributing to this HR Question of the Week.
Are you wondering whether an internship program could help to meet your talent needs? Would you like to start an internship program but just don’t have the time to do it? Our talent acquisition experts are happy to help! Contact us today.
What Features Should I Consider in a New Applicant Tracking System?
HR Question:
My company is considering purchasing an Applicant Tracking System to help organize and bolster our recruitment process. There are so many options out there in the market! What Applicant Tracking System features should we keep in mind as we go through our search?
HR Answer:
As we roll into 2021, companies are beginning to see an increase in demand and are eagerly preparing for an uptick in business as the push for “normalcy” continues. With an increase in business comes an increase in the need for talent, which can cause a scramble for candidates if companies are unprepared. However, by implementing an Applicant Tracking System (ATS), organizations can be better prepared to tackle their talent needs. The options are endless and easily overwhelming, so it is important to know what key features and functions of an ATS will support your organization’s recruitment goals.
At the beginning of 2020, Strategic HR went through the process of selecting a new Applicant Tracking System and learned several lessons along the way. Through our research and experience, we discovered a myriad of categories to prioritize in our search and have created a go-to list of categories and questions to consider as you navigate your ATS search.
Budget
Just as with any large software purchase, it’s key to identify a range for how much you’re willing to spend before you begin your search. This will determine the level of implementation support you can achieve, the number of technical questions or concerns you can submit post-implementation, and the level of customization you have with the system.
Customization / Setup
Once you have established your budget, evaluate the flexibility of the systems within that budget range. Can you adjust and customize the system to work with your organization’s recruitment workflow and hiring needs? Can this customization be done alone or does it require additional involvement and potential cost from the vendor? How easy is it to configure and update the process flow as your recruitment needs and team structure adjust? What is the implementation and set up timeframe? All of these questions will determine not only the time required to set up and implement the program, but also the time that is taken up later by questions, concerns, and changes that inevitably come about when working with a new system.
Recruitment Flow
How customizable is the workflow? How easy is it to see all of the candidate information from their resume to their LinkedIn profile, past job submissions, notes from other recruiters on the team? How easy is it to see and move candidates through the different steps in the recruitment process? Can you send communications, application forms, and schedule interviews through the ATS? How well does the system automate the recruitment process from auto-populating candidate’s information to scheduled automated messaging for candidates throughout the interview process?
Parsing
Parsing is the process of moving candidates from your job portal or your email into your ATS. How seamless is that process now, and what improvements can the system make to the process as it stands today? Does the system automatically input candidate contact and address information from their resume? Does the ATS recognize and flag duplicate candidates in the system? Does the system automatically parse in candidates who apply through certain job boards? How easy is it to determine if a candidate is submitting a new resume for a job, or one you already have on file? Does the system also parse in any cover letters, references, and certification information for easy review? How well does the ATS track the requisition ID and referral source of a candidate for reporting purposes?
Sourcing / Screening
How fast and accurate are the search capabilities? Can the system search multiple online sources for key skills and easily parse them in as a candidate profile? Can you search, add prospects to your new ATS account, and contact them directly in just one quick submission? Can you create tags for key skills and prospect folders for future recruitment and highlight strong future candidates?
Job Posting / Employer Branding
Your employer brand is one of the most vital (and free!) pieces to a successful recruitment process. It’s important to protect and maintain that brand through any job posting or career portal you use. So, as you begin to explore the system’s career portal capabilities, ask if the career portal allows for employer branding and how customizable it is. How easily can you make changes to the portal and how frequently does the system update? Is the career portal mobile-friendly? How user-friendly is the candidate application process? Does the system easily integrate and push to national job boards? How many job boards does it integrate with?
Integration
You most likely already have several different systems set up to support your recruiting efforts. The more integrations a system might have, the easier the transition may be. Does the system communicate with your email provider to track communications? Does the ATS have a texting platform or integrate with one? Does the system have a calendar integration for scheduling interviews? Does the system have a CRM feature and how well does it coordinate with the ATS? Does the ATS have a video interviewing integration? Does the system integrate with any other systems, like payroll, and how customizable are the integrations?
Data Storage
What is the data storage limit on the system? This is important if you have a large amount of data to import into the ATS.
Mobile Application
If 2020 taught us one thing, it was to be ready to take our work anywhere. Does the system have a mobile application? How user-friendly is the mobile application? What features are not available on the mobile application? Does the mobile application work with Android and iOS?
Training
There’s nothing worse than diving into a new system without sufficient guidance. Ask your salesperson if training is offered as part of the implementation process? Is there an extra cost for training? Does the system offer a Help Center, and how useful is the content? Is there ongoing support and how quick is the response time from the support team?
Reporting / Analytics
Assess your reporting needs, and ask the following questions: How robust are the systems’ reporting and analytics capabilities? Can you build your own reports? Can you create recurring scheduled reports? Can you filter reports and how well is the information displayed for review? Can you easily export or share reports? Even if you don’t currently have an in-depth reporting structure, the data you collect today may help you tomorrow.
Financial Investment
Does the platform allow for unlimited users? If not, what is the cost per user in the system? While preparing for unlimited users may be more expensive at first glance, this package may benefit your organization (depending on the number of members on your team and your expansion plans in the next three to five years). How much will it cost to import/migrate your existing candidate data? Is there an additional cost for training and customer support? Is there a contract length requirement? Is there a cost associated with customization to the system or to integrate features such as text capability?
