Using Social Media to Get Beyond the Online Application

Applying on-line is the first step of a lengthy recruitment process to join another organization. Social media can help advance your candidacy.

After identifying the position that is right for you on-line through either a job board or a company web site, you sit back and wait for a response. For most applicants, you wait and wait and wait. This is due to the vast number of qualified applicants for most postings.

In one instance, a large company recently posted a trademark lawyer position exclusively on their web site. They received roughly 400 applicants, nearly all of whom were lawyers. More importantly for them, about 200 applicants had some trade mark law experience.

Trademark lawyers are a fairly specialized area of a field that has many "barriers of entry". As compared to many other fields, they would have a smaller pool of qualified applicants. For example, a posting of someone with 5 years experience for a salesperson, IT professional with SAP experience, external PR expertise, financial analyst, etc. in the same manner would generate considerably more qualified applicants. Thus, simply applying on-line is not enough to get your resume reviewed and secure a phone screen.

There are three actions to move from the total applicant pool to the "small pile" of applicants that get a phone screen. Social media is a core element.

First, establish an objective of advancing your candidacy beyond the pool of total applicants. This step enables the candidate to realize that applying on line is the first of many steps in the process.

Second, use all resources to identify potential network contacts that currently or recently worked at the organization. The goal is to connect with someone inside the organization and have them reinforce your efforts from the inside. Specifically, you want them to inform the hiring manager or department of your candidacy with an encouragement to review your application.

Third, social media can be an effective tool to identify people at an organization. Ideally, you'd like to begin with a network contact, someone you know or through someone who knows you. This will increase the likelihood of them helping you. A few sites that are helpful here are: linked in, Facebook, My Space and Twitter. Each environment enables you to speak to a wide range of people you have a relationship with about your very specific need-someone who works at XYZ inc.

Each site has its own norms around inquiring about information from others on the site. Be considerate of the guidelines, but tenacious in your efforts. The benefits of finding an inside contact are substantial.

Once you've identified a person or two at the firm, provide them with the tools and rationale to get your candidacy to the "right" persons. These actions increase the likelihood that your application/resume will be reviewed. Based on the strength of your application, you will advance to the next stage of the process.

By Dwain Celistan

CareerAccelerationCoach.com

Dwain Celistan is an executive recruiter, coach and author. His latest book is "You're Hired" Actions to Get and Keep the Job of Your Dreams. He can be reached at 630-455-0172 or dwain@reinvent2achieve.com. Check his web site for FREE information on job search http://www.CoachDwain.com

Article Source: http://EzineArticles.com/?expert=Dwain_Celistan

Helping Employees Through The Economic Downturn

As we all know by know by now, our country is in crisis. Our economy is at its worst since the 1980's. Job losses have hit a record high and unemployment rates are soaring. The national average is 9.4%; here in Florida, we are at 10.2% and it seems as if it is not getting better. People who are out of work are fearful, anxious and demoralized, often not knowing which way to turn to seek new employment opportunities.

People who still have a job are equally fearful and anxious over whether they will see a pink slip in their box. This level of emotionality can be a barrier for employee engagement, performance, and productivity. There may also be higher levels of absenteeism as workers suffer the side-effects from stress, anxiety and depression.

So, how can organizations help their employees through this period of uncertainty, while keeping morale and productivity healthy? There are several ways that organizational leaders can help their employees keep focused and productive.

1. Communicate - this is probably one the most important steps leaders can take. Let your employees know what is happening within the organization. Talk to them about their feelings and what is going on, as to how the business is doing within its industry. If employees don't know what is happening in the workplace, they will start to deduce and expect the worst. Schedule both formal and informal team meetings. Have an open door policy; this is not the time to dismiss employees. They need reassurance now.

2. Make them feel valued - show them you are glad they are your employees. Value their skills and contributions. Create a valued environment - create a caring culture. Say thanks or let them know how their skills are making an impact on the bottom line. Encourage teamwork and sharing of ideas. Research has shown that employees highly value acknowledgment from their supervisors often times more than traditional rewards. In lean times, you don't have to spend money to show employees you care.

3. Keep focused on organizational goals and outcomes - keeping employees focused on their job tasks and outcomes will leave them little time to worry about the state of the organization or a potential job loss. Work will get done, which will lead to a level of job security and elevated emotional levels. When the work gets done, management is happy, customers are happy, which can trickle down to create happy employees.

