Issue #1 (September 2008)

Welcome to the first issue of the “News for HR” Newsletter. This new monthly newsletter profiles new products and services in the HR marketplace as well as featured white papers and other related content. All content is reviewed and selected by our editorial comittee and is not the result of paid advertising.

The newsletter content comes from our new Human Resources Community – one of the industry’s largest and most up-to-date knowledge centers with a library of over 1,000 White Papers, Webcasts, Podcasts, Articles and more.

Enjoy the newsletter! And please us know how we are doing by emailing

Jamilynn Willaman, Editor

Newsletter Contents:

    Article: 10 Steps for Hiring the Best Every Time
    Article: My Contractor Said They Performed A Background Check
    White Paper: Ten Key Steps to Effective Succession Planning
    HR Humor: The Lighter Side of our Work
    Webcast: Best Practices in Talent Acquisition and the Applicant Experience
    Podcast: The Five Drivers of Engagement

  What's New? The Latest in HR Software and Services
    •   Recruitment & Staffing
    •   Compensation & Benefits
    •   Talent Management
    •   Training & Development

Article: 10 Steps for Hiring the Best Every Time

Author: Lou Adler, President, The Adler Group

No amount of art or magic will help you consistently hire top people. A bit of science, however, might just do the trick. By this I mean a series of steps that if everyone in your company follows will allow you to hire more top people on a consistent and repeatable basis. Over the past 30+ years I've been involved in thousands of searches, worked with hundreds of different hiring managers, trained 3,000 to 4,000 recruiters, and worked closely with dozens of major companies. Following are the common threads among the best techniques, processes, and tools I've seen and used. Collectively, they add up to a business process for hiring top people. While Performance-based Hiring provides a simplified high-level summary of these, it's the details and execution that will ultimately determine success.


Article: My Contractor Said They Performed A Background Check
Author: Nick Fishman, employeescreenIQ

Stop me if you’ve heard this before (or something similar): “I just don’t understand how my contractor could have placed a habitual convicted felon in my accounting department (for example). They said they performed background checks on all of their employees!”

Similar statements are being uttered in today’s workplace more than ever and most likely the contractor in the scenario above was telling the truth. They might very well have performed a background check. However, those who have spent time reviewing our past rants know that the term “background check” is a generic catch-all that can have many different meanings. Even specific elements within a “background check” can have different meanings. Take for instance a criminal background check. There are several different types of record searches: County, Federal District, Statewide, National Database, etc. Even a County Search can take on a different meaning. Some utilize off-site on-line technology to tie in with courts as opposed to on-site research. Some only search for felonies, while others will include both felonies and misdemeanors. This is clearly an issue on the minds of today’s HR professionals. In fact, HR Magazine recently highlighted the issue of “screening the extended workforce” as one of the top trends for 2008.




Featured White Paper: Ten Key Steps to Succession Planning
By William J. Rothwell, Ph.D., SPHR

There are two forces at work today that are driving organizations to consider some form of succession planning as a component of an overall talent management strategy. Namely, these forces are: the aging of the workforce; and a shortfall in the skills possessed by those available for recruitment. Both are projected to become more pressing. But what is succession planning and how will it address these human resource issues? What are the best practices being applied by successful companies today? How does succession planning differ from replacement planning? When do leaders know that their organization needs a succession planning and management program? What are talent pools, and how are they used? What ten key steps are tied to effective succession planning? What common mistakes are made in establishing succession planning, and how can they be avoided? This white paper answers these questions. By doing so, it provides a starting point to help decision-makers and HR practitioners alike contemplate the ins and outs of a practical succession planning program.




HR Humor: The Lighter Side of Our Work
Source: 2008's Wacky Excuses for Being Late

According to a recent study, hiring managers provided the following top 10 examples of the most unusual excuses employees offered for arriving late to work:

  1. While rowing across the river to work, I got lost in the fog.
  2. Someone stole all my daffodils.
  3. I had to go audition for American Idol.
  4. My ex-husband stole my car so I couldn't drive to work.
  5. My route to work was shut down by a Presidential motorcade.
  6. I wasn't thinking and accidentally went to my old job.
  7. I was indicted for securities fraud this morning.
  8. The line was too long at Starbucks.
  9. I was trying to get my gun back from the police.
  10. I didn't have money for gas because all of the pawn shops were closed.



Webcast: Best Practices in Talent Acquisition & Applicant Experience
Zach Thomas, Senior Analyst at Forrester Research

Senior Analyst Zach Thomas of Forrester Research helps you understand how important the applicant experience is and how quality talent acquisition processes require a mix of structure and innovation, including:

  • How to put together the best career site for our organization
  • How to better understand Web 2.0 and leverage it to improve your talent acquisition
  • How to capitalize on your business networks to attract the right talent
  • That the ATS is here to stay and why addressing the applicant experience is so important
  • Other processes to look at that go hand in hand with recruiting (on-boarding, screening, etc.) Watch Webcast



Podcast: The Five Drivers of Engagement
Michael Ebaugh, Corporate Director of Learning and Dev. at Botsford Hospital

Michael Ebaugh, the Corporate Director of Learning and Development at Botsford Hospital in Farmington Hills, Michigan, speaks with Juice partner, Brady Wilson about what drives employee engagement and how managers can foster engagement in the workplace. Juice synthesized research from The Gallup Organization, Towers Perrin and other leading organizations and discovered that what matters most to employees is having their core emotional needs met. They also discovered there are five key emotional drivers that matter most. Michael Ebaugh calls Juice’s methodology, “one of the most important, silo-busting strategies we've ever engaged in."




