HR Girl 4'11" Blog

My 11 Year-Old's Point of View on Filing Out A Job Application

I know what you're probably thinking, and no, he isn't in the job market. However, he is currently taking a Career Decisions course, which requires them to fill out a job application.

He really wasn't excited about filing out several pages of information about himself of course. However, after seeing this section of the application below.........

he said, "What in the heck does this have to do with anything?!?! It's none of their business." I tried to explain to him that many companies including federal agencies, collect this sort of information to make sure that they are being fair by recruiting and attracting candidates from different backgrounds. Sinking.... Plus, if a person files a complaint against that company for discrimination, that company will have proof that other candidates from various backgrounds have applied for the job as well. Sinking further.... 

His response, "So let me get this straight, people discriminate on purpose, but make up forms like this to prove that they really don't? This makes me feel weird, when will they make better applications?"

Which makes me wonder, how do you feel when you have to fill out one of these applications? What is the difference between including your picture on your resume and/or using social media, versus filling out one of these forms?

Let's be honest, we know who looks at these forms. They may come with a proliferated line, but who tears them off?

He noticed that there were a missing check boxes by saying, "I see the boxes for the other countries, but where is America? I'm confused, why aren't there more countries here? And not to seem as if I am blind to the racial issues around us. I actually teach my kids not to address people by the color of their skin. So his reaction was right on.

Continuing onto the disability section, he really couldn't believe that people could be turned down or called-in for an interview based upon of their physical and mental disabilities. He said, "So if I were blind, they would call me in for an interview just to prove that they are being fair?" I again, tried to explain that sometimes when a person is hired for a job, the employer has to accommodate in the best way possible, so the employee can perform his/her job.

What do we have to do as professionals to change the application process? Is there an alternative?

Set Up Your Internal Guidelines for Using Social Networking Sites - Qualify Candidates

So you've narrowed down your choices of job candidates, and you are ready to bring them in for an interview. Perhaps you have already started the verification process, starting with Google. Now this is a powerful tool that crawls for information across many many websites. So if you're not ready to use it with discretion, then don't do this! Step away from the internet!

Before you set out on this Googling adventure, you must first figure out what it is that you are looking for. What's your purpose? Do you want to disqualify or qualify these candidates for this position?

If you don't know the answer to these questions, then it's time for you to set up your own guidelines. Why? Because there is a strong possibility that you will spend a bunch of unwarranted time surfing without knowing where the brake is.

Ok so here we go:

1.Determine what you are looking for, such as to verifying education, experience, work history. Wondering around aimlessly and finding information that may not belong to them, could cause you to disqualify them for the wrong reason. So have a plan.

2. Decide which information is going to be considered relevant. Understand that you will view both their personal and professional histories, you can choose to give them an opportunity to list the sites that they currently use professionally in order to gather information that's relevant to the applied position.

3. Based on the information found, what will happen to that data? Will it be recorded including the source? You may beg to differ and say that you don't want to create a paper trail. But contrarily, you will need to get a paper trail started in the event that your company falls under an investigation for unfair hiring practices. And if you are one of the employers who offer feedback to the candidates who weren't selected, you would want to have legitimate information available for them.

4. If the candidate has several profiles, does the information match? If they listed a GED on their resume, but a PhD posted on their profile, then there may be a problem. A simple education verification will straighten this issue out. Just remember, you are  generally searching for accurate information on their profiles.

5. Will their personal profile outweigh their professional (more relevant) profile? If you knew this candidate used to live in Louisiana and you saw that their picture was tagged amongst a crowd of people at Mardi Gras (non flashing, with a Pepsi can in hand), would this be a negative impact on their ability to do their job? Instead of using pictures as ammunition, remember there may be more to the story than what the picture has shown.

6. Will there be a scoring system for the number of groups, profiles, blogs, and network strength? You could set up a simple sheet that rates their profile content, participation, and quality. Many candidates will have skills and knowledge well above the allowance of their previous positions. Therefore this candidate may be a great asset for your company.

7. What will be considered recent activities? For both negative and positive findings, you have to determine if 1 month or up to 10 years of history will be considered as applicable to the job in which they are applying.

8. How many resources and medias will be used in all to complete the checking process? Will you use the favorite 3 (LinkedIn, Twitter, Facebook), or will you search newspapers, magazines, and many other social sites? This will be an easy answer if the candidate has already provided their site addresses.

