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volume III issue II February 2015 |
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7 Signs It's Time to Optimize Your Recruiting Function Recruiting is a totally different function than it was just 10 years ago. The traditional role of the recruiter has expanded and evolved so drastically it can feel nearly impossible to keep up. Latest tools, best practices, and an ever-growing list of new job requirements for talent acquisition specialists requires a constant need to evaluate, assess, and optimize the recruiting process. Let's do a quick audit of the common signs of a broken recruiting function. Your Time-to-Hire is Dismal Time-to-hire is considered one of the most important metrics in recruiting performance by many experts. As the hiring time lengthens, the cost increases and the responsibilities of unfilled positions burden current employees, and, to boot, company leaders get frustrated. For context, time to hire is currently at a 13-year high, at an average of 25 working days. In other words, even the current average shouldn't be considered acceptable. What Company Culture? A very common sign that recruiting needs improvement is when you look around and can't see, feel, or hear the company culture. Recruiting should always be concentrating on finding candidates who exemplify the organizational values, goals, and culture. When fostering the company culture through new hires fades away (or wasn't there to begin with) you will start to see negative bottom line impacts. Read on. Don't Be an Exclusionary Leader Leaders are busy people who need to set and manage priorities, often dismissing or delegating tasks that don't provide a strong return on their investment of time. Nonetheless, there's one area of responsibility that leaders should never ignore...their employees. Gallup has repeatedly found that leaders who compliment their teams enjoy extremely low (1%) employee disengagement levels. As you'd expect, when leaders criticize employees, disengagement levels rise to 22%. However, disengagement almost doubles to a shocking 40% when leaders ignore their direct reports. The prevailing thinking has been that even negative feedback from a leader demonstrates some level of care and interest in the employee, making it more welcomed than no feedback or attention at all. And new research from the University of British Columbia's (UBC) Sauder School of Business supports Gallup's findings, suggesting employees are better off getting negative responses from their bosses than not getting any attention at all. (Although neither the researchers nor I are advocating negative interactions with employees – we're simply demonstrating the harmful impact of exclusion.) Being excluded impacts far more than engagement levels. Being ignored at work is worse for an employee's physical and mental well-being than harassment or bullying. YOUR FIRST INSTINCTS MAY BE INCORRECT Researchers found most people consistently rate workplace ostracism as more socially appropriate, less psychologically harmful, and less likely to be prohibited than workplace harassment. When leaders' to-do lists are too long and the days are too short, ignoring distractions from their stated goals seems like a smart plan. And they would be so wrong. Read on. Long Term Disability and Health Insurance Question: I have an employee that is on long term disability. How do I handle their health insurance benefits since they are no longer actively employed? Answer: Ideally, employers should address this in their employee handbooks prior to such an event happening so they have a clear practice in place before such a stressful situation arises. Determining how benefits are handled while someone is out on any type of leave should be clearly defined. In most instances, employers continue to carry employees on health insurance for a pre-determined time period after going on a leave. There really is no "typical" time period, but regardless of what you choose, ensure that your insurance carrier will allow the continued coverage. Some employers terminate coverage as soon as the disability is approved; others after six months of LTD; and even some that agree to cover those on disability up to one year. In these situations, employers typically require the employee to pay their "normal" employee contribution for health care and the employer handles them just like an active employee – subject to the carrier agreeing, of course. Read on. "Predictable Scheduling": An Undiscovered FLSA "Right"? U.S. Wage and Hour Division Administrator David Weil reportedly has said that the Division is "looking very actively at" the question of whether workers should be legally entitled to "predictable scheduling". In recounting Mr. Weil's statements in a recent interview, Daily Labor Report characterized his remarks as having to do with whether an employee has an enforceable right to a predictable, stable work schedule or to some sort of advance notice of that schedule. And The Source Of This "Right" Is...? According to DLR, Mr. Weil sees it as being "an open question" whether such a supposed obligation falls within the purview of the current federal Fair Labor Standards Act. Read more. Unpaid Interns May Expose Companies to Liabilities For those without experience in a particular field, an unpaid internship often provides a vehicle for obtaining insight and training, oftentimes in a popular industry with mass appeal such as a movie studio, media company, or fashion retailer. Notwithstanding the fact that companies may be trying to open doors and provide much desired experience for college students and industry newcomers, businesses offering unpaid internship programs should heed caution and re-evaluate their potential exposure in light of a growing wave of lawsuits filed by former unpaid interns, the most recent of which were filed in January 2015 targeting notable fashion houses such as Burberry, Alice + Olivia, Devanlay (Lacoste), House of Z (Zac Posen), and Alexander Wang.[1] Although the lawsuits, including the recent New York litigation, assert claims under different state and federal laws, the underlying allegations echo a common theme: A former unpaid intern–who is usually seeking certification on behalf of a putative class–claims that he or she was an "employee" of the business during the internship period, the intern provided services that significantly benefited the company, the company failed to provide the intern with compensation, the company did not provide academic or vocational training (as is typically required of internship programs), and the company should have paid at least minimum wage. Read more. |
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> FEATURE ARTICLE 7 Signs It's Time to Optimize Your Recruiting Function > TIP OF THE MONTH Don't Be an Exclusionary Leader > Q & A Long Term Disability and Health Insurance > LEGAL UPDATES "Predictable Scheduling": Undiscovered FLSA "Right"? Unpaid Interns May Expose Companies to Liabilities Area Temps, Inc. 1228 Euclid Avenue Cleveland, OH 44115 Toll Free: 1.866.995.JOBS www.areatemps.com |
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