What's New? The Latest in HR Software and Services

Recruitment & Staffing: released E-Verify, a Web-based application to help employers automate and streamline hiring processes while ensuring I-9 Compliance. The federally approved nowHIRE E-Verify Program enables employers to verify employee eligibility in seconds, compared to the typical three-five day turnaround with a paper-based system. In addition, the nowHIRE E-Verify Program provides employers the ability to validate and check Form I-9 for errors, email and Web notification for expiring forms and documents, online E-Signatures, and Form I-9 Audit assistance. For more information click here.

Compensation & Benefits:

TotalRewards Software released a module for it's total compensation statement software that allows for cash and benefits-related spending to be compiled into a single management report. The new "HR Executive Dashboard" is a roll-up, management report that analyzes all of a company's total compensation expenditures. The module processes the employees' cash compensation and benefits data and provides a detailed, company-wide report breaking down each category by number of participants, participation ratios, average by employee and total. User-friendly graphics display the data. For more information Ray O'Donnell at (916) 632-1000, x202.

PayScale announced the availability of an Education and Salary report which analyzes the company's database of over 13 million unique compensation profiles and provides a perspective on the relationship between college selection and career success. The PayScale 2008 Education and Salary Report includes over 2000 data points, including salary data for 40 Majors, from over 300 U.S. based undergraduate colleges and universities. The best colleges report, can be found at

Talent Management:

WorldatWork has released Employee Engagement Fundamentals: A Guide for Managers and Supervisors, a resource to equip managers and supervisors with the knowledge, perspectives and tools necessary to handle the dynamic nature of engaging employees at various stages of their employment lifecycle. This book identifies 10 different types of employees, not defined by demographic characteristics, but rather where they are in the employment lifecycle (e.g. new employees; underperforming employees; long-term employees; employees with special needs or circumstances). Authors Marc Drizin and Stephen P. Hundley, Ph.D., who delivered Workforce Engagement: Strategies to Attract, Motivate & Retain Talent in 2007, provide readers the definition and characteristics of each type of employee group, including their significance to the organization.

Training & Development:

Impact Achievement Group has released "Essentials of Leadership for Key Contributors", a two-day workshop to train independent contributors with the competencies needed to informally lead, motivate and work more constructively with others. The workshop provides participants necessary tools and techniques to move from individual contributors to informal leaders with increased ability to positively influence others. Elements of the training include: Building a Personal Power Base, Working More Effectively with a Team, Effective Communications Strategies, Mentoring/ Coaching Skills and Dealing with Workplace Conflict. For information contact Lee Klepinger at 888-248-5553.


Newsletter Info:

Publisher: HRmarketer
Editor: JWillaman
Circulation: 70,000+
Distributed: Quarterly
Advertising: Details Details

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Stat of the Day

One of every three job seekers "sabotage" their bid for a repeat job, says Douglas Matthews, president and chief operating officer of Right Management. How so? They act too hastily after losing a job. By not first exploring new opportunities and career paths in depth, they potentially derail themselves from the very goal they're trying to reach.

Quick Tips

Potential Pitfalls of the 360 Process

• Dedicating inadequate attention or care to the feedback process (i.e.,
carefully reviewing and accurately interpreting results with participants).

• Indirectly or directly sending the message that feedback is a unique event rather than an ongoing process.

• Neglecting feedback or not applying it to development efforts may cause raters to feel efforts were wasted.

• Avoiding setting specific development goals & action plans based on the feedback.

• Basing feedback on recent critical incidents (positive or negative) rather than the individual’s entire body of work for the rating period.

• Halo effects and “one-time jerk effects” could be observed if the rater is not considering the person’s performance over time.

• Sending unsupportive cultural signals. If the culture is not supportive, the participants will be afraid to be candid and results will not have value.

• Neglecting to clarify the purpose and expectations of 360° feedback. This step is critical in order to allay fears and correct misperceptions.

• Providing inaccurate feedback because raters are fearful of or hesitant to provide negative feedback. Peers may be in the best position to evaluate each other after working closely together but are afraid of damaging relationships.

• Using the 360°process to scapegoat, blame, or single out individuals negatively rather than for constructive enhancement.

- Source: TalentQuest

Did You Know?

According to Accu-Screen, Inc., resume falsifications rise with worsening economy. What's likely to be wrong?

• Dates of employment

• Job title (inflated rank)

• Salary level

• Education (e.g. bogus degrees or incorrect professional license (e.g. MD, RN, CPA, etc.)

• “Ghost” company (self-owned business)


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