9. How much time are you going to dedicate per candidate? We know that the internet has an interesting way of making time disappear. Set your timer, after time has expired, move on to the next candidate.

Use these questions to establish your guidelines in writing and make sure that you follow them. Because you never know when you will be required to show proof of your screening processes and the basis of your hiring decisions.We never know if the law will make a shift in the near future to exclude the use of personal websites to make hiring and termination decisions. So it's important to cover your assets.

Any comments?

Using Social Media to Qualify Instead of Disqualify Candidates

As mentioned in an earlier post, Social Media sites should be used in the character reference portion of the background checking phase once you have narrowed down your top 10 or 3 candidates for the position. Avoid using these sites as the only verifying source for your candidate's skills, education and abilities. This would be a smart choice.

Don't Do This Yet

If you are still a little uncertain about using social media, then give yourself a little time to adjust, because at the present moment, you may not be ready. Keep in mind, checking out your candidates' social networking pages may not be for you if:

1. If you want to control what your employees do in their personal time outside the workplace.
2. If you have an excessive need to check their pages for updates and conversations. And seek out to follow their friends and their conversations.
3. If they are a fan of a particular group that you don't agree with. Particularly racial, sexual, political, theoretical, or religious groups.
4. If you are prone to discriminate based on marital status, sexual orientation, race, and religion etc.
5. If you quiver at the fact that you get a chance to see the candidate prior to the interview.

Once you overcome these 5 obstacles, you are well on your way to forming a more open minded approach to screening and qualifying candidates without the threat of being discriminative or judgmental.

Qualify Your Candidates

Should you find a candidate who has a social presence, understand that this is a great benefit that adds on to their overall portfolio. However, you may have other strong candidates who do not have on online presence. In this case you will have to use professional judgment in order to determine who will be the best fit for your organization. 

Here are some qualifying factors for your candidates who use social media:

1. They are knowledgeable enough about technology.
2. They are willing to learn new things and adapt to the current economy in order to survive.
3. They are competitive and realize what it takes to be recognized.
4. They are fearless enough to interact with other professionals.
5. They are outgoing enough to build their network and join groups.

All of these things listed are indeed character based reasons. Therefore, and I state my case, that social networking sites should be used for character referencing purposes. Not as the one and only reason to disqualify candidate. I will discuss later how to Set Up Your Internal Guidelines for Using Social Networking Sites-Qualify Candidates.

Any thoughts?

Longevity Doesn't Equal Contribution

Finding a candidate with some staying power is such an awesome thing. There are a lot of candidates out there who are willing to stick with a good employer, and there are others who are just looking to build their resume.

Though you may find candidates who have been with a company for several years. They may appear to have staying power, or they could have a bad case of the "Warm Body Syndrome". 

Before your recruiting campaign kicks off, look at your current employees to see what their track record has been and how much they are contributing to your business. Think about it:

• When was the last time your employees were evaluated for performance?
• When were they held accountable for the things they do?
• Does your company have an invisible grandfather clause?

Ask them for some feedback on how they enjoy their job and what could happen in order to make their job a little better. Besides there is always room for improvement. Some of your old timers may not like the fact that you are asking questions, however, it is critical to your bottom line. Be brave and just do it! You both will have a lot to gain from it.

The idea here is simply to slow down the hiring mistakes. You don't want a warm body migrating from another company, to sit in your chairs for another 15-20 years. It doesn't necessarily mean that an employee who has managed to stay under the radar for a long period of time without any spots, has the capability to make a contribution to their employer.

Here are some critical questions to ask your candidates:

1. When you participated in a team project, what position are you normally nominated for?
2. When was the last workshop / seminar you attended? Was it mandated or voluntary?
3. What are some of the goals that you foresee setting in this new role?
4. How would you like to grow with this company?
5. How do you stay on top of your field?

The goal here is to hire staff with some staying power, along with the ability to contribute and grow. The bottomline is you have a business to run. Though there is no such thing as a perfect person or candidate, you still should strive towards a contributor and steer away from the warm body.

Girl Bullies in the Workplace

The fact that 40% of workplace bullies are women, should make you wonder who's really getting their work done. That victim has to put up with a lot of crap from a bully, while maintaining their quality of work. The reality is, bullies are a drain to your business, and could cost you thousands down the road. Even though the person doing the bullying is a manager or a top performer. So what should you do at this crossroads?   