In the end, you will need to choose which applicant tracking system features mean the most to your organization. In Strategic HR’s case, we used each of these key features to review our top ten ATSs and rated each system by these features to narrow our search to the top four. We then went through multiple in-depth demos and trial runs with the sales and integration team for each system, allowing for multiple potential users to ask questions. By utilizing this step-by-step process, we were able to save time on the selection process, involve multiple team members in the search process, and clearly define those items that were top priority in a new ATS (versus wish list items).
Thank you to Lisa Johnson, CIR for contributing to this edition of our HR Question of the Week.
Need help picking out an Applicant Tracking System of your own? Call Strategic HR today at (513) 697-9855 or email us for a free recruiting consultation. Let us tackle your recruiting challenges so you can have time to do what you do best.
Ten Steps to Optimize Your Recruitment Process
HR Question
We’re having a hard time finding the right candidates and filling our open positions. I know we need to evaluate our recruiting processes, and I don’t want to overlook any critical parts. What are the key areas to assess to optimize our recruitment process?
HR Answer
We continue to navigate through a “candidate-driven” market where the number of job opportunities far exceeds the number of job seekers to fill the roles. This gives top-tier candidates the most leverage for the best opportunities. It is critical for an organization to stay ahead of recruiting trends to have competitive access to a new generation of talent.
We have identified the following questions to evaluate the most critical parts of any recruitment process. The following ten areas should be routinely assessed to ensure an organization’s effectiveness in competing for talent.
Top 10 Areas to Analyze and Optimize Your Recruitment Process
1. Employment Brand and Candidate Experience
Do we have a strong employment brand and do we provide a positive candidate experience? These are two separate concepts but are dependent upon each other to give you a competitive edge to attract and hire top-tier talent.
The success of all of your recruitment processes is dependent upon the strength of your employment brand and the experience that candidates have interacting with your organization during the recruitment and hiring process. Check out our suggestions for how you can improve your candidate experience.
2. Careers Page
Does our Careers page include mission/values, employment news, testimonials, benefits/perks, and videos? Your Careers page should be the landing spot for job seekers as they navigate through job boards and social media pages that you have created. You’ve got one chance to make a great first impression, so make it count!
Candidates want to see a realistic picture of what it’s like to work at your company. They want to know about the culture and how it is lived every day. They also want to see what role your organization has in its connection and commitment to the local or broader community. For more, see our 9 tips to optimize your career page.
3. Social Media and Online Reviews
Do we have a strong social media presence? Are there reviews of our organization posted online? With the average time Americans spend on social media increasing year over year, it makes good business sense to ensure your social media presence is as up-to-date and robust as possible.
Social media can provide an online networking opportunity to raise awareness about your organization and to showcase your products and/or expertise. Why not take advantage of this free opportunity to drive traffic back to your carefully crafted website and your exciting careers page?
Part of having an online presence should also involve managing reviews to protect your company’s reputation from outwardly harsh or inaccurate comments. Reviews by current and past employees can often make or break a candidate’s interest in moving through the application process.
Candidates can find reviews in several different locations, whether it’s Indeed, Glassdoor, Google, or Facebook. While you can’t control exactly what your current or past employees post, you can control how you respond. It’s important to respond to both positive and negative reviews. For example, check out these do’s and don’ts of responding to social media reviews.
4. Job Posting Templates
Are we using best practices when creating job postings? It is important to not confuse a job posting with a job description as those are distinctly different documents serving different purposes. The goal of the job posting (also known as a job ad) is to create a post that is engaging and accurately reflects the company culture while sharing key highlights of the job duties and requirements. You should also include the values and perks of working for your organization. Job ads should include links to your career page or other social media to promote your employment brand. Keep in mind if you plan to post your job on social media, you will need to format the ad to best fit the type of social media being used.
Also, some sites, such as ZipRecruiter and Indeed, boast a percentage increase in the number of views and applications a position can receive if salary information is included. In this tight market, it makes sense that more and more employers are including those numbers in their posts to attract the right talent.
5. Job Posting and Sourcing Resources
Are we utilizing the best posting and sourcing resources for our positions? It is always important to have a strong workbench of resources to promote and post your positions. Do not rely on just one resource to post or source for your positions!
Depending on the type of position and industry, there are thousands of resources that are often free to post your position and/or to create a network of candidates.
Want to hear more? Download our free on-demand webinar: “The Secrets to Optimizing Your Recruitment Process.“
6. Application Process
Do we have a quick and easy way for candidates to apply for positions in our organization? Can candidates easily apply using mobile devices? A recent Candidate Experience Report from Greenhouse found that a majority (66%) of job seekers determine whether they will apply for a job based on the length of an application. And over 70% of job seekers abandon an application if it takes more than 15 minutes to complete. From our experience, depending on the nature of the job and your industry, even a 5-minute application could be pushing it.
If you’re not sure how long your application takes or whether it’s mobile-friendly – try it out! If it takes too long to complete, remove anything that’s not truly needed at that stage and can’t be easily gathered later in your process.
