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Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
Hiring in the 21st century presentation
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Hiring in the 21st century presentation

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Hiring practices for the 21st Century, focusing on Seasonal Hiring practices. Specifically geared towards the state of Idaho.

Hiring practices for the 21st Century, focusing on Seasonal Hiring practices. Specifically geared towards the state of Idaho.

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  • Introductions -Name, business, # employees, and # of years in business
  • Competition can be tough. You know good employees are out there and you want to grab their attention. Unemployment rate =7.2 What are the physical conditions, hours, work with adults, children, outdoors, work by yourself, advancement opportunities, skills required, desired Guage the market- learn what other employers pay in wages and benefits. See how many other companies are looking for the same skills Know the basics use the labor market website for information
  • *It should stand out amongst the rest *Sell your key functions *Public image also benefits when it is exciting and interesting Make sure what you are looking for and give detailed job responsibilities Writing a job description forces owners to review other jobs in their company that should be redefined. Is the receptionist becoming a technology expert. Descriptions also help owners set pay ranges, plan interview questions and evaluate the new employee’s performance. Define: ex. Using a consultant IV – what does that mean? Avoid internal jargon categories Effective job listing is a sales document.
  • Opportunity to gain favorable knowledge when positions advertised are seen as exciting and interesting. Put class in your classifieds If you are looking for a job in a wide open job market which classified would attract your attention…..a little class in your classified ads can get a lot more attention from your best prospective candidates.
  • 15%-20% of jobs are filled by conventional methods/85% by non-traditional – Hidden Job Market/Networking Determine your top 5 places. Where would you search – Professional Journals, events, special interest groups Best candidate often the ones not looking for a new opportunity Network – talk to colleagues, friends Good employees tend to recommend employees that have similar values and work ethic. Good employees will not put their reputations on the line lightly Good employees tend to create positive peer pressure to ensure the new employee’s success Good employees tend to train and orient new employees they recommend more effectively Make employee referral programs work, you have to put your money where your hopes lie. Business Website Set up an Employment Opportunities page on your website List job description, process to apply, application Job Listings no cost/ goes onto our website as well as nationally / We receive 7000 hits /day Spread the word. Tell family friends and Think about Job Fairs and schools
  • Check resumes and references Amazed at how many people fabricate their resume 15-20% may hide some dark chapter of their lives Will someone willing to falisfy their resume, be willing to twist the rules of the job?
  • While it is important your applicant has all the technical skills necessary to perform the duties of the job, nearly 80% of the hiring mistakes made by managers are related to the soft side of the position ( ie interpersonal skills, motivation, personality, etch. When you interview, make sure you ask questions that cover the following issues: personality & temperament/ ability to work well with others/ integrity, honesty, & trustworthiness motivation/ attitude toward work and management Creativity and problem solving/Ability to handle mistakes *Best predictor of the candidates future performance is his or her past performance. Ask questions on how the candidate handled specific situations in the past. What kind of responsibilities would you like to avoid in your next job? Do not ask questions regarding: Sex, Dependents race, birthplace, citizenship, disabilities, religion Tip:Interview with more than one person Train other staff Develop guidelines for employment interviews Use standard questions, written out beforehand Decide what the job requirements are and tailor the inquiries to the job requirement Look at abilities, not disabilities Look for flexible candidates Danger moving too fast – costly to hire, fire, and then hire again Selection – fit not necessarily best qualifiesd/ do they listen well 80% of the people we hire is because we like them attitude, appearance, skills, positive Look for basic skills/ basic reading and math/ ability to communicate/ Help with long term success/ ability to adapt to new situations ability to solve problems Plan the interview/ Have questions prepared/ legal Take time to ensure everyone involved in screening process knows the reason someone should work on your team MOVIE: Pursuit of Happyness – Employers look beyond the need to look at the obvious and find people with enormous potential, even if they come from an unconventional background. Some of our best hires have been people who looked like unlikely candidates at first. Heart matters more than your resume!