4. Promote your EAP -If you find employees feeling overly anxious, which is adversely affecting job performance or that your team is impacted, then it time to tap into those benefits you offer. Be sure to promote EAP services to employees so they will feel comfortable seeking services. Accessing EAP services can often be seen as a stigma for those in need ("you're crazy"), which prevents them from seeking services. It is the strong that recognize they cannot carry the burden alone. If management supports EAP services, then employees will also.

5. Bring in outside resources, as necessary - it may be a good idea to bring in outside resources, such as a coach or therapist who specializes in careers and in working with stress and anxiety. They could meet with employees, both individually and as a group, to teach them ways to recognize their stress triggers and how to cope with them. Often, this helps employees learn from each other and gives them the chance to be the expert. This could facilitate improved communication, teamwork, and a supportive environment. A coach could help employees understand how to manage their careers, which will empower them to always be prepared in case there are layoffs. A coach could help managers feel secure in their leadership skills and to assist in the creation of a healthy work environment.

We are all riding out this economic wave. Businesses that are proactive and take care of their employees will be the ones that survive and come out stronger. Following the steps outlined can create a positive and healthy culture, create trust between employees and leaders, and keep employees engaged and focused on achieving organizational goals.

Dr. Barbara Seifert, CPC, is the President/Owner of Committed to Your Success Coaching & Consulting, which offers individual and organizational performance solutions. Services are aimed at increasing personal and professional development and enhancing organizational wellness through coaching, training and EAP services. Focus areas include career planning, generational diversity, and workplace wellness. Barbara is a certified coach, a licensed psychotherapist and an adjunct professor. To learn more, visit our website at http://www.cyscoaching.com

Article Source: http://EzineArticles.com/?expert=Barbara_Seifert_Ph.D._CPC

Increasing Efficiency in the Workplace

Efficiency is the key to any business - whether with regard to daily business operations, customer and company communications, or long term expansion. Moreover, with the economy in a temporary dip, increased efficiency can help save businesses a significant amount of money - not to mention valuable time.

So what are some ways your business can increase efficiency, and what are the most appropriate tools to help you get there?

One way to effectively cut down on company costs and increase efficiency is to invest in business tools which essentially "multi-task". For example, why not opt to purchase an all-in-one scanner, printer, copy, and fax machine, rather than investing separately in each individual tool? You'll not only save money, but all-in-one type business tools are also much more compact in size - so you can conveniently keep then anywhere in the office or workplace.

What's more, you'll be able to find printers that cater to the type of business you run - whether it's a graphic arts firm or a company that requires high-load copy and printing jobs. All-in-one printers are among the most popular tools for increased businesses efficiency, and now it's easy to see why.

Another way to operate your business more efficiently is to consolidate your IT infrastructure. Companies will often employ different service providers for IT-related needs such as the internet, office phone networks, web conferencing tools and communications managers - ideal if, for instance, you require extensions with a mix of telephony and data functions.

However, there are various benefits to consolidating all your communications systems under one comprehensive provider. To begin, you're bound to get a better deal if one provider handles all your business IT needs. Secondly, if anything goes wrong within your IT department and you happen to require assistance or support, you'll only ever need to contact one company rather than multiple providers. Having one provider for various services simplifies the processes involved with IT operations in the workplace, ultimately enabling you to focus on other important aspects of your business.

Therefore, it is important that you consider how you can increase efficiency and decrease costs in running your business, and cope with the economic climate with every move you make. With so many business tools available on the market, there really are a host of solutions to help you achieve your business goals while staying on track with regard to efficiency and company expenditures.

About the Author

Adam Singleton writes for a digital marketing agency. This article has been commissioned by a client of said agency. This article is not designed to promote, but should be considered professional content.

What You Need to Know about E-Verify

What is E-Verify
E-Verify was originally introduced to employers as the Basic Pilot Program. The program was developed to provide employers with a free internet-based system where they could determine employment eligibility of new hires and the validity of their Social Security numbers. The system is operated by U.S. Citizenship and Immigration Services (USCIS), part of the Department of Homeland Security (DHS) partnered with the Social Security Administration (SSA). Employers are able to verify the employment eligibility of their employees, regardless of citizenship. Based on information provided by the employee on his or her Form I-9, E-Verify confirms this information electronically against records contained by DHS and SSA databases.

