I came across this interesting feature in today’s New York Times. It’s a case study about a small business owner — a guy by the name of Prasad Thammineni — whose company, OfficeDrop, scans clients’ documents to create digital files. His challenge: to make sure his employees aren’t the types to leak clients’ private information, but aren’t so put off by his background-screening methods that they can’t feel good about where they work.
The piece walks us through all his dilemmas, like how to search for good background screeners, how to pick one, which checks to go with — such as criminal checks — and which to decline — such as drug testing. (Essentially, he felt secure enough in his own ability to decide whether one of his employees, even one of his new hires, had a problem with drug use or addiction to forgo this one.)
“The last thing we want to do,” he tells the Times, “is tell people how to live their lives outside the office.” (Not everyone concurs with that sentiment these days, but I do.) He also decided to conduct background screens after his employees were hired and simply keep them out of reach of sensitive material until the check was finished. (Now that one raises the eyebrows.)
So far, pretty standard fare. But what’s fun about the piece is its interactive arm. Readers get to click on a link at the end, entitled “You’re the Boss,” where they can chime in — for publication — on what they think Thammineni should or shouldn’t have done.
Some of the critiques are pretty pointed. All are eye-opening for anyone close to, or especially new to, the background-checking routine. My take-away? Never underestimate the power and potential to further a journalistic discussion.
See what our readers found most interesting last week:
Enough with the Generation Studies!
Peter Cappelli’s new column on the entire industry that has grown around the concept that differences exhibited by the younger generations are long-lasting and important for employers to understand and accommodate. But what if the younger generation today is similar in most respects to the younger generations of past years?
Despite Recession, Labor Shortage Looms
Career interest from high-schoolers graduating this year is much lower than the projected job openings in the five fastest-growing industries for 2018. But how can companies even address a potential labor shortage when unemployment is currently so high?
Reassessing Work/Life Balance
As a result of the recession, employees are re-evaluating what work really means to them, according to new academic research, and the results aren’t pretty. But therein lies an opportunity for HR to step up and make a difference, experts say.
Defining the Employee Relationship Chain
This article by Ed Cohen and Priscilla Nelson addresses the three stages of a successful employee relationship — which converts to strong retention. The relationship begins with onboarding and evolves into alignment with the organization and recognition for his or her contributions. The final stage, which often is not achieved, is when the employee views the organization and its leaders as trusted advisers.
Lattice vs. Ladder
Some companies are finding retention and engagement benefits in encouraging employees to consider lateral career moves as new paths to success.
Politicians can get somewhat imaginative during the election year, as an item under the heading “Tax Breaks for Jobs” in today’s New York Times reminds us.
The short piece focuses on Frank Caprio, a Democratic nominee for governor of Rhode Island, who has included in his economic plan a “finder’s fee,” in the form of a $1,000 tax credit, for any company that helped recruit a business to Rhode Island. If 20 or more jobs are subsequently created, the two businesses would share in a $10,000 tax credit. (I suspect it’s not going to be enough to get Walmart to pick up and move its headquarters from Bentonville.)
The story cites other job-creating incentives being proposed or implemented around the country, but describes Caprio’s as “one of the more novel proposals from candidates seeking to tilt the tax code toward new jobs or new businesses.”
Of course, Caprio is first going to have to get elected if he has any hopes of fulfilling his campaign promise. (The Rhode Island governor’s race continues to be a close contest between Caprio and Republican-turned-Independent candidate Lincoln Chafee, according to Rasmussen Reports.)
But whatever the outcome, this and the other examples featured in the NYT’s story serves as a reminder of the part job creation, or more to the point the lack of it, is likely to play on Nov. 2.
No one wants to be hospitalized for a serious illness. But if that happens to be your fate, I’m sure you’d find it comforting to know that the nurses caring for you were at the very least a good fit for their jobs.
Certainly, the folks in Tenet Healthcare’s HR department are operating (forgive the pun) under that assumption. In a session entitled “Tenet Healthcare Uses New Assessments to Reduce Nursing Turnover” at the HR Technology® Conference, Tenet’s Vice President of HR Joe Gage shared how the hospital successfully leveraged assessment software to ensure the right nurses were being hired for their jobs.
