Hiring

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

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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.

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Recruiting Today

• If a company has an excellent recruiting
  function, it will increase the total market value
  of a firm by over 10
• Todays war on talent is driven by increasing
  mobility, an aging workforce and shortage of
  highly skilled workers.
• In the past three decades, the nations economy
  had doubled while the birth rate has dropped by
  24.

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• The Recruiting Process

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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.

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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.

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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.

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Legal Considerations
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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.

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Legal Considerations

• 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 Veterans 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.

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Legal Considerations

• 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.

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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.

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The Basics
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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.

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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.

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The Interview

• Rememberyou 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.

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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.

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Post - Offer
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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.

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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.

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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.

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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.

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Retention
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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.

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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.

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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.

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Thank You!Visit us on the webhttp//www.hrc-pr
ism.com