  • Is there a need for a 2 nd interview? Who would participate? Reference Checks: Remember past employees performance is the best predictor of future performance. The more you discover about the candidate’s past performance, the better you will be able to make an informed selection. Contact supervisors for references, not secretaries or HR manager Get the consent of the applicant if you plan to do a background check Can lawfully obtain and use background information 4 Key Points: 1 st notify – provide individual a written notice of your intention to conduct a background check. Obtain the individuals signed consent for the check to be conducted. 2 nd – Comply – consult legal counsel to be sure you are following federal and state laws 3 rd – Copy – provide a copy of the report to the individual 4 th Wait – utilize a reasonable waiting time before taking adverse action. Provide the individual an opportunity to research and correct any inaccuracy in the report.
  • Orientation: new employee orientation builds the bottom line Successful orientation takes time (taping wall before you paint) Gain commitment through employee involvement Lengthens the time they stay Manual: help employees understand policies and procedures. is a legal document, make sure manual meets employ law, contain the proper words and covers all relevant topics, disciplinary action, leave, equal employment opportunities, affirmative action Customize manuals –make sure it reflects the culture of your company Dress code Internal communication Phone etiquette Parking Lunch Work Hours Extracurricular Activities Attitude Don’t assume they will pick up on the company’s nuances Distribute manual when hires. If you give it out paper…make sure they get updates. If possible have electronically so can update here. Make sure they sign that that have received and read the manual. Keep in their file.
  • Employee retention takes effort, energy, and resources. You have to deliberately engage in retention activities. The results are worth it! Many companies do not have a formal strategy for retaining employees. Many think retention is based on compensation issues such as wages, incentives, and benefits. Is that really the case? No two employees are the same. We need to understand our employees. I want to share information with you about the differences in our employees. This difference is based on the generations. This may be a new concept to some of you. What does this mean? The quality of supervision is critical to employee retention, and effective managers can help to create employee retention. Employees expect certain things from their supervisors: Clarity about expectations Clarity about career development and earning potential Regular feedback about performance – This can be formal or informal A framework within which they perceive they can succeed. So how can you help your managers and supervisors? (Next slide)
  • Large part of their life….they spend at work High cost of turnover – time lost to interviewing, advertising, training, coaching, and impact of turnover on the staff and customers. Measure your annual/monthly turnover rates Exit with an interview Understand the why’s Job enrichment Work teams Keeping employees: give meaninful feedback Recognize Achievement Some may need guidance to do well Let them know when they have done a good job. Encourage questions Establish rules and make sure they understand them and why they exist Labor experts expect to have an average of 14 full time jobs over the course of their career – looking for greater, personal satisfaction, promotion or raises People want to feel energized look forward to going to work feet they contribute ( respected a& appreciated) feel proud when they describe what they do enjoy and respect the people you work with feel optimistic about their future offer training Working is about more than a paycheck. Employees want the opportunity to grow and advance within an organization. They want a positive relationship with their supervisor. A workplace that promotes work-life balance and the proper training they need to perform their job well Employers that implement programs to increase retention and boost morale, such as flexible and telcommunting options, expanding training and development offerings and coaching services will become an employer of choice. Not only will this help reduce turnover, bit it puts companies in a better position to recruit top talent as well
  • Answer: D
  • fact
  • fact
  • Fact, excludes weekends and holidays
  • Fact
  • If there are no more questions again on behalf of the Pocatello Department of Labor we would like to thank you for attending this workshop.
  • Transcript

    • 1. Hiring in the 21 st century & Seasonal Hiring Practices Matthew Thomsen-Supervisor Idaho Department of Labor
    • 2. Topics
      • Regulation for hiring full-time and temporary employees
      • Interview Process
      • Retention
      • Wage & Hour information
      • Unemployment Insurance Basics
    • 3. Regulation for hiring full-time and temporary employees:
      • New Hiring Reporting:
      • Required to report all new employees to Department of Labor.
      • Must report all rehired employees whose previous employment was terminated more than 12 month prior to current hire date.
      • Reporting within 20 days of the date of hire will satisfy the reporting requirement.
    • 4. Regulation for hiring full-time and temporary employees
      • Acceptable means of reporting new hires:
      • Legible copy of W-4
      • New Hire Reporting Form
        • Available for download at: labor.idaho.gov/applications/newhire/default.aspx.
      • Must have: Company name, address, Federal Employer Identification number, Idaho UI Tax number, employee’s full name, address, ssn, and date of hire.
