Archive for May, 2013

What Career Should You Choose?

May 30th, 2013


What Career Should I Choose

What Career Should I Choose

Looking to change careers? Want to predict your growth and earning potential? If so, check out this interactive chart from Rasmussen College that will help your analyze your options. It organizes occupations into four quadrants based on salary, anticipated growth, and number of jobs available

The data comes from the Bureau of Labor Statistics (as of April 2013). You can research each occupation by clicking on the dot.

Give it a whirl at Rasmussen College’s What Career Is Right for Me? page.

The Hiring Sciences Hunch

You may want to consider avoiding the following career paths.

  • Air Traffic Controller, Postal Service Employee, Millwrights, Railroad Operators

And, if you are undecided or looking to reinvent yourself consider the following professions.

  • Software Developer. Veterinarian, Biochemist, Physical Therapist, Financial Planner

I wonder where corporate recruiter fits into the mix. What do you think? Is recruiting a viable profession?

EEOC Compliance Rules You Might Not be Aware Of

May 28th, 2013

EEOC Compliance RulesHuman resources professionals know all to well how tough it can be to keep up with rule changes via the Equal Employment Opportunity Commission. For example, Quest Diagnostics, a medical testing company that has 42,000 employees, found itself having to pay a penalty and adjust its hiring practices after the New York Attorney General’s office determined that the company broke the law when it refused to hire job applicants who had criminal convictions during the previous seven years, according to a report from Lexology.

It’s simply bad business to break the laws with discriminatory hiring practices. You will find that it pays to invest time on a regular basis to keep yourself informed on EEOC rules and regulations to ensure that your organization remains in compliance.

For example, did you know that it is a violation of EEOC rules to force your employees to disclose confidential, personal medical information before you approve them to take a health leave? The EEOC settled a lawsuit against Dillards that claimed the company improperly asked employees to provide this information and fired workers with disabilities who had taken more health leave than the company’s maximum allowable time.

With advances in genetic screening technology making it easier and more affordable to get a person’s DNA scanned for the purposes of diagnostics and disease prediction, employers might be tempted to ask applicants for their genetic information during recruitment.

A prudent manager with an eye on the company’s bottom line might not see any problem in refusing to hire someone who has the potential to develop an expensive medical condition. However, the EEOC enforces the Genetic Information Nondiscrimination Act, which prevents you from asking potential employees for their genetic data or their family medical history.

To minimize your organization’s potential liability for engaging in discriminatory hiring practices, take the time to visit the EEOC website on a regular basis. Repeated visits to the site will help you keep up with the latest news about rules and regulations, and to learn about companies that have violated the rules, so you can learn from their mistakes.  An even more efficient route to EEOC compliance is to utilize a hiring software package / applicant tracking system that integrates EEOC / OFCCP compliance.

Following EEOC rules should result in your organization continuing to hire the best people for the positions you are filling, while maintaining a stellar reputation in the community. If your firm is known to avoid discriminatory hiring practices, you stand a better chance to attract the best and brightest job applicants from all walks of life.

Bad Hires Will Cost Your Company

May 16th, 2013

avoid bad hiring practicesA lot of work can go into finding and hiring the best people for your organization, as any beleaguered human resources professional can attest. However, hard work is required in all cases – there are no shortcuts to making great hires. No successful company is going to rely on blind luck and wishful thinking when it comes to adding new employees to their roster. In fact, bad hires will cost you plenty, according to a recent report in Quartz.

Approximately 60 percent of employers throughout the world have indicated that they made a bad hire last year, notes a recently released CareeerBuilder survey of 6,000-plus hiring managers and human resources personnel.

The survey was conducted by Harris Interactive. It shows that a large proportion of companies reporting that they hired employees who wound up performing poorly or were otherwise a bad fit are located in Russia (88 percent), Brazil (87 percent) and China (87 percent).

The percentage in the United States is about 66 percent, the same amount as in Italy. Bad hiring numbers are a little better in the UK, where 62 percent of managers reported they wound up with problematic employees, followed by 59 percent in Japan, 58 percent in Germany and just 53 percent in France. The report did not indicate how many of these bad hires had already been fired.

One reason for the large percentage of bad hires in the BRIC (Brazil, Russia, India and China) was because companies in these highly competitive, emerging markets are scrambling to hire from a smaller pool of qualified candidates.

HR professionals cited a rush to fill the job as being the main reason for making hiring mistakes. The second biggest reason was what the survey called “insufficient talent intelligence.”

The negative results of these bad hires include a reduction in employee morale, poor relations with clients, dwindling sales and increased costs to hire new workers. Most companies pointed to losses in productivity because of their poor hiring choices.

Some 29 percent of human resources managers in India indicated that their bad hires wound up costing them at least $37,150, while their counterparts in China said their loss was $8,734. About 25 percent of American managers reported that the cost of a bad hire is more than $50,000.

Given the fact that bad hires will typically lead to your company losing a lot of time, money and effort, it’s prudent to make sure your HR department exercises due diligence when searching for, qualifying and recruiting new employees. In the long run, it’s better to do the work up front and make sure you are hiring the best people, rather than working harder to clean up after the mess that’s left from hiring under performing workers.