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volume II issue IX September 2014 |
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6 Steps for Auditing Your Company's Candidate Experience A positive candidate experience provides organizations with a competitive advantage in two ways. First, from a revenue perspective. The last thing any company wants is to say "no" to a candidate and lose a customer. The business world is way too competitive to lose a customer over a negative hiring experience. Second is competitive advantage in terms of the War for Talent. As organizations continue to struggle with finding the most qualified candidates, no company can afford to lose top talent because of a poor candidate experience. Now at this point, you might be asking how widespread the poor candidate experience is. I must admit, the number is bigger than I imagined. According to iCIMS research, 46 percent of candidates rate their candidate experience as poor to very poor. Basically, half of companies have a bad candidate experience. Wow. Half! So how does an organization determine where they are on the scale? By auditing their candidate experience. Here's a list of six things you can do to see how your organization fares.
Tips for Finding and Developing HiPos in Your Company According to a study by Quantum Workplace, 1 percent of executives believe that their succession plans are excellent. Okay. You might be in the lucky minority. You might be that rare company that has a fantastic multi-level succession plan based on substantive, nuanced data, which not only makes your high-potential employees feel invested, but also yields great leadership for your organization. But it's statistically unlikely. You're probably more like the rest of the world. You would love to have that kind of succession plan. It comes up in meetings all the time, but when it comes to actually creating it, there's a sort of paralysis that sets in. Shoulders are shrugged. Helpless looks exchanged. There's no clear path. No sense where to start. And it all gets pushed off to the next meeting. Or quarter. Or decade. "The majority (of executives) do not think that their organizations are doing enough to prepare for eventual changes in leadership at the CEO and C-suite levels," says Stanford professor David Larcker in the 2014 Report on Senior Executive Succession Planning and Talent Development. "Nor are they confident that they have the right practices in place to be sure of identifying the best leaders for tomorrow. Read on. How Long Should I Keep 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. Read on. LinkedIn Pays Nearly $6 Million After DOL Investigation After being investigated by the US Labor Department for violations of the Fair Labor Standards Act, LinkedIn has been forced to pay out nearly $6 million in damages and unpaid overtime to 359 employees. The investigation revealed violations of the overtime and record-keeping parts of the Fair Labor Standards Act, affecting employees in California, Illinois, Nebraska and New York. As part of the penalties handed to LinkedIn, the company also agreed to take steps within its company to prevent further violations from occurring. The full extent of the violations included a failure to record and pay for all hours employees were working in a given week. Going forward, LinkedIn will operate under a compliance agreement with the US Labor Department that ensures the company will provide compliance training and make sure all non-exempt employees have copies of LinkedIn's overtime work policy. Read more. More Reasons for Employers to "DISLIKE" Facebook The National Labor Relations Board is at it again – wading into the social media foray, that is. In a case that has been percolating since 2011, the NLRB has ruled that an employer must reinstate an employee who was fired for "LIKING" an anti-management post on Facebook, as well as provide the employee with back pay and benefits. Yep. You heard it right. For "LIKING" a Facebook post. On August 22, 2014, the NLRB held that a waitress and a cook – two employees previously fired from Triple Play Sports Bar for "LIKING" and commenting on a post of a former disgruntled employee – must be reinstated, and receive back pay and benefits. Read more. |
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> FEATURE ARTICLE 6 Steps for Auditing Your Company's Candidate Experience > TIP OF THE MONTH Tips for Finding and Developing HiPos in Your Company > Q & A How Long Should I Keep Electronic Recruiting Correspondence? > LEGAL UPDATES LinkedIn Pays Nearly $6 Million After DOL Investigation More Reasons for Employers to "DISLIKE" Facebook Area Temps, Inc. 1228 Euclid Avenue Cleveland, OH 44115 Toll Free: 1.866.995.JOBS www.areatemps.com |
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