    • 5. Regulation for hiring full-time and temporary employees
      • Where to send new hire information:
      • Mail:
      • Idaho Department of Labor
      • New Hire Directory
      • 317 W. Main St.
      • Boise, ID. 83735-0610
      • Fax: (208) 332-7411
    • 6. Regulation for hiring full-time and temporary employees
      • Contact information for questions on New Hire laws and rule:
      • Phone:
      • (208) 332-8941
      • (800) 627-3880
      • Email:
      • [email_address]
    • 7. Regulation for hiring full-time and temporary employees
      • Payroll Deduction:
      • Income tax, SSA tax, federal and state UI tax.
      • Federal Employee Withholding and Federal Unemployment Tax
      • Worker's compensation tax
      • Remember you pay taxes on Gross not net amount.
      • As a general rule : Plan on an employee costing at least 20% more than hourly wage.
        • This may be higher depending on tax rates and type of work performed.
    • 8. Seasonal Hiring Practices
      • You are in the market for a seasonal/full-time employee, now what???
    • 9. You are in the market for a seasonal/full-time employee, now what???
      • 1 st Determine -
        • What work do you expect your employee to perform?
          • Start/ends dates of employment?
        • What will you pay them? Will you provide benefits?
        • Will they work 8-5, part-time, on-call?
        • Where will they work? On-site, at a desk, at a construction site?
    • 10. Using labor market information
      • LMI.Idaho.gov
      • Access to occupational wage and employment survey
        • Determine prevailing wage
      • Press releases
      • Unemployment Rates
        • By state, county, and city
      • Employment information:
        • Farm and non farm labor jobs
        • Information on covered employment and civilian labor force
    • 11. Job Listing
      • Produce a listing that will sell
      • Be honest , forthright, and specific
        • make sure it represents the responsibilities accurately.
        • give the job seeker the necessary information to make a decision that benefits both them and you.
      • Avoid using words that do not define anything
    • 12. Which would you choose?
    • 13. Recruit….
      • Internal Posting
      • Newspaper
      • Trade Journals
      • Idaho Department of Labor
      • Website – Business & Recruiting
      • College Campus Career Centers
      • Job Fairs
      • Network
    • 14. What type of information will you gather?
      • Resume
      • Application
      • Phone Call
      • Electronic application
      • Apply in person
    • 15. THE Interview
      • How to select your interviewees
      • Who should be involved in the process
        • Panel
        • Staff
        • Yourself
      • What questions should I ask?
        • Plan ahead
        • Legal
    • 16. Now What???
      • 2 nd Interview
        • Who would participate
      • Reference Checks
        • Absolutely!!!
        • Have prepared questions
      • Background Checks
        • Notify
        • Comply
        • Copy
        • Wait
    • 17. You Hired an Employee
      • Orientation
        • Help new employees understand what will be expected of them and prepare them for the organizations work culture
      • Employee Manual
        • Help employees understand policies & procedures
        • Legal document
        • Offers protection if there is a misunderstanding or conflict
      • Training
        • On the job
        • Formal
        • Informal
    • 18.
      • Employee retention is not an event – it is a process that begins early in the recruitment stage and continues throughout the employee’s lifecycle with your company.
    • 19. Now let’s keep them!
      • Employees who find personal fulfillment in their work are not only more productive, but also
        • Manage time better
        • Accept more responsibility
        • Stay longer in their jobs
        • Attract other talented employees
      • Employees need more than compensation
        • Opportunity for growth
        • – Appreciation and trust
      • Recognize achievement
        • Assign them greater decision making responsibilities
        • Offer them new leadership roles
        • Showcase their work or make it available to to others
        • Reward them with special designations
    • 20. Wage & Hour
      • What does Wage and Hour Do?
      • We accept and investigate claims for:
        • Minimum Wage
        • Regular hours worked that have not been paid
        • Unpaid commissions
        • Unpaid wages earned by piece rate
        • Unpaid bonuses
        • Unpaid vacation time, paid time off, etc.
    • 21. Wage & Hour
      • Things Wage & Hour does not do:
        • Enforce Davis Bacon or prevailing federal wage laws, overtime requirements, child labor laws, or any government entity, be it city, county, state or federal.