For many in the audience, I suspect hiring has yet to become a high priority, with unemployment still near 10 percent. But as Gage reminded attendees, it continues to be very much an issue for hospital, which still stuggle to fill key nursing positions.
Gage told attendees on Thursday afternoon how Tenet uses PeopleAnswers to build custom Performance Profiles based on incumbent population for its hospital units, such as emergency, medical/surgery or critical care units. The net result of this was a more rigorous, though not necessarily time-consuming, assessment process that led to an improvement in quality of hire and a reduction in early turnover of 47 percent over an 18-month period.
Having the best talent in place is obviously good news for patients and hospital administrators alike. But Gage noted that it’s also good for recruiters, who automatically receive candidates in their applicant racking system (Taleo, in this case) who are ranked by fit.
Gage noted how the software also supported Tenet’s onboarding process by generating a guide that tells managers about new hires, including their likes and dislikes and how they respond to stress.
Among the various components of a comprehensive talent-management suite, assessment software certainly isn’t the first piece that comes to mind. But Tenet’s presentation hammered home its importance—especially in a hospital setting.
After reading the front-page story in the Wall Street Journal today entitled “Employers Favor State Schools for Hires,” I called the National Association of Colleges and Employers to get their take on the study’s findings, particularly the bias of recruiters toward state schools.
“After I read the article, my reaction was ‘no duh!’ NACE Director of Strategic and Foundation Research Edwin Koc told me.
Recruiters are going to state schools because of the size of their student populations, Koc says. “You’re going to go to Penn State for accounting candidates because it’s the most efficient way to recruit them, not because of the quality,” he explains.
Of course, employers are paying a price limiting the number of schools they have a presence at. They’re missing some strong candidates.
Despite this, Koc doesn’t believe recruiters are going to change their way anytime soon, even as the economy gets some footing. “Once you incorporate these efficiencies, you’re not going to do things differently until you’re dissatisfied with the candidates you’re finding,” he says.
For those who don’t subscribe to the WSJ, the five schools recruiters favor most are: Penn State, Texas A&M, University of Illinois, Purdue and Arizona State.
Catch today’s front-page New York Times story, entitled “Once a Dynamo, the Tech Sector is Slow to Hire?”
As the nation struggles to put people back to work, the story reports, “even high-tech companies have been slow to hire, a sign of just how difficult it will be to address persistently high joblessness.”
The piece points out that the disappointing hiring trend raises questions about whether the tech industry can help power a recovery and sustain American job growth in the coming years. “Its tentativeness has prompted economists to ask, ‘If high tech isn’t hiring, who will?’ “ the story says.
For areas such as computer systems design and Internet publishing, the story notes, job growth has been slow during the past year. Employment in areas such data processing and software publishing has actually fallen.
Perhaps it’s no coincidence then that I found another story in my mailbox this morning from eweek.com entitled, “H-1B Visa Cap for 2011 Has Not Been Met Yet.”
“With less than one month before fiscal year 2011 begins in October,” the story reports, “there are about 30,100 available visas for technology companies to apply for through the temporary work visa program …”
A few years ago that was unthinkable, thanks to the thirst of high-tech firms for talent. (In years’ past, these visas used to be gone in a blink of an eye.) But today, it’s simply further proof of how cautious businesses are these days when it comes to adding jobs, even those in the high-octane sectors like tech.
Came across an interesting legal alert from the folks at Jackson Lewis today reminding employers to pay attention to the rules and regulations governing the use of interns.
Mind you, we’ve heard, read and written about this fairly regularly through the years, but what caught my attention was just how prevalent interns may be in American businesses this fall. Seems the recession’s layoff victims who’ve given up trying to get traditional full-time work anytime soon will be trolling for internships right alongside college students.
Many of you have probably heard that as well, too. I had. I just didn’t know how many there might be, and what a range there would be in years of experience and age.
A survey by CareerBuilder, included in the alert and released earlier this month, shows more than half of the employers polled saying they’ll probably hire interns as full-time, permanent employees. It also shows nearly a fourth of them saying they’re seeing workers with more than 10 years of experience and those ages 50 and older applying for internships at their companies.
Better check out the criteria from Jackson Lewis on how these “unorthodox” interns should be treated, and paid or not paid. It may be great to have the pick of the litter for positions you’re opening in the coming months, but make sure you don’t crash this handy system by breaking the law.