E-Verify Registration
Currently, E-Verify offers employers the best option to electronically verify the employment eligibility of their newly hired employees. You can register online for E-Verify. Upon completion of the registration process, you will be required to sign a Memorandum of Understanding (MOU) that supplies the terms and agreement between you the employer, the SSA and DHS. The MOU must be signed by an employee with the proper authority to do so.

After you register for the automated system, The MOU, User Manual and Tutorial contain instructions and other related materials on E-Verify procedures. You must complete the tutorial before using the system.

Do I Still Need Form I-9?
The use of E-Verify does not replace the requirement that all employers in the U.S. and all post-November 6, 1986 hires complete Form I-9. E-Verify is processed in addition to the mandatory completion of Form I-9. Currently, USCIS does not offer the use of the electronic Form I-9.

After hiring a new employee and completing the Form I-9, you will be required to submit the following information:

• Employee/s name and date of birth
• Social Security Number
• Citizenship status
• An A number or I-94 number, if applicable
• Type of document provided on the Form I-9 to establish work authorization status
• Proof of identity, and expiration date when applicable

The response to your initial query is sent within seconds of submitting the information. Please note that documents provided from "List B" for the Form I-9 must have a photograph.

When Can I Run an E-Verify Query?
An employer may not initiate a query until an individual accepts an offer of employment and after the employee and employer complete the Form I-9. This query must be initiated by the employer within 3 business days after the new hire's actual start date.

Employers participating in E-Verify must verify all newly hired employees, both U.S. citizens and non-citizens. Employers are not to use the program to prescreen applicants for employment, confirm current employees hired before the MOU was signed or re-verify any employee who with temporary work authorization.

E-Verify cannot be used to verify immigration status, only a new hire's employment eligibility.

Additionally, E-Verify cannot be used for employees who do not yet have a Social Security Number. If you have an employee with this issue, you should complete the Form I-9 process with him or her and wait to process the E-Verify. Make sure you note on the Form I-9 why you have not yet run an E-Verify query. In the meantime, you will have completed the Employment Eligibility process with your employee and verified his/her work authorization so that your employee is permitted to work temporarily without a Social Security Number. Once the employee has received his/her Social Security Number you may run the E-Verify query.

Is E-Verify Mandatory?
Participation in E-Verify is voluntary for most employers with some limited exceptions. Many states have begun making E-Verify mandatory for their public contractors and the federal government enacted its own amendment to the Federal Acquisition Regulation ("FAR") mandating E-Verify for many of its contractors and some of their sub-contractors.

Employers that enter into a contract with the federal government and are required to enroll in E-Verify must register with E-Verify when the provision takes effect. After enrolling in E-Verify, the employer is responsible for reporting to the DHS if it continues to employ an individual after receipt of a final nonconfirmation notice. Continuing to employ the individual exposes the employer to a fine in addition to civil monetary or criminal sanctions that may be placed against the employer.

Under the existing E-Verify program, employers are only permitted to verify the employment eligibility of new hires - current employees cannot be processed in E-Verify. However, large contractors feel that it would be too big a task administratively to monitor their E-Verify obligations with respect to employees assigned to the contract and new hires where numerous federal contracts are in place and the workforce varies. This has resulted in the Department of Defense and DHS creating a provision under the Federal Contractor E-Verify Rule whereby an employer may choose to query all of its existing employees hired after November 6, 1986, rather than just those assigned to the contract.

It should also be noted that with the recent changes in our administration, the proposed mandate for federal contractors to be processed through the E-Verify program has been delayed until September 8, 2009. The postponement of the mandate for federal contractors came as a result of a federal lawsuit filed by business members against the DHS. The main concern being raised is the accuracy of the E-Verify data. The Government Accountability Office (GAO) has found that the DHS E-Verify system incorrectly lists some legal citizens as ineligible to work in the U.S., and the U.S. Chamber of Commerce feels that the system has not been tested enough.

E-Verify: Pros and Cons
E-Verify may or may not make sense for some employers depending on the particular circumstances of the employer. Prior to enrolling in E-Verify, employers should give thought to conducting an internal I-9 audit and consulting with counsel. An employer may also want to consider the states in which it conducts business, review its current procedure for employment verification and weigh the pros and cons of E-Verify.

