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General
What is The Human Resource Department?
We are a human resource (HR) projects, consulting and temporary staffing firm providing solutions delivered through a cost-effective and flexible model. Our approach allows our clients to continue to focus on their core business functions while we partner with them to deliver the best practices in human capital.
What's your target client market and what kinds of human resource projects do you work on?
Serving small and mid-market clients in the profit and non-profit sectors, our consulting services span a variety of functional areas, including employee
handbooks, affirmative action plans, talent and performance management and compensation.
Our clients—from small organizations to Fortune 500 companies—rely on our staffing services to identify the right talent to meet short and long term needs. We provide all levels of HR candidates for interim or direct placement opportunities, as well as professional-level third party payrolling services.
How do you charge clients?
Our consulting clients are billed at an hourly rate or on
a project basis. Temporary employees are billed to the client based on an hourly rate.
If you place a temporary employee at my office, am I now their employer?
The temporary employee is our employee. We take care of any federal, state, or local income taxes, payroll taxes of any kind, or other welfare or retirement benefits, if any, for which THRD's employees may be eligible.
What company's human resource department are you?
We are an independent human resource (HR) projects, consulting and temporary staffing firm, separate from any other employer or government agency. Our name is indicative of our steadfast devotion to the area of human resources.
In what areas of the country do you provide your services?
The majority of our client relationships are in Northeast Ohio, but we also have many clients nationwide for our consulting services. To really know and understand the talent pool, we focus our staffing services in Ohio and Pennsylvania.
I am an employee having a problem with my employer. Can you help?
There are local, state and Federal agencies which may be able to help. Our focus is on helping clients make good decisions to retain employees.
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Compensation
What is the difference between the median and the average?
The median is the middle number in a set of numbers when ranked from highest to lowest. If the set of numbers contains an even number of items, the median is calculated by averaging the two middle numbers.
The average is the simple arithmetic mean. It is calculated by adding a set of numbers and then dividing the total by the number of items in the set.
When looking at survey data, which should I use - the median or the average?
While it's useful to view both numbers, the median is typically the better number to use. Because it is calculated by looking at the middle number in an array of numbers, it reduces the impact of numbers of that are extremely high or extremely low, which we also refer to as "outliers."
If the average pay for a position based on survey data is significantly different from the median pay, you can interpret that there were some organizations whose incumbents were paid considerably higher or considerably lower, and that data skewed the overall number.
What is a salary range spread?
The range spread is the distance between the salary grade minimum and the salary grade maximum. You can determine the range spread or range width by subtracting the minimum from the maximum and dividing the result by the minimum.
What is broadbanding, and how does it differ from a more traditional salary structure?
While there is no exact range spread that designates a broadband, a broadband pay structure groups a large number of salary grades together. While more traditional salary range spreads are 30% to 60%, a broad band, for example, may have a range spread of 200%.
Broadbanding can work well when an organization has a competency-based pay structure, and wants to allow managers the latitude to make pay decisions that are focused on the individual, versus the job. It can promote career development in a lateral sense, and therefore "reward" high performing employees.
However, broadbanding is not necessarily the best approach for an organization that doesn't fully understand its implications: without proper management, employees may end up near the top of the band, and pay can far exceed the market. Because the bands are so broad, this approach does not offer the same level of cost control in a traditional, more narrow salary structure, with more precise control points.
What is the definition of the midpoint in a salary structure?
The midpoint is the salary that is halfway or midway between the minimum of the structure and the maximum of the structure. Some organizations refer to it as a control point. It is also the number that is most frequently used to determine the incumbent's compa-ratio (see below).
What is a compa-ratio and how do I calculate it?
The compa-ratio is the ratio of an actual pay rate to the midpoint of the corresponding pay grade or to market rate. It is calculated by dividing the actual pay rate by the midpoint or market rate.
For example, the compa-ratio of a salary of $50,000 in a pay grade with a midpoint of $55,000 would be 0.9 (or, 90% of the midpoint).
| CR = |
Pay Rate
Range Midpoint |
Why are compa-ratios important?
At the most basic level, a compa-ratio indicates where an employee falls in his or her pay grade, and this is crucial in managing pay within your organization.
Compa-ratios can be calculated by job group, department, location, or the entire organization. They can also be calculated for other groups (for example, by gender, tenure in position, performance rating, etc.). They can be very useful for assessing the overall competitiveness of pay to the labor market, as well as indicating potential pay equity issues within employee groups.