If your company doesn't have a culture, now is the time to get one established along with a set of behavioral standards. A policy has to be written and signed off by all employees, even those out in the field. This policy will fall somewhere in between harassment and hostile workplace tolerance. Which actually should be ZERO. It should cover all the events that are considered bullying, i.e. screaming, shoving, setting traps, nagging, scheming and physical contact etc.

Now wouldn't it be nice if women solved problems similar to men? Like either dukeing it out followed by a handshake and a beer. But this isn't the case. What we have here is simply one woman picking another woman to pick on who appears to be a little weaker or presents some sort of threat to her position. Other factors could include stress on the home front, or just the need to be evil.

But if you would like to hear my opinion, i think that if a woman is taking her career seriously she wouldn't have time to worry about what other women are doing and if she poses a threat, so MYOB.

No body likes a bully, and no business owner wants their profit to suffer because of a bully. Nor wanting to end up in court or face an act of violence in their place of business as a result of retaliation from the victim. At any rate, action should to be taken immediately in order to exterminate the fire so everyone else involved can get back to work.

Here Comes GINA

No, she's not your long lost cousin, however, it's the EEOC's cousin, and certainly something you should be concerned about if you are an employer. Effective November 21, 2009 there will be a new regulation in place which "will protect Americans against discrimination based on their genetic information when it comes to health insurance and employment".

GINA stands for Genetic Information Nondiscrimination Act, and the bill was finalized back in 2008. It's a very simple rule that applies not only to employers, but also to the health insurance providers. As an employer, make sure that your group health insurance provider is not requesting genetic information from your employees, this will certainly keep you out of hot water.

You may order a poster from any compliance poster provider such as www.laborlawcenter.com or www.complianceposter.com. In the meantime, you can utilize this pdf for your reference http://www.eeoc.gov/self_print_poster.pdf For more information go to http://www.genome.gov/Pages/PolicyEthics/GeneticDiscrimination/GINAInfoDoc.pdf

Oldie But Goodie

Now that the playing field is wide open with cross generational competition, employers need to be cautious in their selection processes. Why? Well, in order to avoid being sued, a new way of making things more fair and less discriminative should be in place right now.

Older workers (watch my mouth), 50 plus are finding themselves at a disadvantage because of their level of experience. In a study done by the AARP, they found that "the same resumes got more calls for interviews if they appeared to come from a 32-year-old than from a 57-year-old." That's right, apparently employers are reluctant to consider older workers. Smells like a strong brew discrimination cooking, if you know what I mean.

At any rate, older workers should not be made to dumb down their resume and throw out all of their experience and hard earned time out the window. Keep your head up gang!

Employers, look alive, because these seasoned professionals have a lot to offer. And so what if their next boss may be young enough to be their child, they still deserve respect, and they still have seen things that no one fresh out of college could possibly relate to or provide input.

Here are a few adjustments to make it a little better:

1) Stop discarding the resumes that are more than one page.

2) Don't narrow your educational requirements. Not everyone with a major followed in that particular career path.

3) Using social networking sites to find pictures, is a no-no.

4) Viewing them as a liability for your health insurance plan is absurd.

5) All interview questions should be the same, including the one that allows them to share their scenarios.

6) Stop being so easily intimidated.

7) Younger doesn't always mean cheaper labor.

All-in-all, make sure that you have your organization's best interest at heart. Will this person be able to adjust and represent your company culture? Will they be able to contribute effectively for your company? And by the way, remember, you won't be in your 20's forever.

The HR Quarterback

Everyone knows how vital the HR Department can be for an organization. Just as within a football team, every team member has an important role to play. But without the Quarterback, the leader, it would be impossible for the team to succeed. Therefore the key player within an organization, should be the HR Quarterback.

Call it… my imagination has ran a little wild, but here is a different way of looking at your HR department. Let me set up the playing field:

• The Ball = The Objective

• Team Members = All Departments and their Employees within

• The Coach = Company President

• Yard Lines = Charts the progression of the Objective

• Line of Scrimmage = The place where management meets on a regular basis to document the progress of the project at hand

• Center = The designated member within the organization who is responsible for giving the ball to the HR Quarterback

• End Zone = The ultimate Goal or final destination of the Objective

Ideally every organization should be running in offensive mode. If not, then there is no control over the Ball, in fact the Ball is in the hands of the enemy and the organization is in defense mode. But all members must work together to get the Ball back under control. Once you’re in offensive mode, then you have a place for the HR Quarterback.

