I'm looking for hire a Researcher for our offices. We are a firm of 3 Recruiters, but growing. Hope to eventually be an office of 10 within 5 years. Rather than hire someone new to the industry as a Recruiter, I'd rather bring them in as a Researcher and see where it goes. I'm trying to determine how best to utilize a Researcher to support our Recruiters. Any suggestions?
It's a very nice feature to be able to browse group category (with some editorial effort) before the change, such as geography, industry, etc.
For new members, it's a great way to get into a group. It's hard for people just go through all the group list to find the right discussion group. I found quite a few group I belong to now have much less activities since the facelift.
I'm researching recruiting software for my boutique executive search firm and have reviewed Bullhorn, PCRecruiter and HireDesk. Was wondering if anyone currently uses these programs and if so, would they recommend them? Web-based has its advantages but I'm not excited about paying a monthly fee. The biggest things I'm looking for is ease of use in updating and adding contact info, automatically populate resume information into database, strong search/boolean features, outlook integration, robust, fast system with limited to no downtime, excellent security and helpdesk. Would appreciate any feedback. Thanks.
If Recruitment reported to Operations would it make it more viable as a business partner? When recruiting & sourcing for executive level positions it seems to work better to remove the "HR hat" and not work that channel. This seems to engage potential senior level talent easier as many stay as far away from HR as possible. If anyone has been in an environment of Executive Level Recruitment that is reporting to Operations I would be interested in finding out more. Also, does this increase your value to the company since you are more aligned strategically this way? If you are able to align yourself with senior operations and the future growth modes you could make a better impact & contribution by PROACTIVELY seeking out the future talent needed to help the business grow. I appreciate any thoughts, thanks in advance.
TWO PEOPLE, in the past two days have declined a client's request for a sample of work. These same two people have excellent backgrounds, excellent references and one is not currently employed. The client isn't asking for a book, just a "sample of work" - they would be happy with an e-mail - just to see writing style, professionalism, etc.
I don't think this is an unreasonable request from a potential employer - in fact, with most companies receiving 200 resumes if they run an ad, I can't imagine that they are just going to believe that everyone can do everything.
However, in BOTH cases, both candidates requested that I withdraw their resume. They viewed this as insulting..... When does pride get in the way of getting a job? Was this employer wrong?
And to think after all these years in the business, I'm still surprised....
Covered Employers Must Post New EEOC Poster and Must Familiarize Themselves and Their Managers with the Provisions (and Implications) of the Genetic Information Nondiscrimination Act of 2008 ("GINA") Which Becomes Effective November 21, 2009
By Stefan R. Miller
In late October 2009, the United States Equal Employment Opportunity Commission ("EEOC") released its revised poster for use by employers covered by federal civil rights and anti-discrimination laws: "Equal Employment Opportunity is the Law". The new version of this poster reflects the requirements of the Genetic Information Nondiscrimination Act of 2008 ("GINA"), which takes effect on November 21, 2009, as well as the changes made by the recent amendments to the Americans with Disabilities Act ("ADAAA"), which took effect on January 1, 2009. The revisions to the EEOC poster include information regarding GINA's ban on employment discrimination based on an individual's genetic information as well as updates that broaden the definition of "disability" under the ADAAA.
This EEOC posting change is mandatory for all covered employers and the new poster should replace any older versions presently posted in your workplace. Failure to properly post this new notice exposes employers to penalties, could result in a court extending the applicable statute of limitations for filing discrimination complaints and could potentially impact employer liability. The new law - GINA - takes effect November 21, 2009. (As a practical matter, while GINA itself only applies to employers with 15 or more employees, the "Equal Employment Opportunity is the Law" poster covers various federal civil rights and anti-discrimination laws, including the Equal Pay Act of 1963 ("EPA") which applies to employers with one or more employees. Accordingly, all employers should post the "Equal Employment Opportunity is the Law" poster in their workplace.)