What is the difference between a compa-ratio and range penetration?
The compa-ratio expresses a job holder's rate of pay in reference to the midpoint of the pay/salary grade.
Range penetration (or salary range percentile) expresses the job holder's rate of pay in reference to the entire pay/salary grade. It's calculated by subtracting the range minimum from the employee's salary, and dividing the result by the difference between the range maximum and the range minimum.
For example, assume that your employee's salary is $50,000.
Assume the Salary Range is:
| Minimum |
Midpoint |
Maximum |
| $44,000 |
$55,000 |
$66,000 |
The formula for Range Penetration ("RP") is:
| RP= |
Salary - Range Minimum
Range Maximum - Range Minimum |
In this example:
$50,000 - $44,000
$66,000 - $44,000 |
= 0.27 (or 27%) |
Range penetration or salary range percentile can be useful if your organization uses portions of the pay range as "targets" or control points.
What are some of the different types of salary surveys?
Traditional, published salary surveys are conducted by independent organizations. The resulting survey data may be available for purchase by organizations who have participated as well as those who have not. These are typically the best primary choice for market data.
Affinity Group or Industry Association surveys are conducted by a particular group (for example, a library association). By nature, they are typically limited in scope to positions specific to that industry.
Public surveys are conducted by the Department of Labor, state governments, or chambers of commerce. Due to the length of time involved in obtaining and synthesizing the data, the results may not be current by the time they are available.
Survey aggregators do just that - they aggregate or combine data from multiple sources. Based upon the method of obtaining data, as well as the methodology used for analysis, it is possible that job holders and organizations are represented more than once in a data set. Typically, survey aggregators will not provide the level of detail available from traditional, published surveys.
Of course, custom surveys - commissioned to obtain data on a specific peer group - are also possible, but are time and labor intensive.
What is the difference between the cost of living and the cost of labor?
Cost of living reflects the price of goods and services required to maintain an "average" level or standard of living. When companies provide a Cost of Living Adjustment (COLA), it is based on inflation from the Consumer Price Index (CPI).
Cost of labor reflects the wages paid to workers.
If I'm looking for salary data for a particular job, how closely do the job duties need to fit the survey benchmark for it to be considered a "match"?
Rules of Thumb
- The match is based upon the nature of the job - not the person performing the job.
- A job is considered a "match" if it is approximately a 70% "fit" with the benchmark summary. Focus on matching based on the purpose of the job and its primary functions.
- Interpret educational or experience requirements as guidance only.
- When in doubt between two "levels" of jobs, select the lower level.
- If there is no clear fit, do not "force" a match!
What is the difference between a bonus and an incentive?
Although the terms are sometimes used interchangeably, at the most basic level, a bonus is a reward tied to good performance. The connection between the two may not be clarified beforehand. An incentive is based on achievement of a specific, measurable outcome that has been predetermined and communicated at the outset of the performance period. Both are forms of variable pay (in that they are not guaranteed).
What is the difference between a discretionary award and a non-discretionary award?
A discretionary award is just that: at the "discretion" of the employer providing it. There are no predetermined or communicated guidelines regarding how it will be awarded or allocated. A non-discretionary award is based on meeting or exceeding specific conditions or standards for performance or productivity at the organizational level, individual level, or both.
What have been the trends in salary structure adjustment over the past few years, and what is anticipated?
Salary structure adjustments are important for maintaining competitive levels of pay with the external labor market.
While sources vary slightly, structure adjustments in the U.S. overall increased from about 2.4% in 2004 to about 2.8% in 2008. They declined over the next couple of years, averaging about 1.7% in 2010. Projected structure movement for 2011 is 2.0%. (Source: McGladrey)
Bear in mind that the different regions of the country and different industry sectors reported slightly different results. Historically, structure adjustments have been 60%-70% of projected salary increase budgets.
What have been the trends in salary increases over the past few years, and what is anticipated?
Salary increases have continued to decline. While increase budgets of 5% weren't uncommon in the 1990's, the trend has shown a decline in the increase budget for base pay, but an upswing in the variable pay as a percent of base salary. Overall, median increase budgets for 2010 came in at 2.7%, and are projected to be close to 3.0% for 2011. It is not uncommon, however, for the actual median increase budgets to be lower than the projected budget.
Is there a difference between a salary structure adjustment and the salary increase pool?
Yes. Adjusting a salary structure and establishing a salary increase budget serve two different purposes.
