The survey found the following regarding organizations' use of credit background checks in hiring decisions:
1) Over half (53%) of organizations do not conduct credit background checks on any candidates, though some (34%) check select candidates and 13% check all.
2) Most organizations (58%) initiate credit checks after a contingent offer or after an interview (33%) to reduce theft (45%) and liability (22%).
3) Checks focus most on financial roles (87%) but also senior roles (42%) and those with confidential access (34%).
4) Most organizations (80%) have hired candidates with negative credit information, focusing on recent (2-7 years) history.
Background Checking—The Use of Criminal Background Checks in Hiring Decisionsshrm
Approximately two-thirds (69%) of organizations reported that they conduct criminal background checks on all of their job candidates. Roughly one-half of organizations conduct criminal background checks to reduce legal liability for negligent hiring (52%) and to ensure a safe work environment for employees (49%). The top two convictions that are very influential in the decision not to extend a job offer are violent felonies (96%) and nonviolent felonies (74%). However, about three-fifths (58%) of organizations allow job candidates to explain the results of their criminal checks before the decision to hire or not to hire is made.
Background Checking—The Use of Credit Background Checks in Hiring Decisionsshrm
A recent survey indicated that slightly more than one-half (53%) of organizations do not conduct credit background checks on any of their job candidates, an increase from 40% in 2010. The leading reasons organizations conduct credit checks on job candidates are to decrease/prevent theft and embezzlement (45%) and to reduce legal liability for negligent hiring (22%). Of the organizations that conduct credit background checks, 80% reported that they have hired a job candidate whose credit report contained information that reflected negatively on his or her financial situation. The three most important factors that influence the final decision to hire a particular candidate over another are previous work experience, a good fit with the job and the organization, and specific expertise needed for the job.
Background Checking—The Use of Criminal Background Checks in Hiring Decisionsshrm
Approximately two-thirds (69%) of organizations reported that they conduct criminal background checks on all of their job candidates. Roughly one-half of organizations conduct criminal background checks to reduce legal liability for negligent hiring (52%) and to ensure a safe work environment for employees (49%). The top two convictions that are very influential in the decision not to extend a job offer are violent felonies (96%) and nonviolent felonies (74%). However, about three-fifths (58%) of organizations allow job candidates to explain the results of their criminal checks before the decision to hire or not to hire is made.
Background Checking—The Use of Credit Background Checks in Hiring Decisionsshrm
A recent survey indicated that slightly more than one-half (53%) of organizations do not conduct credit background checks on any of their job candidates, an increase from 40% in 2010. The leading reasons organizations conduct credit checks on job candidates are to decrease/prevent theft and embezzlement (45%) and to reduce legal liability for negligent hiring (22%). Of the organizations that conduct credit background checks, 80% reported that they have hired a job candidate whose credit report contained information that reflected negatively on his or her financial situation. The three most important factors that influence the final decision to hire a particular candidate over another are previous work experience, a good fit with the job and the organization, and specific expertise needed for the job.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
How to Protect Your Business from Fraudsters, Liars and Cheats with Backgroun...W. Barry Nixon, SPHR
Small businesses are particularly vulnerable to negative impact of a bad hire. Learn how to reduce the risk of making a bad hire through the use of background checks.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
Allegis group white paper an inside look at the changing dynamics of talent...Matthew Clark
Get insights from nearly 7,000 employers and candidates about what’s working and what’s not in today’s competitive and evolving world of talent acquisition. You’ll find perspectives on job definition, sourcing, screening, and onboarding, plus trends in AI, D&I, and the Millennial workforce. It’s all here.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
How to Protect Your Business from Fraudsters, Liars and Cheats with Backgroun...W. Barry Nixon, SPHR
Small businesses are particularly vulnerable to negative impact of a bad hire. Learn how to reduce the risk of making a bad hire through the use of background checks.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
Allegis group white paper an inside look at the changing dynamics of talent...Matthew Clark
Get insights from nearly 7,000 employers and candidates about what’s working and what’s not in today’s competitive and evolving world of talent acquisition. You’ll find perspectives on job definition, sourcing, screening, and onboarding, plus trends in AI, D&I, and the Millennial workforce. It’s all here.