The new poster can be downloaded and printed here: http://www.eeoc.gov/self_print_poster.pdf
In addition, the poster is available in Spanish, Arabic and Chinese from the EEOC website: http://www.eeoc.gov/posterform.html
Fast Facts About GINA
GINA has two very distinct titles to the legislation. Title I of GINA addresses the use of genetic information by health insurers and health insurance plans in connection with issues of eligibility, premium and other pricing determinations, and exclusions from coverage. On the other hand, Title II directly impacts employers by prohibiting covered employers from:
Requesting, requiring or otherwise acquiring genetic information from applicants, employees and former employees (with limited exceptions);
Using genetic information in making decisions related to any terms, conditions, or privileges of employment; and
Retaliating against employees for opposing or complaining about unlawful employment practices and/or filing a claim pursuant to GINA.
In addition, Title II of GINA requires that employers maintain confidentiality with respect to genetic information (with limited exceptions).
GINA defines genetic information to include information about an individual's genetic tests, genetic tests of a family member, and family medical history. In addition, GINA presently also defines genetic information to include information about "the manifestation of disease or disorder in family members of the individual." This significantly expands the scope of medical information that will meet GINA's definition of genetic information. For example, if an employer learns that a particular form of cancer runs in an employee's family, that information may trigger GINA's protections against employment discrimination - even if there is no information disclosed about the actual employee's genetic makeup - because oftentimes cancer is believed to have a genetic basis. Accordingly, as more and more diseases are determined to have a genetic basis, the greater the amount of medical information will meet GINA's definition of genetic information.
Exceptions to GINA's Prohibitions Against Acquiring Employee Genetic Information
Among the exceptions to the prohibition against acquiring an employee's genetic information include when an employer inadvertently receives otherwise prohibited genetic information during casual conversations with employees, overhears conversations between coworkers, or receives unsolicited e-mail that includes genetic information. Another exception applies in the event an employer receives such information either as part of the "interactive process" following a disabled employee's request for reasonable accommodation or in connection with documentation submitted in support of a leave of absence pursuant to the federal Family and Medical Leave Act or other similar state law. Genetic information that is acquired from newspapers, magazines, electronic media and other sources of commercially and publicly available information also is deemed to be an inadvertent disclosure.
However, in any case where an employer inadvertently receives genetic information, employers must keep the information strictly confidential and, if in writing, must still maintain such information - like all medical information - in a confidential medical file which is separate from other personnel information and which is properly secured by restricted access. In addition to the other exceptions, GINA does allow employers to offer health or genetic services, provided that they are part of a voluntary wellness program. Finally, in addition to a few other narrow exceptions, it is also not the intent of GINA to interfere with or apply to uses and disclosures of protected health information ("PHI") governed by regulations under Health Insurance Portability and Accountability Act (HIPAA). If an employer (e.g., a hospital) is subject to the HIPAA privacy rule, it must continue to follow the HIPAA privacy rule requirements and not the requirements under GINA for genetic information that is also PHI.
New Limitations on Employers' Post-Offer Medical/Physical Examinations
Notwithstanding the limited exceptions noted above, employers must remember that, although current state and federal disability discrimination laws generally permit covered employers to obtain family medical history or conduct genetic tests of job applications once an offer of employment has been made - provided the information sought is job related and is requested for all entering employees in the same job category - such action will be prohibited upon the effective date of GINA. This is because GINA does not contain an exception allowing employers to obtain genetic information in cases where the employer has a legitimate reason to make employment-related decisions based on "protected" information (e.g., genetic information might arguably be relevant to determining whether an individual is able to perform the essential functions of his/her position and, in particular, in a manner which will not endanger the health and safety of either the individual or others.)
While the prohibition against conducting genetic tests on job applicants might seem obvious given the stated purpose of GINA, the rationale for prohibiting inquiries about an individual's family medical history in connection with a medical examination might seem less obvious. However, because genetic information has been broadly defined to include information about "the manifestation of disease or disorder in family members of the individual", asking about an individual's family medical history poses a significant risk that the employer will receive information about a family history of a genetically-based disease.
Conclusion: What Is the "Take Away" for Employers?
