iCIMS Hire Expectations™

If you have not already heard the buzz, state requirements for E-Verify are growing by leaps and bounds. E-Verify has been required nationwide for the employment of federal contractors and subcontractors for a while now. Many states also require E-Verify for new hires made by large employers.

Other states are implementing laws that expand on existing requirements. For example, as of December 1, 2012 Virginia joined the list of states with mandatory E-Verify requirements. In January 2013 four more states, Georgia, North Carolina, Pennsylvania, and Tennessee, are implementing or expanding E-Verify requirements. Further, many congressional Republicans are calling for E-Verify requirements covering all businesses in all states – public and private.

To see a color coded map showing the latest state-by-state E-Verify requirements, click here.  

Perhaps, we should step back. If your firm does not do any federal contracting and is not in a state with expanded requirements, maybe you do not really understand E-Verify. Perhaps, you don’t think E-Verify is something about which your firm needs to worry. There, you are wrong. E-Verify is definitely something all employers (large or small, with or without government contracts, public or privately held) need to keep on their radar!

What is E-Verify?

E-Verify is an electronic database maintained by the Department of Homeland Security that compares employee’s I9 information to information maintained by the Department of Homeland Security and the Social Security Administration. 

According to U.S. Citizenship and Immigration Services:

“The Immigration Reform and Control Act (IRCA) of 1986 prohibits employers from knowingly hiring illegal workers. To comply with this law, employers must collect information regarding an employee’s identity and employment eligibility and document that information on Form I-9. An employee must provide certain information on the form, such as name and date of birth, as well as present supporting documents.

While Form I-9 requires employers to collect information, there was no way for employers to verify that the information employees provide is valid or that the documents presented are genuine—that is, until E-Verify. E-Verify offers employers a powerful tool in protecting themselves against those who try to cheat the system.

By adding E-Verify to the existing Form I-9 employment eligibility verification process, a company can benefit from the peace of mind of knowing that it maintains a legal workforce”.

Beyond just peace of mind, the number of states requiring E-Verify for all employers/employees is growing each day.

How Can I Prepare for E-Verify?

E-Verify is not something any employer can ignore. Even if E-Verify is not effecting you today, it will soon and you need to prepare now. Here are some things you can do to begin preparing now: 

• •         Consider proactive voluntary E-Verify enrollment. Think about the costs and benefits associated with proactive enrollment and consult your corporate council to help make a decision that meets your organization’s needs.

• •         Assume E-Verify will happen and plan now: Create a formal E-verify implementation project plan that includes a company-wide roll out with updates to policy and procedure guides, updates to your onboarding software, manager and HR staff training, etc.  

• •         Audit your existing I9 Records: Auditing your existing I9 records will help you to identify areas of weakness and early take action to correct any problematic processes related to compliance.

• •         Weigh the benefits of using an electronic I9 and E-Verify Software: An I9 and E-Verify software will keep your records organized while streamlining compliance with features like error checking, audit trails, reminders, remote hiring capabilities, instant E-Verify responses, and more.

• Watch E-Verify news for all states in which your company conducts business: This is not as much of a challenge as one might think. Google Alerts are a beautiful thing! If that does not satisfy, you can also find valuable information on I9 and E-Verify News page provided by iCIMS’ I9 and E-Verify partner, Tracker Corp.

With the rate at which E-Verify requirements are expanding, even employers not previously impacted by E-Verify must take a proactive approach and begin preparing now so you don’t get caught off guard when the time comes. Remember, too, iCIMS and our partner, Tracker Corp., are here to help as you navigate the complex waters of employment compliance.

For my blog post this week, I interviewed two of iCIMS’ own Human Resources professionals.

Nicole Tucker, our Technical Recruiter, is responsible for identifying the talented technologists who drive the current and future success at iCIMS.  Jay Fendrick is iCIMS’ Talent Acquisition Coordinator and Onboarding Specialist.  Jay is responsible for managing the HR Information Systems, preparing and analyzing regular reports for the team, and coordinating the Onboarding process for new hires.

They both sat down eager to spill a little of their knowledge and experience with iCIMS for our readers!

Jenn Carpenter: Can you both tell me a little about your background and how you got involved with Human Resources?

