EEOC’S CONTROVERSIAL EEO-1 CHANGE WOULD ROOT OUT PAY DISCRIMINATION

by Amanda Shelby | March 20th, 2016

Equality needs to be understood in every way possible.  From getting a fair shake at a job you are highly qualified to getting paid fairly amongst your peers that share the same job classification.   Equal pay for equal job in my opinion.  The only outlier to this is when you are paid a commission.  My belief is when in sales, you give yourself your raise every time you sell something.  But to that extent, not everyone is a sales person, are they? ~The Organic Recruiter

The EEOC’s proposed amendment to the EEO-1 would require employers with 100 or more employees to report pay data in addition to their workforce demographics.

The proposed revision to the EEO-1 would require employers with 100 or more employees to also report aggregate data on employees’ pay range and hours worked beginning with the 2017 EEO-1 report.

The EEOC has proposed using aggregate W-2 data in 12 pay bands for the 10 current EEO-1 job categories. “Employers will simply count and report the number of employees in each pay band. For example, a filer will report on the EEO-1 that it employs 3 African[-]American women as professionals in the highest pay band.” The EEOC believes this method for collecting and reporting pay data not only will be more likely than others to generate reliable data but also will be less burdensome for employers than other possible alternatives.

If this change sounds familiar, it’s because the EEOC’s proposed rule is similar to-and replaces-a rule proposed by the U.S. Department of Labor that would have required federal contractors to submit comparable pay information in their annual equal pay reports to the Office of Federal Contract Compliance Programs.

To “Assist the agency in identifying possible pay discrimination”; and To “Assist employers in promoting equal pay in their workplaces.”

Even an individual claim could be costly because it will require the employer to justify not only the employee’s pay but also the pay of all of her comparators.

If you anticipate that your company will be subject to the rule, consider asking your employment law counsel to review your pay practices and evaluate your risk before you’re forced to disclose your employees’ pay data next year.

EEOC, DOJ TAKE AIM AT NORTH CAROLINA’S ‘BATHROOM BILL’ FEDERAL LAW MAY TRUMP STATE LAW

By Allen Smith  5/5/2016

This is an article I find very interesting as it can set precedence in many ways.  I, by all means, cannot publicly take a stance on this as it is far more controversial of a road than I would like to go down.  However the precedence that can come out of it is whether transgender people have certain rights, if employers have rights, and if states have rights as the Federal Government may step in and make the decision for them.

At any rate, I am sharing this one as it is going to make a difference in your workplace regardless of the outcome.  From changes to hot topics to flared conversations.  I suggest you be prepared for whatever comes of it. ~The Organic Recruiter

Denying an employee access to a restroom that corresponds to the employee’s gender identity is sex discrimination in violation of Title VII of the Civil Rights Act of 1964, the Equal Employment Opportunity Commission (EEOC) stated in a May 2 fact sheet. “Contrary state law is not a defense under Title VII,” the commission noted, a veiled reference to North Carolina’s House Bill 2 (H.B. 2).

And on May 4, the Department of Justice (DOJ) was even blunter, writing to North Carolina Republican Governor Pat McCrory to inform him that H.B. 2 violates Title VII and Title IX. The letter asks the state to respond no later than May 9 about whether it will remedy these violations of the law.

“If North Carolina does not respond by May 9, 2016 affirming that it will not comply with HB 2, it could face losing federal funding—state public schools receive $861 million in federal funding,” said Todd Solomon, an attorney with McDermott Will and Emery in Chicago.

In addition, “The EEOC’s fact sheet has been issued in direct response to H.B. 2 and other anti-LGBT [lesbian, gay, bisexual and transgender] legislation, such as in Mississippi,” said Michelle Phillips, an attorney with Jackson Lewis in White Plains, N.Y.

North Carolina’s H.B. 2 provides that transgender individuals are permitted only to use bathrooms that correspond with the gender listed on their birth certificate, Solomon noted. The law affects North Carolina state government employers but does not cover private employers, he added.

Based on the language in the EEOC’s fact sheet, “an employer will have a very difficult, if not impossible, time trying to defend the imposition of restroom usage based on biological sex if a charge is filed with the EEOC on these grounds,” Phillips said.

