This month’s success story is an example of how Organizational Architecture assisted its client with an executive level recruiting challenge.
The Cuyahoga County Public Library offers the very best in public library service in the nation. The library is focused on being the center of community life and is dedicated to creating an environment where reading, lifelong learning, and civic engagement thrive.
Recently, their Human Resources Director retired. Since we had worked with the Library before and knew the organization well, they asked us to assist them with the sourcing, screening, and selection process for their new HR leader.
Before we even started to engage with the talent market for this role, we had discussions with the Library leadership team about the role and its responsibilities. We discussed the unique role of HR in public sector employers and the critical need for a good understanding of labor relations.
Sari Feldman, Executive Director of the Cuyahoga County Public Library said:
Organizational Architecture facilitated an incredibly positive recruitment experience for CCPL. They demonstrate a thoughtful and organized approach to uncover the unique needs of the organization and the role, and then to find the right people.
They asked strong questions and clearly understood our needs. Additionally, they kept us apprised throughout the process, and within a short period of time provided us with an outstanding slate of candidates to meet. They helped us consider the candidates’ strengths and how they would complement our leadership team, lead our HR function, and support our employees. They provided quality guidance and support throughout the process.
The candidate we selected brings all the things we were looking for and more…we could not be more pleased with our experience working with Organizational Architecture.
Spending time at the front end of the search to fully understand the role and the organization is critical. Identifying these screening criteria helped make our recruitment fast, efficient, and effective.
As mentioned in Part 1, it may be necessary to seek background information on employees. However, if you decide to do this you need to comply with the rules set and enforced by the Equal Opportunity Employment Commission and Federal Trade Commission. There are many laws for how background information can be obtained and used in employment decisions. Some of the regulations and guidelines you need to know if your business background checks employees are:
- Public employers are not allowed to ask about felony charges on an employment application or during the initial screening process. However, they can ask for this information and run background checks after making a preliminary employment offer.
- Employers need to get the applicant’s or employee’s written permission to perform the background check.
- Employers should also tell the applicant or employee how the information will affect his or her employment.
- Treat everyone equally. It is against the law to only check the background of applicants and employees when that decision is based on a person’s race, national origin, color, sex, religion, disability, genetic information [including family medical history], or age.
Finally, make sure to apply the same standards to everyone and take special care when basing employment decisions on background information. Having a policy in place for the use of background information is considered the best practice and will only help employers be prepared.
A recurring conversation we have with many of our clients involves whether they should run background checks on their current and potential employees. Often this turns into a discussion about what are the best practices, guidelines, and rationale behind seeking background information on employees. A few common reasons we’ve found for why employers run background checks are:
- To ensure a theft free workplace. Especially in the retail industry where 42.9 percent of retail lost in the U.S. was attributed to fraud or theft from employees.
- To reduce legal liability for negligent hiring.
- To keep a safe work environment and minimize potential threats for employees.
Given these reasons, it seems like running background checks should be a no-brainer. However, we suggest that employers keep in mind the cost of background screening every employee. It may not always be necessary or make good business sense to spend the money on numerous background checks. For example, employers with high employee turnover rates might want to consider only paying for background checks on management or high-level staff.
Another thing to keep in mind is that there are different types of background checks. Make sure to look for the most relevant information when background searching employees. For instance, if you mostly employ CDL drivers, it is probably more cost-effective to check their driving record than their credit.
The most common types of background checks include:
- Criminal check
- Credit check
- Reference check
- Drug screening check
- Driving record check
Finally, every employer should have a policy in place for their background screening procedure and this policy should be made readily available to employees. Check out Part 2 to learn basic laws and guidelines you need to follow if you decide to seek background information on your employees.
Organizational Architecture is pleased to be part of a recent newsletter published by the Galliard Family Business Advisor Institute. Our article Finding the Right People – Strategies for Recruitment was featured in the newsletter and can also be found on their website.
The Galliard Family Business Advisor Institute is an educational membership organization of advisors and business leaders working to support the success of family-owned and closely-held businesses, raise the standards of family business advising, and provide continuity in service across our network.