A salary structure adjustment is made in an effort to maintain competitive salary ranges. Since it may be both impractical and cost prohibitive to benchmark jobs annually, this approach short cuts that process.
The salary increase pool is based on additional factors, including the organization's compensation and talent management strategies, what the organization can afford to do based in part on business performance, and wanting to remain competitive within a particular market. Increase pools may vary based on industry sector, geography and profit status.
What are some of the approaches used to determine the value of a job?
There are several approaches, and many organizations may use more than one of these to determine pay rates. For example, an organization may primarily rely on market pricing, but may use a job comparison approach for jobs which are unique and for which benchmark data isn't available.
Market pricing is an externally-based approach, while whole job comparison, paired job comparison and point factor methods are internally-oriented approaches (meaning that the outcome is not tied to the external labor market). In other words, market pricing is more objective (assuming that the jobs are matched correctly to benchmarks and that the proper comparables are used). Whole job comparison, paired job comparison and point factor approaches are more subjective, even though the processes used for the comparisons are systematic.
Market Pricing - Determines the worth of the job based on comparable "benchmark" jobs in the external labor market. Data is obtained through salary surveys or other methods of collecting pay data.
Whole Job Comparison - This approach analyzes the entire job to determine its relative value to other jobs. Job ranking - where jobs are ranked from high to low - is an example of a whole job comparison.
Paired Job Comparison - This approach compares each job to every other job. The job in each pair that is determined to be more valuable is noted. The final score for a job is the total number of times that that job was noted as being the more valuable job in the paired comparison.
Point Factor Method - This method evaluates and determines the value of a job through a process of assigning and then scoring compensable factors (such as education, experience, responsibility, physical demands and working conditions).
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Compliance
Who is required to have an Affirmative Action Plan (AAP)?
Non-construction, non-governmental employers with 50 or more employees and $50,000 or more in federal contracts or subcontracts are required to prepare and maintain a formal written AAP. An individual AAP is also required for each establishment with 50 or more employees.
What is the VETS-100? Who needs to file this report and when?
The VETS-100 is a government-required report that compiles data on the employment of veterans with companies who contract with the federal government. There are four categories of veterans: veterans of the Vietnam era, special disabled veterans, other protected veterans and recently separated veterans.
The VETS-100 must be completed annually and filed between August 1st and September 30th. It must be filed if a federal contractor or subcontractor entered into a federal contract of $25,000 or more prior to December 1, 2003.
What is the VETS-100A? How does it differ from the VETS-100?
Like the VETS-100, the VETS-100A applies to government contractors. The VETS-100A is a result of updated reporting requirements outlined in an amendment of the Vietnam Era Veterans' Readjustment Assistance Act of 1974 (VEVRAA). Under the updated requirements, a VETS-100A report is required of all federal contractors or subcontractors who entered into, or modified a previously existing federal contract on or after December 1, 2003 of $100,000 or more.
There are two key differences between the VETS-100A and the VETS-100.
| 1. |
The categories of veterans in the VETS-100A were updated to: disabled Veterans, other protected Veterans, Armed Forces service medal Veterans and recently separated Veterans. |
| 2. |
VEVRAA amended the job categories in the VETS-100A to make them consistent with EEO-1 Reports. |
Who has to file the VETS-100 and who has to file the VETS-100A? Who has to file both?
If a contract with the Federal Government was entered into BEFORE December 1, 2003 in the amount of $25,000 or more, the VETS-100 must be filed.
If a contract with the Federal Government was entered into or modified on or AFTER December 1, 2003 in the amount of $100,000 or more, the VETS-100A must be filed.
If you have a contract with the Federal Government of $25,000 or more that was entered into prior to December 1, 2003 AND a contract with them of $100,000 or more that was entered into or modified on, or after, December 1, 2003 you must file BOTH the VETS-100 and the VETS-100A.
What are protected classes? What does this mean?
A protected class is a group sharing common characteristics and protected from discrimination and harassment on the basis of that characteristic. Title VII of the Civil Rights Act of 1964 defines the protected classes as race, color, ethnicity, religion and national origin. Since then, creed has also become a protected class. Other laws that have been passed since such as the Americans with Disabilities Act (ADA) have made disabilities a protected class, and the Age Discrimination in Employment Act (ADEA) protects workers over the age of 40. Some states have even stricter laws. For example, Minnesota makes sexual orientation and marital status (among others) protected classes.