If your Company has not already done so, you should immediately do the following not only to ensure compliance with GINA and related obligations but also to minimize risks associated with employee "self-disclosure" and other inadvertent disclosures of genetic information:
Posting: Post the new "Equal Employment Opportunity is the Law" in all Company facilities.
Employee Handbooks: Review your Company's policies relating both to equal employment opportunity as well as to discrimination, harassment and retaliation. If necessary, revise these policies to state that your Company does not tolerate discrimination on the basis of one's genetic information.
Record-Keeping: Review your Company's record-keeping procedures, and make sure that any and all genetic or other medical information is maintained in a confidential medical file which is: a) separate from an employee's other personnel information; and b) properly secured (preferably under lock/key) in such a way to restrict access.
Employment-Related Forms: Review the employment forms used by your Company - particularly as it relates to leaves of absence, work and non-work related injuries and illnesses - to ensure they do not request genetic information and to limit the risks of employee "self-disclosure".
Medical/Physical Examinations: Ensure that if your Company requires applicants or employees to submit to medical/physical examinations, those examinations not only are job related and requested for all entering employees in the same job category but also refrain from inquiring about one's family medical history or requiring individuals to undergo genetic testing (except for employers engaging in DNA testing for law enforcement purposes).
Wellness Programs: Review any wellness programs to ensure they comply with GINA.
Training: Provide training to both management and non-management employees not only about GINA's prohibitions and related provisions but also about any changes to Company policies, forms, practices or procedures due to GINA. Management employees in particular should be trained about how to limit the risk of employee "self-disclosure" and to address and respond to inadvertent disclosures of genetic information in order to minimize your Company's legal exposure.
* * *
Stefan R. Miller is a California employment law attorney and founder and principal of The Employers Law Group.
We counsel businesses on all aspects of employment law & human resource (HR) issues
We focus on compliance, prevention & litigation avoidance
We work closely with employers to identify areas of risk and implement preventive best practices to minize legal exposure
We conduct independent workplace investigations of allegations of harassment, discrimination, retaliation and other alleged workplace misconduct
We conduct management and employee training workshops on a variety of employment law and HR-related issues
We will soon be relaunching our website. In the meantime, more information about the Firm can be found on the web at http://www.employerslawgroup.com.
I need to help a client with information on sources for background checks. Any ideas on a source or company who can handle an extensive check for executive level management positions?
Need your help here. I've seen a sourcing tool that meta-searched resume databases from multiple job boards that a firm subscribed to. It then held resumes viewed from a job board in a seperate database so subsequent views of the resume would not count as additional views. Make sense. Can't remember the tool. Would like to reconnect. Any thoughts? Email ken.sevec@gmail.com. Thanks!
I do sourcing using Social Media and give webinars on the subject, I use some tools and am in touch with many vendors that provide tools for these purposes. There are quite a few tools that 1) help you guess how to search, 2) go to various sources at the same time, including social networks, blogs, etc., 3) help organize, filter and sort through results you get. Some tools are more powerful than the other, or cover different functionality. Some of these tools are very useful.
What amazes me, however, is how some of these tools are marketed. I imagine that this attracts attention; however, some of these messages are questionable, to put it mildly...
I got a call a few days ago from someone who has a sourcing product that "can access all of the 45 million profiles on LinkedIn" via a search on Google. Here is the message I got:
My business partner and I invented a software that is a 1 of a kind passive candidate sourcing tool. This is not a web crawler that grabs resume off active job boards, those work great and might be great for you as well, I'm not sure how you do your sourcing. However, if you are looking for passive and semi-passive candidates and would like to find a tool that gives you a snap shot into their backgrounds, their name, title, location and phone number, we can help. This is NOT for everyone.
We set up a demo. During the demo, when I mentioned that Google will not get more than 1,000 results at a time, the person said that she was not exactly sure how this was implemented... We didn't even talk about private profiles.
Other tools tell you that they use "metasearch algorithms" and that you do not need to know Boolean and will do just as well. Yet other tools are semantic which is "better than Boolean".