Jay Fendrick:  Sure.  I graduated from Rutgers with a Bachelor’s degree in Political Science, and decided I didn’t want to go to law school, which was my original plan.  I immediately took a staff job for Whole Foods Market and after several promotions, was offered a role as the Payroll and Benefits Specialist for a new store opening in Middletown, NJ.  This was my introduction to the world of Human Resources.  After spending some time as HR executive team leader for Target, I eventually made the move out of the retail industry and started doing contract work as an HR Consultant. Shortly thereafter I was fortunate enough to be offered a permanent position as Talent Acquisition Coordinator Team Leader and Onboarding Specialist here at iCIMS.

Nicole Tucker: I majored in History and Communication at Rutgers University.  During my senior year of college I had the opportunity to graduate a semester early, which allowed me to complete a full year internship with Virgin Mobile USA in their Corporate Communications Department during their IPO process.  The company did not have the budget to take me on full-time and understood my pursuit for other opportunities.  I came across a posting for a company in NYC looking for a Jr. Recruiter.  I had no idea what the job of recruiter truly entailed, but the position sounded interesting, so I applied.  The company was a boutique agency-side recruiting firm specializing in retained and contingent searches for the start-up technology arena and the financial industry, specifically quantitative finance.  I joined the firm just before the markets truly went south.  It was definitely a learning experience as companies decided to retract and slowdown on the hiring front.  After almost four years, I realized technology was the place to be and after a short job search I found iCIMS, which has turned out to be amazing.

JC: Nicole, can you talk about the differences you experienced between recruiting for a staffing agency and recruiting in-house for a company like iCIMS?

NT:  Working for an agency recruitment firm is very mercenary.  As a company we managed dozens of clients, which has its pros and cons. It’s very entrepreneurial, but also cut-throat and competitive.  Moving into an in-house recruiter role has been even more interesting and challenging, in a great way.  I can actually see the teams I am helping grow, which is definitely more gratifying.  I get the experience of seeing the impact I have on a company, and now know firsthand how HR interacts and partners with the company as a whole – shaping the culture and making it so that people want to be here. It’s truly exciting because iCIMS is at the crucial point where we’re just starting to really take off and grow.  If I had stayed on the agency side, I would have never seen the full scope of what a Human Resources professional really does.    I would only have that one side of the fence, and I would only be seeing that one side through a peep-hole.

JC:  Jay, this question is specifically for you.  Since starting with iCIMS as an Onboarding Specialist, how has your approach to Onboarding changed?

JF:  The first question I asked when I first became the Onboarding Specialist was “How can I improve Onboarding?”  And that’s something that we still ask every group at the end of our program – what they liked, what they didn’t like, and what can be improved.  At this point, the process is solid and systematic in terms of the structure and organization, but we still have space allotted to grow and adapt as we see fit.  For example, we moved our Breakfast with the C’s from the week of Onboarding to the week after to give new employees more time to let information sink in, and we’ve seen them ask more specific questions instead of very generic ones.  We’re always trying to find more ways to improve and get more people involved by adding classes and seminars, and nothing is ever set in stone.  Even small changes can make a huge difference in delivering our iCIMS brand experience to our new employees.

JC: What iCIMS features do you use the most, and what benefits do you see during your daily tasks?

NT: What I find really great is that everything is trackable and documented.  That’s especially helpful when I have 15 different things on my mind – I can check within the system if I have or haven’t done something already. Also, obviously, the search capacity within the system is great, and I’m a fan of how our system allows you to see how the candidate heard about iCIMS, whether it was a referral or a social media site, etc.   Being able to have everything in front of you and reference actions and emails is incredibly helpful during conversations.

JF:  I absolutely love our Communication Center.  For onboarding purposes, I use it to send multiple communications to new hires before their first day. Communications I send range from their initial Welcome or Congratulations e-mail to providing them with login information for our New Hire Onboarding Portal, where they can fill out paperwork in advance and learn more about the company.  It’s really a great tool, and since all messages can be saved as templates and shared, everyone with access to the system can use it!

JC: Great insight!  My last question is – what has been the strangest thing that’s ever happened to you with a candidate?  Any funny stories?