7. Interview Process
Do we have a well-organized interview process? Are interviewers and candidates provided with the information they need to have a positive experience? Once a candidate has met your initial screening criteria, it can be helpful to have them progress through an interview process – whether that is by phone, virtual/video, in-person, or a combination of these.
It is best practice to prepare specific questions ahead of time to help assess the candidate’s relevant skills, abilities, and fit for the position. Using behavior-based questions that are tied to key competencies of the position are the most beneficial.
It’s important to prepare any staff member who is involved in the interview process. This includes providing them with the candidate’s resume, interview guide and schedule, and ensuring they have been trained on how to conduct legally compliant interviews. They should also be prepared to be excellent hosts throughout the experience keeping in mind that candidates are assessing your organization as much as you are determining their fit.
8. Applicant Tracking System
Does our applicant tracking system (ATS) meet the hiring needs of our organization? There is a wide range of ATS systems on the market today that can be customized to suit the needs of any organization. An effective ATS system can provide a way to automate communications and steps in the recruiting process which can be critical to delivering a high-quality candidate experience.
9. Other Automation Tools
Is it difficult to manage our time to communicate timely and effectively with candidates? Short of having an expensive applicant tracking system to automate communications with candidates, there are several inexpensive, stand-alone tools that can still provide automation to your recruiting process, such as texting and scheduling platforms/applications. These are great tools to reach job seekers (especially mobile device users) efficiently and effectively.
10. Onboarding
Do we have an effective offer and onboarding process for our new employees? In this market, candidates will often continue to have other employers contacting them with other opportunities. It is important to stay engaged with your candidates throughout the entire recruiting and hiring process.
A strong onboarding program will: keep candidates engaged, promote better communication, improve job satisfaction, and promote commitment to your organizational goals. After all, a great resource for finding new employees is referrals from your existing employees! If your employees believe in your goals and have had a strong employment experience themselves, they will be more likely to share opportunities with their own networks.
As you can see from the list above, there are many factors to consider as you look to optimize your recruitment process. By ensuring that you have the best processes, tools, and resources in place, your organization will be well-positioned to attract and retain the best talent.
What Is an RPO?
HR Question:
I keep hearing about RPOs… but I don’t have a clue what they are. What are they, and should I be looking into one?
HR Answer:
It’s nearly impossible to keep up with all of the business acronyms, new or old, so it’s not shocking that you may not have heard of an RPO – particularly if you work outside of the HR space. An RPO – or Recruitment Process Outsourcing – can be beneficial to all kinds of companies, particularly if you’re working with limited staff dedicated to human resources.
What is an RPO?
The Recruitment Process Outsourcing Association defines RPOs as something akin to business process outsourcing, where “an employer transfers all or parts of its recruitment processes to an external service provider.” While that might sound intimidating, think of it this way – an RPO takes care of clearing your desk of resumes, pending background checks, job descriptions desperate for review, and all of the other paperwork that goes along with hiring new employees. An RPO can operate as a seamless extension of your organization throughout the entire recruiting and selection process.
An RPO will require an element of transparency that you may not be used to, but don’t worry, it’s in the name of better service. An RPO will want to understand your organizational culture, how you typically approach your recruitment process, the reason why you’ve done it this way in the past, and previous candidates that you’ve worked with or considered. This will keep the RPO team from spinning wheels already spun while making sure to move your process forward to find the best candidates who fit your needs and your organizational culture.
Benefits of an RPO
Not only does an RPO take care of the more tedious and time-consuming aspects of talent acquisition, but they can also tackle some of the softer approaches that recruiting calls for in today’s market. With the additional time and attention RPO teams are able to afford candidates, they can create the “human touch” that is so often called for in a recruitment process. Don’t believe us? Check out Monster’s article on candidate experience and why it matters.
RPOs can also be a significant money-saving recruitment solution. When you consider the average placement rate of many staffing firms – which ranges from 25-40% – versus the hourly rate of many RPOs, you can save thousands of dollars. For example, take a new manager position with a target salary of $60K a year. If you were to work through a staffing firm, that new hire could cost you between $15,000 – $24,000, not to mention the time and energy put in by your team to hire and onboard this individual. Should you work with an RPO (with an hourly rate of $150) using an average of 55 hours to fill a position, you’re only spending $8,250 – a cost-savings of almost $7,000 – $16,000. This provides a compelling argument for using an RPO if you’re seeking buy-in from your CFO.
Is an RPO right for you?
Even if an RPO is a great process for some businesses, it’s not meant for all. This tends to be a good recruiting solution for businesses that have a lean or limited recruiting team. If you don’t have the resources or your plate is too full, reaching out to an outsourced recruiting firm can keep your timeline moving with a limited time commitment on your part.
If you don’t need help month-in, month-out or your needs ebb and flow more than you can plan for, an RPO may be a good fit. Ideally, their consultative approach should be able to be turned on or off when your needs call for them.
Or perhaps you may need a recruiting expert or a strategic partner. You and your team might recognize the limits of your understanding or knowledge in recruiting while doing your best to avoid compliance issues. An RPO provides an opportunity to partner with a team of talent acquisition experts who can help to support your recruiting and compliance needs.