Can an employee demand prayer time as a religious accommodation?
Prayer time is required to be given as an accommodation so long as it does not create an undue hardship on the employer. An undue hardship would be something that would cause a significant expense or disruption in operation for the employer.
From the EEOC Website:
"if an employee has requested a schedule change to accommodate daily prayers, the employer may need to ask for information about the religious observance, such as time and duration of the daily prayers, in order to determine whether accommodation can be granted without posing an undue hardship on the operation of the employer's business. Moreover, even if the employer does not grant the employee's preferred accommodation, but instead provides an alternative accommodation, the employee must cooperate by attempting to meet his religious needs through the employer's proposed accommodation if possible."
http://www.eeoc.gov/policy/docs/qanda_religion.html
Can an employer forbid body jewelry or body art?
Yes. Body art and jewelry are typically not protected characteristics. For example, employers will want to project a positive image of their company and employees – especially in jobs where an employee has a direct interaction with customers and clients. Employers are legally allowed to have dress codes and standards of appearance.
However, there are exceptions to this. These exceptions will occur with regard to wearing of jewelry in accordance with religious practices. The EEOC prohibits over-reliance on the broad category of "image" and "relying on customer religious bias." Jewelry and body art consistent with such a religious practice is considered a reasonable accommodation.
http://www.eeoc.gov/policy/docs/qanda_religion.html
As with other religious accommodations, employees may need to establish a need for such an accommodation.
Can employers discriminate against smokers?
Under federal law, there is no law permitting or prohibiting this practice. Several states have laws protecting the rights of smokers and making discrimination on such basis illegal, so employers should check their state and local laws. In those states where smoking rights are not protected, employers can even refuse to hire smokers.
In most cases, even in many of the states where such discrimination is prohibited, employers CAN charge a higher rate for health insurance to smokers due to increased costs and health risks associated with smoking.
Can employees discuss their wages among one another?
Yes. Discussion of pay is a protected activity under the National Labor Relations Act (NLRA). The National Labor Relations Board (NLRB) has upheld this right. Since wages are part of terms and conditions of employment, interfering with employees' rights to discuss their wages may be seen as an interference with their attempts at unionization.
Section 7 of the NLRA guarantees employees the right to self-organization and concerted activity, which includes the right to attempt to obtain better wages, hours and terms and conditions of employment. Section 8 makes it an unfair labor practice (ULP) for an employer to interfere with the employees' exercise of these rights.
http://www.nlrb.gov/national-labor-relations-act
While employees are free to disclose their own wages to others, they cannot disclose the wages of other employees. For example, if Jim tells Mark his wages, Mark cannot reveal Jim's wages to Jennifer.
Can employers have a policy forbidding employees from working a second job?
As long as this is a consistent and non-discriminatory policy there is nothing under Federal Law prohibiting such a policy. And under the concept of employment-at-will an employer can terminate an employee at any time for any reason, and the employee, likewise, can terminate his or her employment in the same way
Any employer has the right to expect that a second job will not affect an employee's performance. Also, employers have a right to expect that proprietary information will not be released to a competitor. These are the two main concerns an employer would likely have with regard to an employee holding a second job. A better policy for an employer to have would be to permit a second job as long as it does not affect the performance of their job and presents no conflict of interest.
Are employers required to have job descriptions?
Employers are not legally required to have job descriptions.
What are the advantages of having job descriptions?
There are many advantages to having descriptions.
One major area where job descriptions are helpful is in ADA cases. Since written job descriptions prepared before interviewing candidates for a position establish the essential functions of a job, they can be used as support for a decision to not select a certain candidate if an ADA claim arises. It is advisable that job descriptions address the functions and expected results rather than the way a function should be performed.
Job descriptions are also useful when planning, managing and evaluating performance. A solid job description can become a critical component of the recruitment, career development and performance management process, as it clarifies the job functions, primary duties and the knowledge, skills and abilities required to succeed in the position.
Are employers required to have a performance evaluation system?
No. There is no legal requirement.
What are the advantages of a performance evaluation system?
A structured performance evaluation system provides an opportunity for more than just assessment of an employee's work. It also provides a formal mechanism for clarifying expectations, goal setting, monitoring progress against goals, providing feedback, establishing career-related and developmental goals, and creating a linkage between performance and rewards. A true performance evaluation or performance management process isn't an annual event, but an ongoing process. Performance documentation can also be useful in supporting pay decisions, promotions and disciplinary actions.