        • We do not handle any type of discrimination complaints . 
        • We do not have jurisdiction over terminations . 
        • We have no jurisdiction over tribal-owned entities, payment for work performed by Independent Contractors, or reimbursements of any type.
        • We do not accept wage claims for amounts due in excess of $5,000.00.
        • Claims for unpaid hours worked when the work was performed outside the State of Idaho.
        • COBRA Questions.
        • W-2 forms: Questions should be directed to the I.R.S. 1-800-829-1040
    • 22. Wage & Hour-Questions
      • How many breaks are required in an 8 hour shift?
      • A. 2
      • B. 3
      • C. 4
      • D. 0
    • 23. Wage & Hour-Questions
      • How long should a lunch break be for a 4 hour shift? How long for an 8 hour shift?
      • A. 30 minutes, 1 Hour
      • B. 15 Minutes, 30 Minutes
      • C. Not required if working less than 8 hours. 8 hours or more require a 1 hour lunch break.
      • D. Lunch breaks are not required by Idaho Law.
    • 24. Wage & Hour-Questions
      • How many hours of sick leave are you required to pay on an employee who calls in sick for an 8 hour shift?
      • A. 1 hour
      • B. 8 hours
      • C. Not required by Idaho Law
      • D. Depends on employer policy
    • 25. Wage & Hour-Questions
      • An employer who has been working for you for 18 month request a week long vacation during spring break. The employee asked you how many day of vacation he has that are paid and how many are unpaid. What is the correct answer according to Idaho law?
      • A. Idaho Law requires 1 day vacation for every month worked by the claimant.
      • B. The claimant is not entitled to paid or unpaid vacation according to Idaho Law.
      • C. The amount of paid or unpaid leave available to the claimant depends on the employer’s policy.
    • 26. Currently, Idaho’s minimum wage is the same as the federal minimum wage which is $7.25 per hour- Fact or Fiction?
    • 27. Employers can pay workers under the age of 20 a youth opportunity wage of $4.25 per hour for the first 90 consecutive calendar days of employment – Fact or Fiction
    • 28. In Idaho, at termination or resignation, if an employee makes a written request for earlier payment of wages, the employer has 48 hours from receipt of the written request to make the claimant’s wages available. Fact or Fiction?
    • 29. An employer conducts a mandatory staff meeting after regular work hours. Although the meeting is held outside normal working hours, the employees must be paid for time spent in attendance.
    • 30. Unemployment Insurance
      • Basic information:
      • Who can file an Unemployment Insurance Claim?
      • What is required for eligibility?
      • Who pays benefits?
    • 31. Unemployment Insurance
      • Who can file a claim?
      • Anyone can file an Unemployment Insurance claim regardless of eligibility.
        • Can not deny the right to file a claim.
    • 32. Unemployment Insurance
      • What is required for eligibility?
      • Must be separated through no fault of your own.
      • Must be monetarily eligible.
    • 33. Unemployment Insurance
      • Who pays benefits?
      • The employer who paid the most wages in the claimant’s base period may be changed depending on the claimant’s reason for being unemployed.
      • The employer is referred to as the Major Base Employer.
    • 34. The MBE is chargeable when:
      • The claimant was laid off due to a lack of work or was affected by a business closure.
      • The claimant is still working, but has had a company-initiated reduction in hours.
      • It is determined the claimant was discharged, but not for misconduct related to employment.
      • The claimant quit with good cause connected with the employment.
    • 35. The MBE is not chargeable when:
      • The claimant was discharged for misconduct connected with the employment.
      • The claimant quit without good cause connected with the employment.
      • The claimant had a voluntary reduction in work hours.
      • The claimant had a medical condition where that person is unable to perform his or her regular duties.
    • 36. PROTECT YOUR ACCOUNT
      • Issue a handbook or policy statement to each employee.
      • Issue written warnings signed by employee & have witnesses.
      • Have consistent methods for conveying policy changes.
      • Deal with problems the same way for all employees.
      • Tell us about the last incident causing a discharge.
      • Provide first hand accounts of what happened.
      • Provide any and all supporting documentation.
      • Respond to requests for information in a timely manner.
    • 37.  
    • 38. Thank You

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