What to look for in an RPO
While there are many RPOs out there, not all are the same. When trying to assess which RPO is right for you, consider the following items:
Expertise
If you’re handing off your recruitment process with an increased level of transparency, you want to make sure you can trust the team with which you are partnering. Take a look at the level of expertise the company boasts. What is their approach to talent acquisition? Are they thought leaders in their industry? Do they create and share helpful content? Are they able to speak to providing a positive candidate experience, data analytics, and cost-savings?
Examples & Testimonials
Take a look at their online reviews. Have others in your industry used this RPO? Is this company able to speak to the experience that both candidates and clients have had during their time using their services? Does this company have experience in your industry and understand the nuances that might come with your jobs? Consider sharing your recruiting challenges and ask how they intend to address them. Or, ask about the challenges they have faced recruiting in your industry and how they have overcome those challenges.
Clear Communication
Can this company clearly outline their costs and how they will save you money? Can they provide an accurate prediction of potential costs you may encounter along the way? Are they as timely with you as they are with candidates? How will they communicate progress with you? This may be another good reason to dig into your network and seek client/candidate testimonials to see what others say.
As with any business service you consider working with, be sure to do your homework first to ensure you find the best RPO for your organization.
Thank you to Samantha Kelly, Senior Sales & Marketing Strategist and Melinda Canino, MS, Senior HR Communications Advisor for contributing to this HR Question of the Week.
Do you think an RPO might be a fit for you? Strategic HR can tackle your recruiting challenges so you can have time to do what you do best. Learn about our approach to Outsourced Recruitment or Contact Us today.
Do I Need HR?
HR Question:
As a business owner, how do I know when I should engage someone to help me with our human resources needs?
HR Answer:
The quick answer is the typical rule of thumb is to have one HR professional for every 100 employees. However, depending on the scope of the role and how proactive your organization is, this number may be more like 1.5 HR professionals per every 100 employees (Bloomberg Report).
But not all businesses have over 100 employees, and you can’t wait until you are at 100 employees to address human resources in your business. When you hire one new employee beyond yourself, your journey down the human resources lane begins. It doesn’t necessarily mean you are ready to hire a full-time HR person; but rather, you need to do some basics to get your business in shape to have employees such as:
- Setting up workers compensation
- Obtaining a payroll solution
- Posting mandated posters
- Creating employee files
- Developing a recruiting process
- Creating an onboarding program and required forms
- Setting up how an employee will be paid in compliance with various laws
- Identifying benefits–not just health, but also holidays, PTO, and programs
- Setting expectations for employees through policies in an employee handbook
Once you have your HR function set up, you may be comfortable handling your human resources function internally yourself, through your management team, or even an office manager. But, be sure you have a lifeline to an HR consultant and/or attorney to help you, should an issue arise.
As your business grows, you will also see other triggers that may tell you it’s time to get more formalized help with your HR function such as:
- Business growth
- Employee turnover
- The need for more formal policies and procedures
- Gaining or maintaining a competitive edge
- Change that is impacting your employees
- Conflict with responsibilities
- Compliance
Compliance with federal, state, and local laws is critical for you to stay on top of as your business grows, which again is why it’s important to at least have a lifeline to an HR consultant and/or attorney. Check out this general list of the federal labor laws by the number of employees you have on your team. This list links to details on the actual law. But, there are also many unique state and local laws that may apply to your business too.
Too often, we see businesses wait until a problem occurs: if it isn’t broken, why fix it? When it comes to HR, you are better to be proactive than reactive to avoid losing key employees, receiving penalties for violating a law, or litigation.
Strategic HR can help you with any of your human resources needs, whether you are hiring your first employee or your 1,000th. With our customized, a-la-carte approach, we can support exactly what you need. We can conduct an analysis of your HR function, establish your HR function, become your HR function, or help with key components of HR. Want to learn more? Request a Free HR Consultation.
Why You Should Always Be Networking
Question:
I keep hearing “Network! Network! Network!” I already have a full-time position. I thought networking was just for job seekers.
Answer:
In short, you should always be networking – no matter if you are employed or unemployed.
Let’s begin by defining networking so we are on the same page. According to Merriam-Webster, networking is “The exchange of information or services among individuals, groups, or institutions specifically the cultivation of productive relationships for employment or business.” Networking is about building professional relationships. Essentially, it’s all about who you know, who they know, and how you might be able to help one another.
We are all busy with our professional and personal lives, so why take the time to network?
- To meet potential prospects/clients/customers/referrals
- To build relationships and/or friendships
- Help spread awareness about your product/service you provide
- You never know what your next opportunity will bring. Someone may be looking for your unique skill set.
- Do you like helping others? Pay it forward. You may know someone who is looking for a job.
- To get/give advice. Effective networking is mutually beneficial to both involved. It should not be a one-way street.
Steps on how to network:
Even when you understand the value and importance of networking and building professional relationships, you might ask yourself, “So where do I begin?” Here are suggestions for how to get started:
- What sets you apart? What makes you, YOU?! If you are not sure, ask people.
- Make a list of who you know including family, friends, neighbors, co-workers, managers (present and former), and affiliations/professional associations you are involved with.
- Identify what your need is. Do you want people to know about your company/service/product? Are you job seeking?