“Transgender workers don’t stand alone, even when they are in the crosshairs of discrimination,” said Peter Renn, staff attorney with Lambda Legal, which advocates on behalf of LGBT individuals, in Los Angeles. “They have the support of the federal government behind them.”

Lambda Legal and the American Civil Liberties Union (ACLU), an organization that defends civil liberties, have filed a lawsuit challenging the legality of H.B. 2. The lawsuit has been filed on behalf of Joaquin Carcaño, a University of North Carolina (UNC) employee; Payton McGarry, a UNC-Greensboro student; Angela Gilmore, a North Carolina Central University law professor; Hunter Schafer, a student at University of North Carolina School of the Arts High School; and Beverly Newell and Kelly Trent, a married same-sex couple in Charlotte, N.C.

Unlawful Sex Discrimination

The fact sheet is intended to educate people that from the EEOC’s perspective, denying transgender individuals access to common restrooms is unlawful sex discrimination, said Elizabeth Gill, a senior staff attorney with the ACLU’s LGBT and HIV Project in San Francisco, a project that seeks equal expression and association for LGBT individuals.

The EEOC notes in its fact sheet that the commission held in Lusardi v. Dep’t of the Army last year that an employer:

  • Cannot condition a transgender employee’s right to equal access to a common restroom on the employee undergoing or providing proof of surgery or any other medical procedures.
  • Cannot avoid the requirement to provide equal access to a common restroom by restricting a transgender employee to a single-user restroom instead.

The EEOC fact sheet also observes that the 4th U.S. Circuit Court of Appeals reached a similar conclusion in a Title IX case last month. In that case (G. ex rel. Grimm v. Gloucester Cty. Sch. Bd.), the court deferred to the Department of Education’s position that Title IX’s prohibition against sex discrimination requires educational institutions to allow transgender students access to the restroom that is consistent with their gender identity.

“The fact that other employees may be confused, uncomfortable or anxious about the transgender employee’s use of the restroom is not a sufficient basis to prevent the transgender employee’s access to the restroom,” Phillips said. “The timing of the publication of the EEOC fact sheet is not an accident. The EEOC and other federal agencies have clearly signaled their intention to fight LGBT discrimination in the workplace.”

“With its recent lawsuits and fact sheets, the EEOC is reminding states that it can and will prosecute employers that discriminate on the basis of transgender status and sexual orientation,” Solomon said.

Follow Federal Law

“Ultimately, state employers in North Carolina are put in a difficult position where they must determine whether to follow state or federal regulation on this issue,” he remarked. After all, the EEOC’s position has not been extensively tested in the courts. But employers may not want to take the time and expense of fighting the EEOC on this.

Renn asserted that the EEOC’s announcement makes clear that H.B. 2 directly conflicts with, and violates, federal law, in the commission’s view. “Because federal law controls over contrary state authority, employers should follow the EEOC’s guidance for applying Title VII and not H.B. 2,” he said.

Allen Smith, J.D., is the manager of workplace law content for SHRM. Follow him @SHRMlegaleditor.

10 TIPS TO MANAGING INTERVIEW CANCELLATIONS AND NO SHOWS

by Katie Calhoun | February 16th 2016

Ever wonder why your candidates are cancelling or gosh darn it, no showing?  Don’t just blame them, let’s take some accountability and in return take action.  Below are some causes.  What kind of effects are you willing to create?  ~The Organic Recruiter

As the war for talent has once again heated up, candidates are no longer willing to wait long for interviews. Before you pull your hair out, take a moment to consider the candidate’s point of view. On the other hand, young candidates may be fearful and intimidated.

Why would you care if they don’t show up? You’ll just move on to the next person on your list, right? Whether experienced professionals or college grads, job candidates today are focused on one thing: finding the company that gives them the best feeling and makes getting hired easy.

It’s important to note that the best way to prevent cancellations and no shows is to truly invest time in building rapport with a candidate, selling the job opportunity to the candidate, and gaining a firm buy-in from them regarding their interest in working at the company.

By building rapport with a candidate, you can earn their trust, learn about their career goals and how those goals align with the current opportunity.

