Hiring & Retaining Your Workforce Mary Beth Hartleb, J.D., SPHR PRISM HR Consulting, LLC A Full Service HR Outsource Firm Offices in Las Vegas & Reno Visit

Hiring & Retaining Your Workforce

Mary Beth Hartleb, J.D., SPHR

PRISM HR Consulting, LLCA Full Service HR Outsource Firm

Offices in Las Vegas & Reno

Visit us on the web: http://www.hrc-prism.com

PRISM HR CONSULTING, LLC

Recruiting Today

The US Bureau of Labor Statistics, the U.S. economy should grow by 2.4% per year on average through 2008, yet the annual growth rate in the US labor force is 1.2%.

In the US., the number of people aged 25 to 39 has decreased from 62 million in 1990 to 60 million in 1999.

In 2001, the Baby Boom generation became eligible for early retirement.


Recruiting Today

If a company has an excellent recruiting function, it will increase the total market value of a firm by over 10%

Today’s war on talent is driven by increasing mobility, an aging workforce and shortage of highly skilled workers.

In the past three decades, the nation’s economy had doubled while the birth rate has dropped by 24%.


The Recruiting Process


Recruiting

Develop an action plan. Determine your hiring goals,

short-term, long-term, contingent, temporary, full-time, part-time.

Your hiring goals will determine which type of recruiting tools to use.


Recruiting Tools

Internet – several hundred job boards, pay a fee and post a job. Drawback - time consuming, will get many under or over qualified

candidates. Newspaper ad – immediate response, exposure.

Drawback – time consuming, hard to post as a confidential ad Agencies- target more qualified candidate in exchange

for placement fee, can be as high as 30%. Drawback - costly

Job Fairs – good exposure to many applicants. Drawback - time consuming, many candidates, still have to

interview.


Recruiting Tools

Employee Referrals – good way to get talent.

Internal Posting – encourages retention, promote from within, reward existing talent, know abilities of candidate. Drawback – nepotism/favoritism issues.


Legal Considerations



Several federal and state laws affect the hiring and recruiting process. Title VII of the Civil Rights Act of 1964

Prohibits discrimination by employers on the basis of race, religion, sex, color, national origin.

In NV, includes sexual orientation.

Equal Pay Act Prohibits discrimination in compensation based on gender. Must

compensate men and women with equal rates of pay for equal work.

Age Discrimination in Employment Act Business with 20+ employees, prohibits discrimination based on age for

anyone age 40 or older.



Americans With Disabilities Act (ADA) Covers businesses with 15+ employees. Prohibits discrimination against

qualified employees who have a mental or physical disability.

Uniformed Services Employment and Reemployment Act Covers all employers and prohibits discrimination against veterans and

requires employers to grant time off for military duty, both active and reserved.

Vietnam Era Veteran’s Readjustment Assistance Act Applies to businesses with $25,000 or more in federal contracts. Prohibits

discrimination and requires affirmative action to employ disabled Vietnam-era and other war veterans.



Immigration Reform and Control Act Illegal for employers to hire undocumented aliens. All employees must

complete an I-9 form to ensure that employee can legally work in the United States.

Fair Labor Standards Act Sets standards for paying overtime, defines exempt and non-exempt type

positions and sets minimum wage. State law may pre-empt federal law.


Record Retention

Under federal guidelines by the Equal Employment Opportunity Commission (EEOC), applicant is defined as one who submits a resume and/or application in response to an open position.

Resumes and applications submitted in response to an open position are to be kept on file for one year.

This retention period may vary if you are a government contractor or are involved in litigation concerning an applicant.


The Basics


Job Descriptions

Write a job description that is legally defensible and ADA compliant.

Not intended to be “all – inclusive” Reserve right to modify or change at management

discretion and business need.


The Employment Application

More important than a resume! Include information about education, work history,

references, and give written consent to for employer to conduct a background, credit check and reference check.

Do not ask questions related to age, sex, race, national origin, religion, children, marital status, health or disability and physical traits.


The Interview

Remember…you are not only interviewing the applicant, they are interviewing you!

Schedule a mutually convenient time for the interview. Determine the type of interview to be conducted

One on One, Panel, Progressive

Remove physical barriers between the interviewer and applicant.

Read all paperwork on applicant in advance and formulate questions.

Review the job description.


Interview Questions

Prepare questions in advance of the interview. Ask the same questions of each candidate to ensure a

strong point of comparison. Do not ask personal questions such as age or marital

status. Do not ask about disabilities except as permitted under

the ADA.


Post - Offer


Background Checks

Background checks should be performed by a third party.

Verify education, work history, criminal record, and credit check if applicable to the job.

Usually done as last step in process with offer contingent on results.


Reference Checks

As an employer, you have an obligation to check references on all candidates you wish to offer employment.

Most employers subscribe to a “neutral reference policy.”


Drug Testing

Always done post-offer, by an independent, third party. May test for drugs and alcohol either with urine test or

swab. Hair testing is controversial and should only be used in

limited situations.


Pre-Employment Testing

If you give a test as part of the interview process, i.e., typing test, spelling test, ensure that it is relevant to the job and meets EEOC guidelines.

Test should not cause disparate impact as a result of gender or ethnicity.


Retention


The Critical First Day

Prepare a solid orientation program. Determine type of training program for position. Make introductions. Schedule group lunch if possible. Conduct a meeting outlining expectations. Delegate some “win” assignments the first few

days on the job to bolster confidence.


Employee Handbook

At-will employment Outline policies and procedures as well as

benefits. Ensure that each employee signs the

acknowledgement of receipt and understand the expectations of the company.


Keys To Retention

Treat all employees fairly with dignity and respect.

Ensure pay and benefits are competitive. Allow room for growth assignments and

promotional opportunities. Promote training and development.


Thank You!

Visit us on the web

http://www.hrc-prism.com

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Hiring & Retaining Your Workforce Mary Beth Hartleb, J.D., SPHR PRISM HR Consulting, LLC A Full Service HR Outsource Firm Offices in Las Vegas & Reno Visit