We’re proud to be part of their network of advisors and grateful for the opportunity to assist family-owned businesses with their workforce strategy challenges.
This month’s success story is an example of how Organizational Architecture assisted its client, Shaffer Capital, with a recruiting challenge.
Shaffer Capital was in search of a new Client Service Associate. Shaffer Capital is a financial planning firm located in Westerville, OH. They help their clients plan for retirement and achieve financial success through informed investments and risk management solutions.
Matt Shaffer, Founder and Chief Executive Officer of Shaffer Capital, said:
“We asked Organizational Architecture to help us fill the position because of our positive experience with them in the past. We knew they would listen to our unique needs and work with us to find someone who could be successful in our business. Organizational Architecture worked closely with us to think about the responsibilities of the job and the experience needed to perform those duties effectively.
The candidates they screened for us had the characteristics we were looking for, which made the selection process much easier. They presented to us four qualified candidates who brought unique talents and styles which gave us options when making our selection decision. Not only did we find a great new team member, but we also connected with candidates who may have a future spot with us”.
As mentioned in Part 1, we spent time doing a bit of work on the front end of the search outlining the necessary competencies for the job. Developing and identifying these screening criteria helped make our recruitment fast, efficient, and effective.
Today’s success story highlights how Organizational Architecture helped its client recruit the right person to fill an opening in their office. Our client is a financial planning and investment management company located in Westerville, OH. We have a long-standing relationship with this client and were excited to help them again.
One of the initial steps we took was to update the job description. We worked closely with our client to determine how this role fit into their organization as well as the necessary duties and responsibilities.
Spending time on the job description ensured we sourced, screened, and selected candidates efficiently and effectively. It also helped us streamline the recruitment process and find the right person for the job. Additionally, by taking the time to update the job description to fit their present needs, the new hire would understand exactly what was expected of them when they started and be able to meet those expectations.
We are pleased to share that Organizational Architecture has been certified as a Veteran Owned Small Business. This program is part of the US Department of Veteran Affairs and ensures that government set-aside funds are awarded to legitimate firms owned and controlled by Veterans.
OA participated in a lengthy verification process over several months. Besides the recognition of being a Veteran Owned Small Business, this certification will help us reach new clients. It will also give us opportunities to work more closely with government and other public agencies.
As mentioned in Part 1, finding the right people for your business can be difficult. Here are some of the recommendations we make to help our clients find the right people:
- Take the time to write a good job description. The job description becomes your guide for identifying and screening talent effectively. Articulate the need to have versus the nice to have, competencies or behaviors needed to be successful, years of experience, degrees, etc.; this goes a long way to making the screening and selection process easier.
- Don’t use the job description as your job posting. Job descriptions are important but they can be pretty dry reading. Take the important characteristics of the job description to let candidates know what you are seeking, but make sure you include information about your company, why you are the employer-of-choice, and what makes you a great place to work. Your job postings should attract candidates…just like your marketing attracts customers.
- Use as many means to engage with the labor market as you can. Your website, a more general internet job board, and something targeted to the profession of the candidates are all good starts. Get the word out through your employee referral program and let your colleagues know on social media.
- Use the sourcing method appropriate to the candidates you seek. Don’t use a professional networking site like Linkedin.com for candidates who are not career-oriented.
- Make sure your hiring managers and selection team know how to interview properly. This not only guarantees you don’t get into legal trouble when people ask illegal questions, but also helps them successfully uncover information about the candidates.
- Always be on the lookout for good talent. Connect with people at trade shows. Stay engaged on social media. Source continuously. Participate in events that help showcase your company to the labor market.
Finding the right people at the right time to serve your customers the right way is more of a process than an event. It takes work and it takes dedication. If you haven’t done so, consider adding a talent acquisition or recruitment specialist who can keep your talent pipeline full. Also think about talent pro-actively, instead of only when you have an opening to ensure you have the right people when you need them.