The Pros:

• E-Verify quickly verifies employment eligibility and almost eliminates Social Security mismatch letters.
• Employers utilizing E-Verify may presume that they did not knowingly hire an unauthorized worker.
• Employers in some states may be able to pursue certain types of business (state contracts).
• Protects jobs for authorized U.S. workers.

The Cons:

• Participating employers allow the SSA and DHS to perform periodic audits.
• E-Verify has been known to have mismatch problems, carrying a risk of false nonconfirmations that expose an employer to legal action.
• Employers must make an administrative commitment to the program to include training and timely management of the program.
• Improper use of the E-Verify program for pre-employment screening or to re-verify current employees exposes employers to liability.
• There is uncertainty regarding the technical capacity of E-Verify to handle a heavy load and the ability of the SSA to quickly resolve numerous confirmation issues.

Visit the USCIS E-Verify page for the most up to date information.

About the Author

Shelley Phelps is a Background Screening Specialist with Corporate Investigations, Inc., a national provider of pre-employment background screening services headquartered in Pittsburgh, Pennsylvania.

From Employed to Engaged

Mary Weather is one of your key employees. The customers ask for her by name and she is one of your best team leaders. Today she comes into your office and tells you that she has accepted an exciting opportunity. You are taken aback. What happened, you ask yourself? Of course, you'll have an exit interview, but it's too late to save Mary,

Turnover is costly:

At least one and a half times an entry level employee's salary - much higher for management level staff. Affects other employees - someone will have extra work until the new person is hired· Delays the company in meeting its goals Upsetting for the customers - they don't like to "train" new people The latest buzz word with regard to employee retention is "engaged". Will we recruit another body to be "employed", or do we want someone committed to the organization, "engaged".

What are the characteristics of an engaged employee?

They love with they do - job content is the key· Engaged employees are leaders as well as team players· They have a positive attitude - enthusiastic for new opportunities Engaged employees understand the importance of customer service· They are committed and will go the extra mile. What is the secret to building and maintaining an engaged workforce.

1.) Recruit carefully

Define the job - know what you're looking for· Determine performance criteria· Don't hire in haste! Leave the position open until you find the right fit. 2.) Make "Onboarding" meaningful

Appoint a coach or mentor to ease the new employee's transition into the workplace· Communicate what is expected during the introductory (probationary) period and who the employee can go to for assistance· Little things mean a lot - have all the basics in place like computers, office supplies, business cards, etc. 3.) Provide opportunities

Employees will leave a job if it doesn't offer career development and challenges· If you are a small company and promotions are not readily available, important project work that provides for skill development should be considered to keep employees motivated.· Offer opportunities for continued professional development, i.e., seminars, membership in professional organizations, etc· Where possible, offer flexible work schedules/telecommuting. Today's diverse workforce faces challenges regarding child care, elder care, etc. A flexible employer is an employer of choice. 4.) Get the Wrong People Off the Bus!

From Good to Great: Why Some Companies make the Leap...and Others Don't by Jim Collins advises employers to get the right people in the right seats, and to get the wrong people off the bus. People get frustrated with co-workers who do not pull their weight. Companies who tolerate poor performance will drive off the good employees

5.) Senior Management

Needs to "walk the talk". So often it's do what I say, not what I do.· Make a decided effort to know the employees on an individual basis.· Identify and weed out poor supervisors· Communicate on many levels, not exclusively by e-mail and text messages. 6.) Also Important

Reward employee contributions - do this in creative ways and do it often!· Recognize the generational differences and provide opportunities for employees of all age groups to work together. Conduct period employee surveys - CAUTION - do not ask for suggestions if you have no intention to do anything with the feedback. This doesn't mean you must act upon every suggestion, but surveyed employees need to have their input acknowledged.· Make certain that your salaries and benefits are competitive. Strive for an Engaged Workforce. Your turnover will be lower, your customers will be more satisfied and your profitability will increase!

Cathy Baniewicz has over 30 years experience in human resources. Her career began at Beatrice Foods Co., where she progressed to Assistant Director of Affirmative Action and Corporate Personnel Manager. Prior to joining EffortlessHR, Cathy was Assistant Director of Human Resources at Golden Eagle Distributors, Inc. (Budweiser). Cathy has her B.A. degree from DePaul University, Chicago, Illinois, and MBA from George Williams College, Aurora, Illinois. Cathy obtained her Professional in Human Resources (PHR) certification in December of 2004.