- Think about the knowledge, skills, and abilities that you can offer to those you’re networking with. Remember- networking should be mutually beneficial. Of course, you may not know exactly how you can help someone until you talk with them about their own interests and needs, but giving some thought to this before meeting them can help generate ideas.
What to do when you attend a networking event:
To ensure that you get the most out of attending a networking event, it can help to do some preparation before you go. Make sure that you take any necessary materials that will help you in making connections, such as business cards, brochures, etc. Think about how you want to introduce yourself. Some people find it helpful to practice a short “elevator pitch” that succinctly explains who you are and what you do.
Here are some suggestions on how to begin, track, and follow up on your networking conversations:
- A common thing people do when first meeting someone is to ask, “What do you do?” A great way to meet someone is to ask them, “What brought you here today?” That way the person doesn’t feel awkward if they are in a job search.
- Ask for their business card. Make a note on the back of the card about the conversation and follow-up with them.
- Connect with them on LinkedIn. Always send a personal note when sending an invitation for the connection. It can be something like, “Hi Joe, we met at the XYZ Event the other night. I really enjoyed our conversation and would like the opportunity to connect with you on LinkedIn to expand my network.” Once the person accepts your LinkedIn invitation, you can follow up with the conversation that you had with next steps.
- Keep a spreadsheet of the people you’ve met, where you met, a brief description of your conversation, and any next steps.
- Keep your networking fresh by sending an email or a LinkedIn message saying that you just wanted to say hello and that you were thinking of them. This will go a long way.
- Always ask the other person how you can help them. Even if there isn’t anything at the present time, there may be an opportunity in the future. Networking is a two-way street and beneficial for both parties.
Where can I find networking meetings/events?
If you are looking for networking and professional development opportunities, Strategic HR has a great list of HR events that are hosted by local and national organizations. Many of the events address topics of interest to a broad audience, so they are not limited to only HR professionals. Eventbrite and Meetup are additional sources you can use to search for networking events based on your interests and preferred geographic location.
Bottom line, you can network wherever you are…at work, at the grocery store, at sporting events, etc. The key is being open to meeting new people and being yourself. If you’ve thought about what you want people to know about you, it’s easier to dive in when networking opportunities present themselves. Remember to share your talents and not just your title. By effectively networking, you will reap the benefits both now and in the future. So always be prepared to network!
Communication often seems like a “no-brainer.” You have something to say and you just “say it.” However, hearing and listening are two different functions. HOW you communicate is often as important as WHAT you communicate when it comes to getting results! Strategic HR has years of experience preparing communications for a variety of audiences and topics. Visit our Communications page to learn how we can assist you with various communication-based projects.
What is a Certificate of Qualification for Employment?
HR Question:
This week a hiring manager was excited about a candidate but learned during an interview that the candidate has had a Felony for theft. The candidate mentioned having an Ohio Certificate of Qualification for Employment that they could provide. Although we are not a bank and the role does not handle money, we need to make sure our organization will not be put at risk by making a careless hire. Alternatively, we do not want to be discriminatory or lose an otherwise qualified individual that could make a great fit for the role. So what is a Certificate of Qualification of Employment and how can it help our company?
HR Answer:
Ohio law provides for a certificate to be available that removes criminal-record-based barriers to employment, without erasing or hiding the criminal record itself. The “Certificate of Qualification for Employment” (CQE) will allow persons who have a previous felony or misdemeanor conviction to apply to the court to lift the collateral sanction that bars them from being considered for employment in a particular field. A CQE is only given if an individual has been through an extensive application and investigation process and deemed, by both the Department of Rehabilitation and Corrections (DRC) and the Court, to be rehabilitated. A Certificate of Qualification for Employment may be revoked if the offender is convicted of or pleads guilty to a felony offense committed subsequent to the issuance of the certificate.
Employer Benefits of a Certificate of Qualification for Employment
A CQE can benefit an employer by removing mandatory rules that prohibit licensure or employment of individuals with certain criminal records. The Certificate may be used for general employment opportunities as well. If an employer knowingly hires a CQE holder, the Certificate offers the employer legal protection from a potential negligent-hiring lawsuit. (However, if the employer fails to take action if dangerous or criminal behavior is exhibited after hiring and retains the employee after such behavior, the employer can then be held liable.)
The Ohio Department of Rehabilitation and Correction provides information to learn more about the certificate and a link where you can assure the authenticity of a CQE. You can also contact The Ohio Justice and Policy Center or directly review Ohio Revised Code 2953.25.
Banning the Box
There are many states and cities with laws making it illegal to exclude an otherwise qualified applicant who has had a misdemeanor or felony. At least 16 states have already passed legislation, “banning the box”, which prevents employers from inquiring about a criminal background at initial application. Federal EEO laws, including Title VII of the Civil Rights Act of 1964, prohibit employers from discrimination by using criminal history information in their employment decisions because they can significantly disadvantage protected individuals such as African Americans and Hispanics.
The EEOC also has written the following guidance you may refer to:
- What You Should Know About the EEOC and Arrest and Conviction Records
- Enforcement Guidance on Consideration of Arrest and Conviction Records in Employment Decisions Under Title VII of the Civil Rights Act of 1964
This candidate’s Certificate of Qualification for Employment could prove to be a win-win. An applicant who has the qualifications you need and is looking for that long-deserved break may prove to be one of your most grateful and loyal employees if given the opportunity. Remember whether hiring or declining, before making a potentially costly decision, it is important to educate yourself on related federal, state, and local laws and/or seek legal counsel.