NT: Oh, I have so many funny stories.  I actually know of a client that emailed iCIMS and said that there was a bug in our software because a candidate profile in their system and the form the candidate filled out didn’t match.  So R&D went back and found out that that particular candidate had previously submitted a Background Check Release iForm, but had gone back later, changed their social security number and their name on their profile.  Once you submit that iForm, that information cannot be changed.  The sleuths here at iCIMS were able to go back and tell that client that this particular candidate was a liar.  And it turns out that that person had used their sister’s name and social security number to apply because they had a warrant out for their arrest!

JF:  At one of my previous companies, we were interviewing someone to be an overnight cleaning crew employee.  The Social Security verification process was manual at that time, so I had to call the Social Security Administration hotline and provide the information.  This particular candidate’s information did not agree and I had to inform him that he needed to contact the SSA and correct the situation before we could extend the employment offer.  When I explained the situation to the candidate, he responded by pulling out a stack of roughly 20 social security cards from his pocket,  tried to hand me a few, and said “Here, try these!”  Obviously, I did not, and told him we could not offer him employment.

Thank you, Jay and Nicole, for being open and candid about your approach to Human Resources, experiences throughout your career, and best practices regarding some of your tasks using an Applicant Tracking System. 

Note from the iBlog: Last week we focused on the importance of onboarding and some easy-to-implement techniques. Now let's get into details on how to further create a successful program.

This blog post is by Kyle Lagunas, an HR Analyst at Software Advice. On the surface, it's his job to contribute to the ongoing conversation on all things HR. Beyond that, he makes sure his audience is keeping up with important trends and hot topics in the industry. Focused on offering a fresh take on points of interest in his market, he's not your typical HR guy.

Organizations invest a lot in their people, and it's no surprise that they expect to see a return on their investments (ROI). But as business leaders look for the best ways to maximize the ROI of their workforce,  the onboarding process is often overlooked. For many, the onboarding experience is reduced to a mere checklist of tasks to be completed and forms to be submitted. The fact that such organizations fail to understand, though, is that an employees that experience a smoother onboarding process will be more connected to the organization, better trained and, thus, quicker to produce.

The key to making the case for future resource allocation lies in being able to illustrate the effectiveness of your onboarding process. Your decision-makers need to know their resources are being put to good use. With the right metrics at your disposal, you can deliver the information they're looking for.

Establish a Baseline for Measuring Onboarding ROI
Many HR departments struggle to establish a baseline for how their organization will assess ROI. Evaluating the value of an enhanced HR process is not always a straightforward process, but establishing a baseline is the first and most important step. Spending time with leadership and defining your standards for measuring ROI is invaluable.

When establishing your baseline to measure ROI, there are a few key concepts you should keep in mind:

• Onboarding should be consistent. All of your fancy data gathering will be for naught unless you can roll out a universal process for onboarding new hires.
• The onboarding process is more than a checklist. Though checklists are great for staying organized, your new hires’ success depends on your ability to get them connected to your organization and keep them connected beyond their first day.
• The onboarding process goes beyond the first week. Though the normal probationary period for new hires is 90 days, The Wynhurst Group reports 22 percent of staff turnover occurs in the first 45 days of employment.

How to Brave the Metrics Madness
After identifying what information will be most valuable, you can begin strategically tracking data. Keep in mind that some of the data you measure won’t be cold, hard facts that fit nicely into a spreadsheet. Don't let this frighten you! This is why you've established a baseline with leadership.

There are three areas you can focus on for information: performance, experience and effectiveness. In terms of scope, I'd suggest looking beyond your new hires. Measure the impact at various levels (team, department, organization). To view a a few ideas of what you can measure (as well as how frequently) click here and scroll down to the "Brave the Metrics Madness" chart.

For Maximum ROI, Take Engagement Beyond Onboarding
The best metrics should be forward-thinking analytics tools. According to Dr. John Sullivan at TLNT.com, “They tell you who’s going to win the Superbowl next year, not who won last year.” Furthermore, they should provide the information you need to win the Superbowl every year.

At the end of the day, your ROI is answering one question above all: What is the value of onboarding new employees more effectively? Here’s a hint: Take a look at your metrics and note improvements in employee performance, time to proficiency and increased retention. Once you can answer that question, move onto the next question: “How can we maximize the value of a better-onboarded employee?”