Merittrac Research - Why companies shy away from assessmentsMeritTracSvc
The emergence of new technologies and disruptive trends is creating diverse job opportunities. Competition among companies to snatch the right talent is exerting enormous pressure on human resource (HR) departments to streamline hiring, curate suitable job offers and ensure relevant employee training – quickly, accurately and efficiently.
Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
Webinar-The Future of Job Description Management.pdfPayScale, Inc.
As the workforce undergoes transformative changes and organizations adapt to new norms, staying ahead requires a fresh perspective on how we manage job descriptions.
oin Payscale’s Zach Jamieson, Senior HR Business Partner and Robin Dean, Job Description Product Manager as they discuss the evolving landscape of job description management.
Specifically, they will cover the following:
Best practices for inclusive, collaborative job descriptions,
What’s to come with job description management, and the impact of AI
A look at Payscale’s job description management software
Employee Engagement Analysis: What Are We Assessing and What Should We Assess?Human Capital Media
Business leaders need employee engagement data to drive strategic decision making. But, what data do they need, and are they getting it? Human Capital Media (HCM) Advisory Group, the research division of Talent Management magazine, discovered that 33 percent never assess absenteeism when measuring employee engagement — a critical engagement indicator. This webinar will describe what employment engagement factors organizations are assessing and how they are doing so based upon research by HCM Advisory Group. The presentation will include the 2012 top employee engagement challenges and the future of employee engagement analysis. Join this session to see how you stack up!
Rocket Hire Assessment 101 4 Steps To SuccessRocket-Hire
This is our basics of assessment deck that provides an overview of the model we use with our clients to ensure they have success with pre-employment assessment
Proven Steps in Hiring and Retaining The Right PeopleProfiles Asia
Have you ever hired or promoted someone who didn’t meet your expectations?
If you are looking to hire the right people the first time ,decrease employee turnover and increase your workforce productivity, then you will not want to miss this session. This 30 minutes complimentary webinar you will learn how you can increase your hiring success up to 75% of the time , talent and engagement strategies that will bring success to your organization.
On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR profession’s general perspective on FLSA overtime exemptions.
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
SHRM'S 2010 Healthy Food and Drinks in the Workplace poll surveyed HR professionals about healthy offerings in their organizations. Forty percent of organizations have formal or informal practices and/or policies in place that promote healthy food and drinks in the workplace. Nearly all employees have responded favorably to these organizations’ efforts to promote healthy food and drinks for work-related functions where food is served, in on-site vending machines, in the company cafeteria, etc.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
This research collected comprehensive information on the prevalence of organizations hiring 2015 college graduates with undergraduate and graduate degrees. The findings revealed that one-fifth of respondents (20%) indicated their organizations hired 2015 college graduates to begin working after graduation, and 15% indicated they hired 2015 college graduates to begin working before graduation. Among organizations that indicated they had hired 2015 graduates, 18% offered higher total compensation to 2015 college graduates than to 2014 college graduates; the majority (81%) offered compensation that was “about the same.”
Preparing for an Aging Workforce: A Gap Analysisshrm
The report and accompanying slide presentation are based on a comparison between two main sources of information on the aging workforce: a) the SHRM Foundation’s Effective Practice Guidelines (EPG) on the Aging Workforce and b) findings from the SHRM Aging Workforce Survey. The purpose of this comparison is to find gaps between the effective, evidence-based practices in employing, recruiting and retaining an aging workforce identified in the EPGs and the current practices related to the aging workforce used by organizations as reported through the survey findings.
This study looks at the impact of the Affordable Care Act (ACA) on organizations. Three-quarters of organizations (77%) had increased costs for health care benefits from 2014 to 2015.
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
SHRM’s 2014 Strategic Benefits Survey: Flexible Work Arrangementsshrm
SHRM’s 2014 Strategic Benefits Survey collected information on the use of FWAs, employee participation in FWA programs and whether organizations monitor employee use.
This research found that about one-half (52%) of respondents indicated their organization provided employees with the option to use FWAs; one-third of these organizations indicated the majority of employees were allowed to use the FWAs offered.
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1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
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Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.