It’s equally as important to be able to articulate what the career path is in the company, so you can provide candidates with a bigger picture of where this current position might lead them.

Another thing that makes a difference is to truly understand what the candidate’s salary requirements are and how that relates to the position being offered.

If the candidate’s request is too far out of range, do they still want to interview for a job that offers less money? If so, it needs to be vetted with the candidate, otherwise you risk having them decide at the last minute that the pay cut won’t work.

Are they truly willing to relocate? How committed are they to that decision? Learn as much as you can about what are deal-breakers for candidates to ensure that only candidates who are truly willing to work the job, where it’s located, for the salary offered, are the ones who interview.In addition to that, here are 10 practical tips to help reduce candidate cancellations and no shows:

    1. Reduce interview lag time – Work with hiring managers to schedule interviews as soon as possible. Try not to go beyond two weeks. Don’t let someone else be faster than you.
    2. Coach hiring managers on the importance of not rescheduling interviews – Rescheduling gives candidates the impression that their time is not valued. They will interview where they are clearly wanted.
    3. Set expectations up front with candidates – Find out if they are interviewing elsewhere. Open a dialogue to gauge their true interest level in your company and what factors they weigh as priorities when considering and accepting offers. Ask them to notify you if they need to cancel or withdraw from consideration and provide contact information to do so.
    4. Provide flexible, upcoming interviewing schedules – The best candidates receive many interview offers and often have tight schedules to work around. How can you make the process easier? Can you interview over Skype? Phone? Offer after-hours or weekends? Offer flexible, pre-determined interview options to get on their calendar right away.
    5. Keep communicating with candidates – Schedule an email or text message campaign so that candidates hear from your company with interesting information every few days before the interview. Also, provide candidates with answers to questions, interview prep, what to expect at the interview, etc. And reinforce why your culture is a great place to spend their careers.
    6. Confirm interviews more than once – Email and phone candidates to confirm their intention to attend the interview. But don’t just confirm. Welcome them as you would a guest. Let them know how much you appreciate their time and interest.
    7. Text candidates – Millennials especially communicate by text message. This is an effective way to confirm and also to solicit feedback if they do not show.
    8. Build a stronger bench – If you normally present three candidates and find that you are experiencing a high rate of cancellations or no-shows, consider presenting five candidates to make up for it.
    9. Find out why candidates are dropping out – It may be hard to do, but if you can survey those who cancelled or failed to show, you’ll gain valuable insight into what factors are playing into this phenomenon. Was a recruiter rude? Did the timing just not work? Were they treated better somewhere else? Did they feel unprepared? Ask questions and report on it on a regular basis.
  • See the silver lining – Ultimately, candidates who fail to show or call may not be the most considerate or dependable employees. Be thankful that their behavior showed up early and prevented you from a potential bad hire.

THE 10 BEST INTERVIEW QUESTIONS TO ASK

by Dona DeZube, President at DeZube Publications Corp.

No one wants to be told they sound like a broken record, so I won’t say that to you. I will however share with you why these questions will streamline your interview process and allow the best to be identified faster.  Remember, your candidates have been to this rodeo before.

If you are new to recruiter or a recruitment Jedi, I am here to tell you there is no perfect way to interview, but asking the wrong questions make your Time-to-Fill longer and you frustrate the hiring managers with not-so-good candidates.  My hope is you can pepper in a few, if not all, of these questions in your game. ~The Organic Recruiter

The best interview questions tell you about the person behind the resume, revealing the job candidate’s personality, strengths, weaknesses, knowledge, skills and abilities. The best interview questions also benefit job seekers by giving them an opportunity to speak to details that don’t fit on a resume.

While a savvy interviewer always includes questions tailored to the position, our list of the 10 best questions works across a variety of industries and job descriptions:

  1. From everything you’ve learned about this role, me and our company, tell me how you feel you’d make a contribution.

This interview question sorts people into two categories: contenders and also-rans.

  1. Why should we hire you?

This sets them apart from the intense competition in today’s job market.

Faced with a big stack of resumes telling a similar story, this question helps you determine the best candidate.