Struggling with hiring the right person and figuring out how and where to find candidates? Wondering how to do drug screens, background checks, physicals, references, and assessments? We can help you make sense of it all. Whether you need a complete recruitment solution or just help with pieces of the process, Strategic HR can assist you. Visit our Recruitment page to learn how we can provide you with top-notch outsourced recruitment solutions.
Can you be an Employee and Independent Contractor for the Same Company?
HR Question:
Can an individual that is working for us be both an employee AND an independent contractor?
HR Answer:
According to IRS guidelines, it is possible to have a W-2 employee who also performs work as a 1099 independent contractor. For example, it is possible that an individual could work part of the year as an employee and part of the year as an independent contractor due to a layoff or even a resignation. Another way this could occur would be if the individual is performing completely different services or duties for a company that would qualify them as an independent contractor.
Examples of Employee and Independent Contractor Dual Classification
- A production worker is laid off due to a slow down in the warehouse. The individual begins doing janitorial work for a few local companies and provides services to the same company from which they had been laid off. In this situation, the individual would receive a W-2 for the time they worked as an employee and a 1099 for the janitorial work.
- An Executive Assistant who also owns a cleaning service business can have dual classification if their employer contracts with their cleaning company to clean the offices in the evenings.
- An IT Help Desk Associate who performs graphic design work as a side gig can have dual classification if their employer contracts with the individual to create a new logo for the company.
- An Electrician who also does handy work after hours in the community can have dual classification if the individual contracts with their employer to replace the company’s roof.
- A custodian who works for a county public school and also owns and operates his own snow plowing service on nights and weekends can be classified as an employee and issued a Form W-2 for his custodian position. At the same time, when the county contracts with the individual for snow plowing services, he is an independent contractor as well.
How to Determine if Someone is an Employee or Independent Contractor
To determine if this dual classification applies to your situation, you must first verify if your current (or previous) employee’s secondary work qualifies as an independent contractor. The IRS provides specific guidance surrounding the Independent Contractor Definition.
As an alternative to making the determination yourself, you can choose to have the IRS review your situation and make the determination for you, but it will take some time. You would need to submit your position information to the IRS directly by completing IRS Form SS-8. In doing this, the IRS will determine the proper job classification and even guide you on dual classification. Although you will be confident in using the correct classification by following this route, know that the average response time is estimated to be six months.
If you (or the IRS) determine that the extra work being completed meets the Independent Contractor guidelines, you can pay them as both an employee and an independent contractor. If you elect to do this, be sure to keep accurate records. Companies should maintain a W-4 for employees and a W-9 for those working as a contractor. In addition, be sure to clearly and accurately document the hours worked in each category and the duties that were performed. It is widely believed that having a worker receive both a W-2 and a 1099 increases the likelihood of an audit by both the IRS and the DOL. Therefore, maintaining detailed records will be essential for your defense.
What Happens if you Misclassify Employees
Criminal penalties and liability for backpay may be imposed against organizations and leaders if Fair Labor Standards Act (FLSA) laws are violated. The DOL has recently increased its focus and scrutiny on employer misclassification of independent contractors. It is important to be aware that additional auditors have been engaged to direct their attention toward this area of compliance. Therefore, be sure that you have followed all relevant guidelines and maintain proper recordkeeping to protect your organization and remain compliant.
Thank you to Patti Dunham, MBA, MA, SPHR, SHRM-SCP for updating this HR Question of the Week.
Strategic HR knows that keeping abreast of HR Compliance issues can be daunting, especially when the laws keep changing. We can help you stay compliant by fielding your questions regarding properly classifying your employees and other HR matters. We offer resources to help you identify and mitigate compliance issues. Visit our HR Compliance & Recordkeeping page to learn about our auditing services which can help you identify trouble spots in your HR function.
What is the Value of Job Descriptions?
HR Question:
Do I really need job descriptions for my employees? Are they legally required? We have a small staff and everyone has to be willing to do everything. What is the value of having job descriptions?
HR Answer:
No, job descriptions are not legally required documents, however, they can help your employees (and their supervisors) to understand their responsibilities and how their roles contribute to the mission of your organization. They are also an important part of compliance and, when written well, can help to protect your organization should you face employment law disputes.
To achieve optimal performance, it’s important that your employees understand the scope of their responsibilities. Job descriptions help to define a job by determining and documenting the responsibilities of the position and the physical requirements of the job. This document is not a “how-to” or a procedure outline (which can change frequently), but rather it should capture what individuals are accountable for in their job.
Job descriptions add value because they:
- Provide a clear picture of the job to applicants applying for the position
- Help current employees to understand what they are accountable for
- Serve as a helpful tool for supervisors to coach employees on how to improve performance
- Help to determine appropriate salary levels for a position based on the expectations, education, and experience requirements for the role
- Allow individuals to evaluate the physical requirements necessary for the position and what the work environment is like (i.e., Does it require heavy lifting? Is it a “desk job”? Does it involve frequent travel, evenings, or on-call availability, etc.)