As social networking becomes more and more common we are finding that the way our employees network professionally is changing as well. Specifically, we are trying to determine if we might need to adapt our employee referral program to account for this shift. Here are some questions I was hoping some of you might be able to answer.
Who qualifies as an employee referral? Does the employee have to know the referral personally (ie attest to their performance)?
How do you reward employees for referrals they don't actually know?
What sort of cash bonsues do you provide for referrals who are hired?
If you are an international company, do you have separate program guidelines and bonus levels for referrals who are hired outside of the US? How do they differ?
Have you modified your employee referral program to account for social networking? How?
I'm looking to get some really strong interview questions around the area of "Business Acumen" I'm finding it tricky to really quantify and probe this area. Any one got any great suggestions they can share? Or tips for questions they've used?
Are there any IT recruiters out there who can share/recommend best places to look for Business Analysts and/or Developers? I know Monster, Dice, Craig's List, etc. But any good blogs or tech sites you recommend I get on list? Thanks!
I am looking for a staffing agency referral for Singapore and for Korea. We have small offices in both locations and are looking for an agency to partner with in staffing that is local to the office.
I currently manage a small recruiting department that utilizes behavioral benchmarking. The department is made up of my Recruiting Coordinator and myself. I have several years of experience, while he has less than a year. He's done so well so far, but I realize he still struggles to identify what's important and what's not in screening through resumes and phone screens. Besides shadowing each other and providing relevant examples of things to look for when reading a resume, as well as knowing what questions to ask and when...is there some sort of online training course that someone knows of?
I'd love to either send him to an additional training course, or to provide some sort of online training for him. Being that our company is growing at such a fast pace, our req load is pretty high. I'd like my coordinator to become much more efficient with his time, and I feel like I spend so much time focusing on the basics with him.
I read an article by Fay Hansen written for Workforce Management (http://www.workforce.com/section/06/feature/26/68/67/) . I'm wondering if anyone is currently running hardcore social recruiting programs? And, if you are, have you run into EEO issues yet? Is it coming? Do you have a plan?
The U.S. Equal Employment Opportunity Commission is said to be heading towards a greater focus on enforcement and litigation as Jacqueline Berrien is confirmed as chair of the agency. Berrien is predicted to bring an enforcement mind-set to the the job. In fact, the US Dept. of Labor has already started hiring 250 new OFCCP compliance officers that will be kicking tires sooner than later.
While by no means does this article suggest that social recruiting is wrong, it does lead me to believe that a recruiting program heavily predicated on social recruiting could have significant compliance implications in the future unless applicant flow logs have been tailored to account social recruiting efforts.
Are other people thinking about this issue? How are you preparing?
Here is an excerpt of the article by Fay Hansen
"Social networking sites are problematic because the population is limited and highly selective," Roe notes. "I anticipate more race and age claims over the next two years, and a significant portion will be from sourcing through social networking sites, where the users are generally white and age 20 to 40. We'll see lawsuits.
"Employers don't want to pay recruiters, so they take the path of least resistance, but they have to look very carefully at the applicant pool and cast a much broader net. Recruiters are often swept up by the latest process. Minor decisions lead to major consequences."
Using networks for recruiting is ripe with risk for future discrimination claims, says Pamela Devata, a partner at Seyfarth Shaw in Chicago.
"Sourcing from professional network sites such as LinkedIn carries a risk that the method could be challenged on discrimination grounds," Devata says. "It represents a hiring pool that is not open to the general population. Using a limited network may have a disparate impact. If hiring through these networks can be challenged, it will be."
Employers should consider the risk of litigation arising from disparate impact claims.
"If the business practice is to use Twitter and the existing pool is 50 percent female and 20 percent minority, but you're down to zero for both groups because your digital network is heavily male and non-minority, then you must establish that there is a business necessity for the practice," says Paul Mollica, partner at Meites, Mulder, Mollica & Glink in Chicago. "The first company that gets sued for this will have to be very resourceful because it will be very difficult to establish a reason for relying exclusively on Twitter."
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