EffortlessHR is an online Human Resources Program for small businesses. This program will guide you through the maze of human resource laws and issues. You will have access to your employee information anytime, anyplace. Federal and State laws, personnel forms, "How To" guides, posters and reports are at your fingertips.

For more information, go to http://www.effortlesshr.com/ , or call us at (520) 546-3947. We now have business forms available at http://www.effortlessforms.com/

About the Author

Cathy Baniewicz has over 30 years experience in human resources. Her career began at Beatrice Foods Co., where she progressed to Assistant Director of Affirmative Action and Corporate Personnel Manager. Prior to joining EffortlessHR, Cathy was Assistant Director of Human Resources at Golden Eagle Distributors, Inc. (Budweiser). Cathy has her B.A. degree from DePaul University, Chicago, Illinois, and MBA from George Williams College, Aurora, Illinois.

Three Concerns When Inquiring About Applicants' Past Criminal Convictions

One extremely useful facet of using employment applications in hiring is the ability of the employer to directly ask an applicant if he or she has a criminal history that would show up if a thorough background check was conducted. Yet, to their detriment, many employers use language that is either too narrow, too broad, or too ambiguous to successfully accomplish this - each of these mistakes can lead to legal quagmires or bad hires continuing to slip through the cracks and potentially endanger businesses. To make this reality perfectly clear, let us go over each of these scenarios in greater detail:

Too Narrow

An example of a question that is too narrow is to only ask about felonies. Many standard employment applications only ask if an applicant was convicted of a felony. That allows the application form to be used in all states. However, misdemeanors can be very serious. Under California law, for example, most employers would want to know if an applicant had a conviction for offenses such as fighting with a police officer, illegal possession of weapons, spousal abuse or child abuse, commercial burglary, assault and many other offenses. Yet in California and other states, these can all be misdemeanors. Many serious offenses are plea-bargained down to misdemeanor offenses as well. Without the proper language, an applicant can honestly answer that he or she has not been convicted of a felony even though there may be serious misdemeanor convictions an employer needs to know about. A best practice would be to utilize an application form that asks about past criminal conduct in the broadest language allowed by law in your state

Too Broad

On the other hand, some employers ask questions that are so broad that it improperly covers matters that are protected. An example may be, "Have you ever committed a crime?" Or "Have You Ever Been Convicted of Any Crime?" There are a number of limitations under state and federal law concerning what an employer may legally ask about or "discover" concerning an applicant's or employee's criminal record. In fact, it can be a misdemeanor in California for an employer to knowingly violate some of these rules. Furthermore, if an applicant is placed in a position where he is forced to reveal information about himself that he is legally entitled not to disclose, an employer can actually be sued in some states for "defamation by compelled self-publication." In other words, if forced to say something defamatory about himself, an applicant may be able to file a lawsuit against the employer for defamation.

Too Ambiguous

The third mistake is to ask an applicant, "Have you ever been convicted of a felony or serious misdemeanor?" or "Have you ever been convicted of a crime of violence?" or a similar question that calls for an opinion. The problem occurs when an applicant is called upon to make a judgment about his own offense. To determine if a crime can be labeled as "serious" can call for a very complex legal and factual determination on which lawyers and even judges could disagree. At times an applicant may be simply confused by court proceedings and may not understand the results or what they mean. By asking a question that is ambiguous and leaves waffle room, an applicant can argue that in his or her mind the offense was not serious and a "no" answer was truthful. That is why a question cannot contain any ambiguity

About the Author

Lester S. Rosen is an attorney at law and President of Employment Screening Resources , a national background checking company located in California offering employment screening services such as employee background screening, job verification, and credential verification.

Wage and Hour Violations Burden Small Businesses

Employee lawsuits against employers have almost doubled in the last six years. According to the Fair Labor Standards Act (FLSA), if an employer is found to be in violation of the Wage and Hour laws, the Secretary of Labor may bring suit for back pay and an equal amount as liquidated damages, plus attorney's fees and court costs. Small businesses are feeling the burden and must be cognizant of complying with all laws.