One way you can maximize this value is to keep the momentum going. Many organizations leverage the tools and technology found in talent management systems such as the iCIMS Talent Platform to better manage the process of engaging and motivating their employees. Beyond core talent management functionality, these systems also offer reporting analytics and dashboard elements that provide the information you need to support your ROI analysis.

This article can be found in its entirety on Kyle's blog at: http://blog.softwareadvice.com/articles/hr/onboarding-roi-metrics-for-measuring-the-true-value/

When I graduated from FIT, my aim was to find a job ASAP, and one with benefits. I quickly circulated my resume and strategically planned a cross-country getaway before I’d have to work for the rest of my life.

Since my cross-country adventure, a memory of eight years past this August, I’ve taken on a few roles, but most recently as a Product Manager at iCIMS. Focused on our Onboarding Solution, it’s impossible not to reflect on my personal experiences with onboarding programs. Of course some were good, some bad.  

From not receiving a computer until week two to sitting in three days of full orientation sessions, I’ve witnessed a broad scope of programs, some of which I fell victim of. I’m being sarcastic, but they were pretty bad. I’m a believer that you’ve got to pay attention to your new hires. You have to make sure they feel welcome and that they have the tools they need to be productive, so they are able to focus on getting integrated within their respective teams, without distraction. Sometimes it’s the simple things like knowing where the break rooms are, what the pay schedule is, what days are considered holidays, and that you understand what benefits are available and how you can take advantage of them. And at the top on my list, from personal experience, that the IT Team has set up your computer and the new recruit isn’t staring at a blank wall. Without access to all of these basics, it’s likely your new employee is wondering why they accepted the position in the first place.  

Why should your company, small or large, have an onboarding program for new hires? Because these are the people charged with delivering results for your business. You’ll want to treat them well and ensure they are ready to get going. With tons of paper work and coordinating between teams to ensure all the proper equipment and supplies are ready for day one, some organizations forget that there’s more to it then paper and equipment. There are people!  

For the amount of time spent finding a candidate that has both the right skill set and the right cultural fit, once they’ve accepted it’s only logical to ensure they have full access to learn more about the culture and community they are about to become a part of. From employee handbooks and philanthropic associations to leadership vision and scheduled employee events, it’s important to immerse new hires into the culture as quickly as possible.  

By leveraging technology, organizations can transition new recruits from candidates to employees fast, while simultaneously ensuring that new recruits are engaged. Teaming up your onboarding process with a technology solution can result in faster new hire productivity, enhanced HR productivity, increased retention rates, and improved employee engagement. Allow technology to centralize what your company has to offer and showcase your culture and community electronically with new hire onboarding portals. A signed offer letter is just the beginning – take that opportunity to shed a positive light on what your company is all about and serve as a brand ambassador. Remind them why your company is so great – it’s totally up to you! The more invested an employee is within the company culture, the more likely they will stay and be an effective contributor.

What does your organization do to engage employees during the onboarding process or first 90 days?  

...that 33.3% of verifiable information on resumes is lies?  That fun little fact I learned in my HR class is something I’ll remember for a while.  I’m sure if you’re a recruiter or hiring manager reading this, you may not be as surprised as I was upon learning this.  But it does make you think – how much experience do candidates actually have?

In this economic climate, obviously times are tough.  The job market is looking pretty brutal and I, for one, am scared out of my mind since I’m still an undergrad.  (Hence, why I am here gaining experience at iCIMS as an intern!)  I read in a recent article that “job losses in the current recession have been more severe than expected as employers hold off on hiring and federal stimulus spending takes months to work its way through the economy.”  With that being said, it’s no surprise that people are starting to pad up their resumes in hopes of finding some kind of job.  I’ve even read about people putting blocks of keywords in white font on resumes so that applicant tracking systems rate them higher.  In my opinion, that just bumps the percentage of lies up quite a bit.  By padding your resume, you’re putting false hope in the employer that you’re a qualified candidate.  It only sets you up for one thing – failure.  Of course there is always more to a recruiting and hiring process than reviewing the resume, but that is almost always one of the first steps.  How good do you look in person compared to how good you look on paper?

For the economic time being, recruiters and hiring managers have their work cut out for them.  With more and more job-seekers and fewer positions, the competition is greater and the pool of applicants is ever growing.  So, for all those recruiters and hiring managers out there – be extra weary of falsehoods on those resumes.  Your job may have just gotten harder.