The HR Quarterback has spoken directly with the Coach and knows what is expecting out of the team members within the organization. The Coach hands the Ball to the Quarterback and expects a report at the end of every Quarter. The HR Quarterback takes the Ball to the Line of Scrimmage where the snap is to take place. It’s time to play ball!!

Notice, the HR Quarterback is out on the playing field because he/she already knows the needs of the organization. The old strategies and techniques have been studied and the new ones are being analyzed on a regular basis. He/she has a good idea of what will work by utilizing a variety of technologies available.

The HR Quarterback is well informed about the new legislations that affect the organizational structure, and ways of retaining the top performing employees through various mediums. Therefore, taking care of the employees is paramount, because without them, there is no company. Strengths and weaknesses of the employees are constantly monitored prior to their annual performance. Regularly scheduled rewards and recognitions are given to employees who have gone above and beyond their individual duties. If there are members who are in need of a little more training, then the HR Quarterback arranges time for the training to occur, realizing that there is no room for a weak link.

When a strong performer is noticed, then they can be place strategically within the organization in order to effectively drive the company closer towards the goal. And if all fails, the HR Quarterback is willing to drive the objective all the way into the end zone alone.

Well, that’s my football rant for today. Hope you all enjoyed reading. By the way, do you know an HR Quarterback who you would like to recognize?

Swiss Cheesed Candidate

Every cheese has a special taste and flavor which many will like, and some will disapprove. But is it necessary for the cheese to undergo a chewing session by the rat?

Going through an interview followed by a skills assessment is one thing. But undergoing a constant drilling session with a disapproving and doubtful person is another. The feeling of being picked apart by a hiring authority can be quite draining and very discouraging. 

Why are candidates made to feel worthless when they go into an organization seeking employment? The hiring authority should be aware of their attitude towards the candidates? Understandably so, they has alot work to do, and granted there is an overwhelming number of applicants out there to sort through. But keeping the needs of the organization in mind is critical.

What progress has been made if a candidate is treated poorly by a hiring party from an organization? Chances are, the candidates will go back and tell at least 10 other job seekers that the organization is bad news. It's foolish to think that it's ok to treat candidates with little dignity, putting them on the spot and making them fill out endless personality analysis questionaires, and everything shy of a blood sample. All of that, and they never get a single follow-up postcard or email stating a decision. Remember, the hiring process is also the place where an organization can brand themselves, for the good or for the bad.

Don't be the rat, who's primary job is eating away at and poking holes into the candidates. They have enough to deal with already than to have their time stolen and character attacked. When the economy does a 360, the rat will be starving for cheese, but the cheese will stand alone.

The " One "

 
At times searching for the right employee may seem a lot like the dating game. Just when you think a candidate is going to work out, they just don't. Nor do they have the skill sets they boasted about, nor do they have your organizational standards in mind. Often times, they just come along for the joy ride and jump ship as soon as they find something new, not necessarily better.  

There is no such thing as a floating or glowing candidate, who comes into your place of business, says all the right things and has the perfect combination of goals and qualifications. If you believe that, then you're certainly in la la land. To be honest, all of us are in search of "the one", but chances are you will have to do quite a bit of searching and networking to find the right person. And once you have hiring the ideal person for your team, then it will take a courting process in order to figure out if that person is in it for the long haul. In fact, that person may have a set of non-transferable skills or an attitude hotter than a truck load of lava that will lead you down a path of matrimonial torment. So don't set yourself up to get burned. 

So before you get wrapped up in all the beautiful and wonderful things an applicant has to say, do your research. Skills assessments are a great place to start. There are non-discriminatory ways of testing your candidates to make it even across the board. Try to avoid heavy psychological evaluations and constant computer tests that leaves your candidate exhausted from 3 hours of battery.

Secondly, you will want to verify their education and certifications, because there are over 30% of applicants who state that they have a degree when in fact, they do not. But go according to the needs of your organization; if degrees are a requirement or not.

And thirdly, verifying their prior place of employment. They may not be welcome in their last place of work, so be cautious. Their track record could consist of theft, insubordination and misconduct. In some states you can only ask closed ended questions, but you can always tell by the tone of verifing voice on the other line whether or not you have a winner. Happy hunting!! If you choose to outsource these functions, feel free to send me a request for services at yonica@ahrsolutions.com. Have a great day!