Can employers establish a policy forbidding workplace romance?
Legally, yes.
The Supreme Court has declared that "the right of intimate association includes a right of consenting adults to engage in private sexual activity" and supported this finding with the Due Process Clause of the Fourteenth Amendment. But since Constitutional protections, with regard to employment law, are only available to government employees, this generally applies only to government entities.
However, some states take a broader view. The California Supreme Court has interpreted their Constitution to protect their residents against invasions of privacy and have found that the right to engage in a workplace romance falls under such protection.
http://www.gallo-law.com/media/articles/02mcle.pdf
Employers, however, often implement policies prohibiting workplace relationships for the following reasons:
- A relationship between supervisor and a subordinate could create the concern for a sexual harassment suit.
- A co-worker relationship may have the potential of creating a hostile work environment for other employees who are subject to behavior between the participants which they let spill over into the workplace.
- Co-worker relationships which do not work out have the potential for affecting work performance.
Do employees have a right to see their personnel file?
This depends on state law. Federally, there is no law requiring it.
In the State of Ohio, there is no law requiring that employers give their employees access to these files unless they are public sector government employees.
The Ohio Revised Code (ORC) does however require all employers to grant employees access to medical records (ORC 4113.23) and to their own wage and hour records (ORC 4111.14).
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Staffing
What is the appropriate HR-to-employee ratio?
Typically, a ratio of 1.00 (1 per 100 employees) for large employers is the standard benchmark. A more strategic alignment with business strategy could indicate variances specific to organizational goals. Other factors, such as industry type, influence appropriate ratios.
Is a Contract Recruiter different from a Temporary Recruiter?
The term "contract recruiter" refers to an interim resource dedicated to hiring employees and acting on behalf of your organization during peak recruiting periods. These individuals are temporary support professionals that are typically payrolled through an outside staffing organization for quick start-up. The term contract implies that they are there to support short-term, high-volume needs and are not subject to a binding contract obligation.
What is the difference between a temporary employee and an independent contractor?
The IRS distinguishes between an independent contractor and an employee. Basically, an independent contractor is an independent business person who runs his or her own business but who does work for another business. An employee is hired by a company to perform specific work at the direction of the employer for a temporary or long-term period of time.
The distinction between employees and independent contractors is important, because an employer must deduct Social Security/Medicare taxes from employees and must pay an equivalent amount to the Social Security Administration. If an individual is working as an independent contractor, the "employer" does not make Social Security/Medicare deductions, and the independent contractor must pay his or her own "self-employment taxes" along with income tax on earnings.
To help distinguish between employees and independent contractors, the IRS has set up general criteria.
See the IRS website for more details on this subject.
How do I handle an unexpected resignation?
The reasons are endless for an employee resignation. Each employee resignation poses the employer with a series of questions. How do you announce the employee's resignation? Who needs to know what about the employee's resignation? When do you tell your employees about the employee's resignation?
An employee has just resigned. The norm is that the employee tells you verbally that he or she is resigning from your company. You should ask the resigning employee for a resignation letter in writing with their final date of employment stated. This can help you to dispute unemployment claims and other charges of impropriety.
An employee resignation always causes some disruption in the workflow, however, if the employee resigning is valued and you decide to let him or her work their final two weeks, they can do a lot to make the transition successful. This assumes that you have assessed that the individual will remain a positive contributor until their final day.
To notify other employees about an employee's resignation, start by telling the employee's own department about the employee resignation. Perhaps call a quick meeting and inform the other employees that the employee's last day is in two weeks. Tell them that you will appreciate their help to pick up any loose ends and inform them to whom the various responsibilities have been assigned.
Your other employees will also want to know the timeline for replacement of the departing employee. Generally, good employees are quite willing to perform extra work or work longer hours to fill in, but they appreciate knowing the time frame during which this will be expected.
Should I consider a counter offer to an exiting employee?
Counter offers may seem rationale, especially for difficult to fill positions. Although, in most situations, in the employee's mind, they have already moved on.
In a survey done by The Wall Street Journal, over 50 percent of individuals receiving counter-offers after turning in their resignations accepted them. Within eighteen months, 93 percent of those accepting counter offers had left, some voluntarily and some fired. All of the remaining 7 percent were actively seeking new employment. All in all, the reasons the employee had for searching for new employment in the first place do not go away just because they received more money or a promotion.
