Tag Archives: HRO Today Forum North America

Editor’s Note: Point Taken

Point Taken
Editor’s Note
By Debbie Bolla, Executive Editor
Confidence. Competition. Potential. Doing what you love.
These are a few words and phrases that made a lasting impact after my deep-dive discussion with four HR industry leaders at the HRO Today Forum this May. The quartet that joined me on stage (pictured above):
• John Wilson, Founder and CEO of WilsonHCG
• Sue Marks, CEO of Cielo
• Paul Harty, President of Seven Step RPO
• Gene Zaino, President & CEO of MBO Partners
Employee confidence levels are seemingly up, said the foursome—and forward-thinking organizations need to get in the game and take advantage of that confidence

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CEO’s Letter: Re-Calculating the HR Equation

CEO’s Letter
Re-Calculating the HR Equation
By Elliot H. Clark, CEO
We just held the 2014 HRO Today Forum in both North America and in Singapore. We are thrilled and gratified at the level of engagement of our audience and thankful for the opportunity to advance the practice of HR. We are also appreciative of the ongoing support of our sponsors, who are the most sophisticated HR services and technology companies in the world

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Guiding HR’s Transformation

The 2014 HRO Today Awards winners are innovating their way to strategic partnerships.
By Russ Banham
Over the past generation, the people heading up HR in many organizations have become key strategic partners to their respective CEOs, entrusted to lead diverse workforce initiatives to improve talent acquisition and retention, spur business growth, enhance sustainability practices and cultivate a workforce culture that differentiates the organization

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Great HR + Great Workforce

The gathering of our annual Forum equaled great business outcomes.
By The Editors
Click here for photo spread.

2014 TekTonic Winners

Learn more about the innovators that took home trophies at the HRO Today Forum in Philadelphia.
By The Editors
Workforce Management/Compensation Winner Solution: Darwin
Thomsons Online Benefits
Darwin is a cloud-based global benefits management and employee engagement software that securely integrates with benefits providers, HR systems, and payroll as a single source

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Screening for Quality

A robust approach to verifications can help land top talent—and keep them happy, too.
By Debbie Bolla
Background screening plays a critical role in vetting
top talent. With 78 percent of resumes containing false information, it’s pivotal that organizations enlist a robust approach in ensuring that candidate experience is valid.
As the talent market continues to remain competitive
and employee retention plays a greater role in impacting the bottom line, organizations can leverage background screening for improved hiring processes. In fact, HireRight’s 2014 Employee Screening Benchmark Report finds 93 percent of respondents report they receive benefits from conducting employment screening, and 56 percent say the top benefit is improved quality of hires.
“The days of HR performance based on time-to-hire metrics are gone,” says Ben Goldberg, president of background screening provider Aurico. “Success is now a function of quality of hire and employee retention.”
Paul Kulp, director of human resources for AdCare Administrative Services, can attest to that. He leverages background screening to find and verify high-quality candidates for patient-facing roles. AdCare manages nursing homes, assisted living facilities, and independent living facilities, and conducts approximately 2,000 screens per year through provider HireRight.
“Screening enables us to find the best employees, who in turn help us to ensure better care for our residents and patients,” says Kulp. “It also helps us to provide safety and security
for our employees. Since day one, screening has played a significant role in our focus on outstanding patient care.”
But it’s not just about the employer—the candidate’s experience during
the hiring process
also plays a role.
Goldberg reports that talent acquisition’s
new catchphrase is candidate relationship management. First impressions still matter, and a high-touch process makes all the difference.
“A candidate who has a positive experience during the screening process is more apt to stay with an employer long term and make significant contributions,” he says.
Twenty-eight percent of respondents to HireRight’s 2014 Employee Screening Benchmark Report have plans to improve the candidate experience in the next year.
William Franck, executive vice president of client portfolio management and customer service for First Advantage, warns that a disjointed process will send qualified candidates elsewhere.
“Many companies are running fast and furiously and don’t take the time required to distinguish the foundational elements of success, such as uniform background screening regardless of job type and how engaging their screening process is for candidates,” says Franck.
How can a positive candidate experience be achieved? Aurico advises:
A collaborative effort between the organization, candidate, and screening provider;
Consistent screening processes;
Timely execution; and
Effective and frequent communication.
Technology can also play a role in improving the process. With the rise of SaaS-based
platforms, today’s innovations have the ability to improve consistency and outcomes. Franck recommends that technology be part of a well- defined plan supported by change management. It will not be a saving grace without executed effort. 
“Thanks to today’s technology, HR professionals can ensure their screening efforts are strategic versus strictly transactional and that the candidate experience is positive, not frustrating,” he says.
Becoming more and more common is integration between background screening and applicant tracking systems (ATS). “These systems are used by HR to manage and guide the background screening process, deliver ad hoc visibility into candidate status, and provide ways to maintain alignment through the sharing of information using both manual update and reporting functionality,” says Goldberg.
Improvements in ATS have benefited the screening process. Goldberg shares some advancements including:

  • Electronic filing of candidate documents, improving hiring efficiency;
  • Adjudication capabilities, helping to remove human bias; and
  • Support of logging and tracking requirements of the Equal Employment Opportunity Commission, the Fair Credit Reporting Act, and the Office of Federal Contract Compliance Programs, pivotal to maintaining compliance.

Rachel Trindade, vice president of marketing for HireRight, notes that integrating screening and an ATS can also cut down hiring time. “The integrated solution reduces steps for recruiters and applicants and speeds up the process to get candidates hired and onboarded more quickly,” she explains. Trindade also points out that the application of mobile technology allows hiring managers and candidates anytime access to data, which can reduce turnaround time as well.
A key attribute that technology delivers is automation and consistency of processes. A hot topic in recent years is the use of criminal searches in background screening. The ban the box movement has made organizations reconsider their approach to criminal searches; however, HireRight’s survey reports that 95 percent of respondents use them in their program.
Since 2012, the EEOC has taken action against employers that immediately remove candidates with criminal history, says Ken Monroe, director of operations for Background Investigation Bureau. Prior to that, no suit was ever filed, which speaks volumes.
“The EEOC says they want to help those with a criminal history be able to rejoin the workforce,” he explains. “And employers can understand the need to rehabilitate offenders and give them an opportunity to find gainful employment, but employers should still have the right to conduct screens and preclude those that would not be a good fit based on past crimes and nature of the job.”
The EEOC’s recommendation? Individualized assessments that take into account the severity of the crime, how long ago it happened, and the nature of the job. The challenge is executing these assessments effectively, efficiently, and to scale. This is where technology steps in.
“Technology conducts individualized assessments though electronic notifications, collects and stores responses, scores the assessment, and makes it easy to review,” says Monroe. “Plus, it tracks every attempt to conduct the individualized assessment ensuring employers can demonstrate to the EEOC exactly how they are complying with the new EEOC guidelines.”
At the heart of it, background screening will always be about mitigating risks and ensuring organizations have the most valid and valuable employees. As the talent acquisition process matures, so will screening with programs that include pre- and post-hire assessments.
Ken Monroe, director of operations for Background Investigation Bureau, reports that background screening can reduce several line items on the HR budget. One of the largest employers in the Southeast outsourced their verifications and reference checks. They had a time-to-hire rate around 30 days and it was reduced by 75 percent, which also drove down overall HR costs.
Verification Importance
HireRight’s 2014 Employee Screening Benchmark Report finds that 45 percent of respondents execute education checks—but that number might be on the rise, Ken Monroe, director of operations for Background Investigation Bureau, recalls a case where a candidate seeking a healthcare position claimed he had a degree from a university in California. The initial screen reported he was not a graduate—but that didn’t stop him. The applicant brought in a diploma and transcripts, Monroe explains. But his team had a keen eye and declared the diploma fake. It had a false signature: The governor at the time of graduation in California was Arnold Schwarzenegger, and the signature on the counterfeit was of the current governor.
Policy Consistency
Background screening helps drive recruiting practices to be standardized, which in turn reduces risk. Having uniform practices will ensure all candidates are treated equally and fairly during the hiring process. This benefits the entire workforce.
“The adherence to a consistent screening practice across the enterprise is also a good thing for existing employees. Applicants with false credentials or inflated qualifications won’t advance in the recruiting process; therefore, employees are assured that they’re working with trusted like-minded professionals who have been properly vetted,” says William Franck, executive vice president of client portfolio management and customer service for First Advantage.
Peer-to-Peer Advice
Paul Kulp, director of human resources for AdCare Administrative Services, issues nearly 2,000 annual background screens as a long-term care provider. He says AdCare’s screens run the gamut depending on position: criminal checks for felony and misdemeanor; Social Security Number validation; Social Security Number trace; pre-employment and post-accident drug screening; national sex offender registry; E-Verify; motor vehicle records checks if applicable; healthcare sanctions checks and FACIS (Fraud and Abuse Control Information System); and license and credentials verification.
He offers this advice to HR executives considering a program:

  • Understand the regulations for screening that pertain to their industry. There may be specific screening requirements for the types of services an organization provides.
  • Make employment screening an inherent part of the overall hiring process. Checking references, ensuring applications are complete and accurate, and conducting drug screening and any appropriate licensure checks will give a better view of a candidate as a whole.

“A solid background screening program aligns with business strategies and supports operations by providing the most suitable candidates for hire,” he says.
Meeting Regulatory Requirements
Regulatory requirements can be a minefield for HR executives: They are often shifting with high penalties for any missteps.
Rachel Trindade, vice president of marketing for HireRight, shares some best practices to help ensure that employers maintains compliance:

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Talent Communities

The 3 ‘R’s for getting the most value from these candidate pools.
By Erin Bazinet
Talent communities are an essential component of today’s social recruiter’s game plan. Not only do they provide
a warm, inviting place for recruiters to connect and communicate with candidates, but they also facilitate crowd sourcing high-quality candidates

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Virtual Reality

Video’s role in the hiring process continues to expand.

By Audrey Roth

Leveraging video interviewing for hiring is not a new concept, but fresh technology has allowed video to revitalize and reshape the hiring process. Video now plays a pivotal role in accessing talent pools, improving employer brand, and creating an attractive candidate experience—which is becoming more and more important in today’s competitive market. In fact, a December 2013 study written by Montage and conducted by Google Consumer Surveys finds that 32 percent of individuals who rejected a job offer within the last year was primarily due to a negative experience during the hiring process.

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Case Study: The Children’s Hospital of Philadelphia

The Children’s Hospital of Philadelphia achieves great business outcomes from video interviewing.
Chief Advisor at HR Tech Advisor Ward Christman spoke with Kim Delaney BSN, RN, nursing and respiratory recruitment manager for the hospital on how her team leverages HR technology to meet the challenges from their vice president of HR to become more productive with existing resources.
Ward Christman: What is happening in recruiting that has caused you to look at new HR technology?
Kim Delaney: Since demand for new nurses coming out of college has been down the past three years, and our efforts to improve retention have been very successful with an inpatient nurse vacancy rate of only 3

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Path to Self-Service

How Hershey delivered a personalized employee experience.
By Mike Yeagley
Hershey Entertainment & Resorts (HE&R) was founded 
in 1927 when Milton S. Hershey elected to separate his chocolate manufacturing operations from his other businesses. With more than 1,600 full-time and 6,300 part- time and seasonal employees, HE&R owns and operates brands such as Hersheypark, Hershey Theatre, and The Hotel Hershey located in Hershey, Pennsylvania

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