To understand the Federal Labor Standards Act (FLSA), you have to first learn what jobs are exempt from the requirements and which are not. This is not as easy as you think, and there are numerous penalties that can come out of noncompliance with the law. The federal statute enables an employee or former employee to go back either two or three years to collect for unpaid overtime compensation. In the case of willful violations, a three year statute of limitations applies. Also, criminal penalties may be imposed for repeated violations. In addition to back pay, fines can range from $1,100 per minimum wage or overtime pay violation, or $10,000 for each child worker employed illegally. The Wage and Hour investigations can be very broad in scope and not limited to the circumstances surrounding a single complaint. As a consequence, an employer opens the door to a total review of the company's payroll in these situations.

As an employer, knowledge of the requirements under the Fair Labor Standards Act is critical in order to avoid penalties for noncompliance. For more information, go to the Department of Labor's website, Fair Standards Act Advisor*.

Employers who call their workers independent contractors merely to avoid unemployment, workers compensation insurance, and federal and state tax withholding etc. are headed for serious trouble with the Department of Labor (DOL) and/or the Internal Revenue Service (IRS). The IRS announced in May of 2007 that worker classification cases would be a major area of emphasis in 2008. In March of this year the DOL investigated a Texas water company and found that over 200 employees had been incorrect misclassified as independent contractors. The company ended up owing nearly $600,000 for two years of missed overtime pay.

Is my worker an employee or independent contractor? Ask these questions:

1. Do you tell the employee when and where to report to work? 2. Is the employee given instructions on how the work is to be performed? 3. Is the work supervised by anyone on your staff? 4. Is the employee covered by any of your fringe benefit plans? 5. Have you issued the employee a company ID card? 6. Are you providing business cards, stationery or other company property?

If yes to the above, the worker more than likely is an employee, not an independent contractor.

The IRS recently updated its test for determining whether or not an employee is an independent contractor. The following information was copied from their website:

Facts that provide evidence of the degree of control and independence fall into three categories:

Behavioral: Does the company control or have the right to control what the worker does and how the worker does his or her job? Financial: Are the business aspects of the worker's job controlled by the payer? (these include things like how worker is paid, whether expenses are reimbursed, who provides tools/supplies, etc.) Type of Relationship: Are there written contracts or employee type benefits (i.e. pension plan, insurance, vacation pay, etc.)? Will the relationship continue and is the work performed a key aspect of the business? After reviewing the three categories of evidence, if you are still unsure if a worker is an employee or an independent contractor, the business can file Form SS-8, Determination of Worker Status for Purposes of Federal Employment Taxes and Income Tax Withholding (PDF) with the IRS. The form may be filed by either the business or the worker. The IRS will review the facts and circumstances and officially determine the worker's status. Be aware that it can take up to six months to get a determination, but a business that continually hires the same types of workers to perform particular services may want to consider filing the Form Form SS-8 (PDF).

*http://www.dol.gov/elaws/flsa.htm

Cathy Baniewicz has over 30 years experience in human resources. Her career began at Beatrice Foods Co., where she progressed to Assistant Director of Affirmative Action and Corporate Personnel Manager. Prior to joining EffortlessHR, Cathy was Assistant Director of Human Resources at Golden Eagle Distributors, Inc. (Budweiser). Cathy has her B.A. degree from DePaul University, Chicago, Illinois, and MBA from George Williams College, Aurora, Illinois. Cathy obtained her Professional in Human Resources (PHR) certification in December of 2004.

EffortlessHR is an online Human Resources Program for small businesses. This program will guide you through the maze of human resource laws and issues. You will have access to your employee information anytime, anyplace. Federal and State laws, personnel forms, "How To" guides, posters and reports are at your fingertips.

For more information, go to http://www.effortlesshr.com/ , or call us at (520) 546-3947. We now have business forms available at http://www.effortlessforms.com/

About the Author

Cathy Baniewicz has over 30 years experience in human resources. Her career began at Beatrice Foods Co., where she progressed to Assistant Director of Affirmative Action and Corporate Personnel Manager. Prior to joining EffortlessHR, Cathy was Assistant Director of Human Resources at Golden Eagle Distributors, Inc. (Budweiser). Cathy has her B.A. degree from DePaul University, Chicago, Illinois, and MBA from George Williams College, Aurora, Illinois.