- Allow organizations to determine if an employee can perform the physical functions of a job or if an accommodation could be made for those applying for a job (or coming back from a medical leave or workers’ compensation leave, for example)
Getting Started: What to Include in a Job Description
If you’re beginning the process of creating job descriptions, it can be helpful to conduct a job analysis to understand the necessary tasks and responsibilities for the position and how the job is performed by employees at your organization.
Common components of a job description include:
- Job Title
- Reporting Structure: Role the position reports to and role(s) the position supervises, if applicable
- FLSA Classification
- Date of Job Description Creation / Revision
- Job Summary: It is helpful to provide a brief, general overview of the position.
- Essential Job Duties/Function: Describe the duties that must be performed in the job. Focus on the function of the job rather than the means used to achieve that function. It helps to identify the required outcomes of the job tasks rather than describing the tasks themselves.
- Physical Demands/Requirements
- Work Environment
- Minimum and Preferred Requirements
- Disclaimer: Explains the job description isn’t designed to list every responsibility and is subject to change.
- Acknowledgement/Signatures of Incumbent and Supervisor
For additional components to consider, see this step-by-step guide provided by the Society for Human Resource Management (SHRM). We also recommend that you consult your legal counsel for guidance to ensure your job descriptions are appropriate for your organization and legally compliant.
Out of Date Job Descriptions Pose a Risk
It is important for your job descriptions to be kept up to date, otherwise they can potentially cause more harm than good when it comes to providing HR Compliance support. However, when written well, the positive aspects of a job description outweigh the negatives and can provide you with documentation on the job requirements and support actions that you may have taken. Therefore, whenever your organization goes through significant changes or the nature of your work or specific jobs shift, be sure to revisit and revise your job descriptions accordingly.
An Easy Way to Keep Job Descriptions Updated
If finding the time to revise your team’s job descriptions feels like a daunting task in and of itself, consider addressing them one at a time. An easy way to work updates into your routine is to have supervisors take a few minutes during the performance review process to work with each employee to make any necessary updates their job descriptions. Approaching the updates one at a time during your reviews can help to make the process more manageable.
Job descriptions are too important to fall to the bottom of the “wish list.” When done correctly, they serve a multitude of functions. However, we understand busy workloads often relegate job descriptions to a “when time permits” activity. If you are putting off creating or revising your job descriptions due to a lack of time or staff, contact us. Dare we say it’s “in our job description” to help!
How to Handle Background Checks for Temporary Employees
HR Question:
We had a fabulous individual working for us through a temporary agency. We decided to hire the individual and ran them through our process, including conducting a background check. The results were shocking – we thought the temporary agency had already verified their background. How should I handle background checks for temporary employees going forward to ensure this doesn’t happen again?
HR Answer:
Many companies treat temporary employees differently when it comes to background checks and only realize it when it’s too late – when they try to hire the individual. The staffing company said they ran a “background check” before they placed the individual with you. However, when you compare the results of your own verification versus the staffing company’s, it hits you: If you had run your own background check first, instead of relying on the staffing company’s, you would never have considered the individual in the first place. So, now what do you do?
Unfortunately, this situation is all too common. Many employers allow temporary workers into their organization without knowing anything about the “background check” the staffing company performed before those individuals started working for their organization.
Did they only run a database search? Maybe they just entered the employee’s name in a local county records website or simply Googled the person. Or, even more disturbing, maybe they didn’t research the person’s background at all!
The term “background check” is very broad. When working with temporary employees, it is best practice to confirm that your staffing company is running quality courthouse background research before you let them place temporary personnel with your organization.
Background Check Tips for Temporary Employees:
- Connect with your attorney to discuss whether or not you should include background check requirements in your Master Service Agreement (MSA), as well as how they are to be conducted. Many times that might include the last seven years of residence, county, state, social security number, aliases/previous last names, etc. You may want to consider using a third party rather than an internal database search.
- Ask to see the reports for individuals who have a criminal record. It is a good HR practice to apply your evaluation approach consistently to both temporary and permanent employees.
- Consider including county criminal research. Many organizations have found county research to be a helpful source in finding if a felony or misdemeanor charge exists for an individual, and it can help to support HR Compliance with the Federal Credit Reporting Act (FCRA).
- Don’t be fooled by a “federal” search. This check certainly has its value, however, it can be misleading. While it may sound all-encompassing, it only includes federal crimes. Pre-employment screening companies have found the majority of crimes committed are state crimes. Therefore, most people with a criminal past would come back clean on a federal search.
Managing the hiring process can be tricky. If you currently run pre-employment screenings before you bring someone on board, you already understand the importance of this verification process. To help protect your organization and your employees, follow the best practice of having employees from staffing companies meet the same expectations as direct hires.
A special thank you to Matt Messersmith, President/CEO, Signet Screening, and Amy Turner, Senior HR Business Advisor, for sharing their expertise in this HR Question of the Week.
Does the thought of hiring someone make your head spin? Full-time, temporary, temp-to-perm, intern…pre-employment assessments, references, background checks, drug screens – we can help you manage it all. Whether you need a complete recruitment solution or just help with pieces of the process, Clark Schaefer Strategic HR can assist you. Visit our Recruitment page to learn how we can provide you with top-notch recruitment solutions.