Many companies have policies against making counter offers. For the minority that does make counter offers, the criteria is dependent upon the employee's contribution to the company, the value of the employee, the skills of the employee, the position, and the employee's previous performance.
What are the key factors to look for in an applicant tracking system (ATS)?
Determining the best applicant tracking system for your organization is based on your individual needs, budget and recruiting resources. To be successful, professional recruiters and staffing agencies need to find, manage, sort and leverage information quickly and effectively. Whether its sorting through applicants, scoring candidates or researching prospects, it's imperative to find the best applicant tracking system for you firm's needs. To effectively determine which system is best for you, you first need to determine your requirements.
Step 1: Identify your requirements - Every recruiter is different. Are you filling full-time or part-time needs? Temporary or career? White collar or blue collar? A headhunter who places C-level executives will have different needs than a firm looking to fill entry-level programming or engineering positions. How essential is speed of searching through candidates in your system? What about resume parsing? What about tying in web 2.0 tools and social media? Do you want something web-based or on your desktop? What about cost? Are you required to track applicants for an Affirmative Action Plan (AAP)?
Step 2: Weight your requirements - This is fairly straightforward. Don't just make a pros and cons list, but weight requirements accordingly. Figure out what you can compromise on if needed, and what are your non-negotiables. The best applicant tracking system for you will be the one that best fits your key needs.
Step 3: Seek Other Input - Look for ratings, reviews, testimonials, etc. Take a demo. Don't just look at the features, but also get a feel for the vendor's service levels, update frequencies, etc.
What are some techniques for supporting diversity recruitment?
The purpose of effective recruiting is to attract strong candidates who are prepared both to meet the organization's strategic goals and priorities and to work in the environment. Suggestions for effective diversity recruitment techniques include:
- Ensure that recruiters and selection officials work closely with human resources and EEO/civil rights/special emphasis staff during the recruiting process. Maintaining close relationships with the experts will facilitate a smooth and easy recruiting process.
- Know the competition and their recruiting needs. Issuing one vacancy announcement is no longer an effective method of finding candidates. Learn where the candidates go to find jobs and information about finding jobs -- make sure the agency's message can be found. Consider using a variety of common job search locations, such as:
- college placement centers,
- minority student associations,
- college organizations of students with disabilities,
- high schools,
- Internet websites and social media,
- newspapers and magazines,
- community newsletters,
- radio announcements,
- community centers,
- professional organizations,
- minority organizations,
- libraries, and
- grocery stores.
In addition, employees can provide recommendations regarding good sources of diverse candidates (their alma maters, professional organizations, etc.).
- Candidates must feel there is a match between their personal goals and the company's goals. To create and foster a positive image, state the company's mission and goals clearly and include an inspiring vision.
- When developing a recruitment plan, consider campus visits, job fairs, brochures, displays, and website use.
- Design a long-term recruitment plan with input from managers, supervisors, and employees, as well as from specialists in the areas of human resources management and EEO/civil rights/special emphasis. Be creative.
- Develop and maintain long-term partnerships with academia and professional associations for the purpose of recruiting high-quality candidates. The goal of partnering is to start the recruitment process ahead of the actual recruitment schedule. Relationships with these sources, which are often best formalized through formal agreements, can afford both sides opportunities for increased awareness and opportunities.
- Work closely with minority academic institutions, school systems with significant minority representation, and minority-serving organizations.
- Make sure vacancy announcements provide a realistic preview of the jobs and that they highlight points of interest. Think about what would make an exceptional person want to work for the company.
- Select a diverse group of recruiters that includes representatives from program areas as well as staff areas such as human resources and EEO/civil rights/special emphasis. They should have the ability to deliver the recruiting message effectively. This is an essential step in achieving quality results in recruiting for diversity.
- Ensure that senior managers are directly involved in planning and conducting recruitment activities.
- Design a training program for recruiters that includes information about internal hiring procedures, personnel flexibilities, effective interview techniques, affirmative employment goals, and appropriate questions and behavior.
- Follow up with candidates. Send follow up letters or make phone calls to candidates who were identified. It is important to make sure that candidates have access to someone knowledgeable after the recruiting contact is over.
What is third-party payrolling?
Third party payrolling services are an effective solution for contract resources used by a company. An outside firm can act as the Employer of Record or as the Agency of Record when a company may not want to pay contractors directly, but instead use 1099 payrolling services. The outside agency serves as the employer of record for all federal and state tax regulations and insurance obligations.
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