An interviewee who does a great job explaining how her unique experience, education, industry credentials, and personal interests will power your business will do the same thing for your company once hired. 

If you could start your career over again, what would you do differently?

Asking a candidate to explain the major decisions he has made, highlighting the positive and negative, reveals the person’s ability to make calculated decisions based on past professional and personal experiences.

It also lets candidates share their vision for the future and their ambitions.

  1. When I contact your last supervisor and ask which area of your work needs the most improvement, what will I learn?

“No amount of finesse will influence this answer because when the supervisor is brought into the conversation, the candidate knows the truth will come out anyway. Essentially, it’s the same question as ‘what is your biggest weakness,’ phrased in an unexpected way.”

  1. Describe the best boss you ever reported to.

This is a great interview question because it tells you about past relationships.

 Tell me about what motivates you. 

If what drives the interviewee matches the position and your corporate culture, you have a winner.

  1. What frustrates you?

When the candidate then talks about past frustrations, he reveals details about his personality, diplomacy skills and ability to work on teams.

  1. Tell me about the toughest negotiation you’ve ever been in.

The best negotiators answer this question by laying out both sides of the problem and then explaining how they aligned the issues or followed a process to a mutually-agreeable solution.

  1. How do you involve your staff when an important company strategy decision needed to be made? 

The candidate’s answer tells you whether a manager is secure enough to involve others in strategic decision-making, says Jayne Mattson, senior vice president, Keystone Associates, Boston, a career management firm.

  1. Where do you see yourself in five years?

With this question, it’s not what the candidate says but how she says it that’s important, says Joey V. Price, CEO of Jumpstart HR, a managed HR services firm in Washington, D.C.

“If you see someone’s eyes light up at the thought of the future, then you can tell this is a very ambitious person who knows where they want to go and will do everything in their power to help ensure your organization gets them there.”

For the complete article – http://bit.ly/10bestInterviewquestions

A BIG MISTAKE MANY HIRING MANAGERS MAKE IN INTERVIEWS

By by Christian Schappel | March 30th, 2016

From my days in IT staffing to being your TA consultant today, I have always been both conflicted and even a bit annoyed with this topic.  Recruiters fight tooth and nail to get the “perfect” candidate in front of the hiring manager, only to get shot down immediately for punctuation, pepper in their teeth or whatever nonsensical reason.  “He didn’t work at ABC company” or “she doesn’t know our exact systems”. Of course she doesn’t…she’s never worked for you. Let’s interview better because the recruiters sure are helping you Find Better!  ~The Organic Recruiter

Research shows many of those involved in the hiring process are making a critical mistake when they meet with job candidates for the first time. What is it? Relying too heavily on first impressions. Chances are, some people in your organization are big believers in the sentiment: “There’s nothing like a good first impression.”

The problem is, a University of Toledo study found that first impressions may do more harm than good.

The study revealed that judgments of an applicant within the first 10 seconds of an interview can predict its outcome — and judgments that quick don’t lead to balanced assessments.

What can happen is interviewers can spend the rest of the interview looking for indicators that confirm their initial judgments about the applicant, as opposed to really assessing their abilities, the study found. So essentially, interviewers may have their minds made up about a candidate before an interview has barely begun, thanks to a series of pre-formed biases.

A better approach

Thankfully, there are ways to fight back against this natural inclination to prove your first impression of someone is correct.

Laszlo Bock, Google’s senior vice president of people operations, shared how he fights back against quick judgments in the hiring process in an article he penned recently for Wired.

In the article, entitled “Here’s Google’s Secret to Hiring the Best People,” Bock said he includes people from these two groups in interviews:

  • It’s common for candidates to meet with their potential boss, but why not also get the opinions of the people who will be working beneath them? After all, they’ve got to live with whoever you hire on a daily basis. Inviting one or two subordinates into the interview will help the company get an added, valuable perspective on the applicant.
  • “Cross-functional” workers.These employees have nothing to do with the department you’re hiring for, but they’ll still be interested in hiring high-quality candidates. And the viewpoint of someone from a different department, who’ll be less focused on dissecting the candidate’s technical abilities, can be valuable.