Keeping Electronic Recruiting Correspondence
Question:
Much of our recruiting is now done online and via email. Do I need to keep the emails generated from our last round of hiring? Does it matter if the candidate followed through with a response or not?
Answer:
You need to keep any records from the search for one year – those that you were considering AND those that you were not (even those that applied but may not have followed through with a response to your email). Keeping them in an electronic file is great – date it and pitch it next year. The U.S. Equal Employment Opportunity Commission (EEOC) requires employers to keep employment records for one year. After that time, employers can either discard the record or archive it, provided they maintain the confidentiality of information contained in each record. Suppose you have a resume, cover letter, list of references and brief notes from a telephone screening, yet you decided to select other candidates for in-person interviews. The records generated, including electronically, during the course of the preliminary screening are, in fact, hiring records. They must be kept for one year, pursuant to EEOC regulations.
Another important reason to keep hiring records on file even if the applicant wasn’t hired is so applicants don’t have possible recourse if they are rejected during the hiring process. Applicants who claim they weren’t hired based on factors not related to the job (i.e, race, sex, national origin, age or religion) have up to one year to file a formal discrimination charge with the EEOC. Should the EEOC decide to investigate the applicant’s complaint, the agency can ask employers to produce records used during the hiring process. The company’s hiring practices don’t look favorable if the employer can’t comply with the request because it has discarded the hiring materials.
Employment recordkeeping does not rank high on the list of favorite human resources functions, but it is vitally important. What you keep can be as detrimental as what you don’t keep in some instances. Avoid the fines and minimize your stress level by having Strategic HR assist with your recordkeeping compliance. Visit our Recordkeeping page to learn more about our services.
How To Say Sponsorship Is Not Available And Remain Compliant
HR Question:
Although we need to find ways to broaden our recruiting efforts, our company is not able to provide sponsorship to candidates who want to work legally in the United States and need an H1-B Visa. How do we say that sponsorship is not available on our employment ads to avoid problems? Can we hire someone who has been granted political asylum?
HR Answer:
These are great questions! Let’s break it down and address each one separately.
Am I required to accept applicants who need an H-1B Visa?
Due to the ease of access, online job ads and recruiting efforts can generate a multitude of candidates, including those who are not yet authorized to work in the United States. For some companies, this is a benefit as it allows them to access a wider talent pool. For others, particularly smaller organizations, it can be a financial hardship for them to sponsor or transfer an H-1B Visa for employees who require an employment Visa to work legally in the U.S.
It is important to clarify that employers are not required by law to sponsor an H-1B Visa for a candidate who is not eligible to work in the United States. It can help both your organization and candidates to know upfront if you are unable to provide sponsorship. You can freely specify “no sponsorship” in a job ad and refuse to consider people who are not already authorized to work in the U.S.
How can I communicate sponsorship is not available in our job ad?
There are multiple ways that you can communicate this message, but we have commonly seen the use of the following language:
“Applicants must be authorized to work for ANY employer in the U.S. We are unable to sponsor or take over sponsorship of an employment Visa at this time.”
Can I hire individuals who were granted asylum?
To address your second question regarding whether you can hire a candidate who has been granted political asylum, the answer is yes – if they have followed the proper process. Individuals entering the United States seeking protection/asylum can remain in the U.S. and apply for asylum within one year of arrival. These individuals are not eligible to apply for permission to work (employment authorization) in the U.S. at the same time they apply for asylum. They are, however, able to apply for permission to work after 150 days of their asylum application if they are still awaiting a decision on their application.
The federal government grants refugee and asylee status to people who have been persecuted or fear persecution on account of race, religion, nationality, membership in a particular social group, or political opinion. Because of their status, refugees’ and asylees’ permission to work does not expire.
On March 29, 2022, U.S. Citizenship and Immigration Services (USCIS) announced it will extend asylum seekers’ work permits so that they are valid for a longer period of time while renewal applications are pending. The current auto-extension period is 180 days.
A person granted asylum is protected from being returned to his or her home country; is authorized to work in the United States; may apply for a Social Security card; may request permission to travel overseas; and can petition to bring family members to the United States.
Individuals granted asylum may work immediately. Some asylees choose to obtain Employment Authorization Documents (EADs) for convenience or identification purposes, but an EAD is not necessary for asylees to be able to work. Visit I-9 Central to determine how to properly complete the I-9 form for an asylee and what identification is needed by the Department of Homeland Security.
As you seek to make the right decisions for your organization, remember that it is best practice to consult your attorney to ensure your HR Compliance.
Thank you to Cecilia Vocke, MS, SHRM-SCP, SPHR, Senior HR Business Advisor and Melinda Canino, MS, Senior HR Communications Advisor for contributing to this HR Question of the Week.
VISAs, EADs, I-9s – An alphabet soup of acronyms and rules pertaining to the hiring of a foreign national. It can be confusing, even to the experienced HR professional, if you aren’t familiar with the process. Clark Schaefer Strategic HR can help you navigate through the process to ensure everything is handled correctly. Visit our Outsourced Recruitment page to learn more about how we can help.
The Difference Between Applicants and Candidates
My recruiter talks about applicants and candidates as if they’re not interchangeable–what’s the difference?
