Cyber Threats & Security – Stay Safe & Stay Compliant

August 23rd, 2016 by

The post below is a guest blog from Jordan Whichard who serves as Principal, Health & Welfare Consultant for CAI’s employee benefits partner Hill, Chesson & Woody.

Credit cards with computer chips in them.  New online passwords every 30 days with capital letters and numbers and symbols.  Everywhere we turn these days, companies seem to be going to great new lengths to protect their employees’ and customers’ personal digital information against cyber threats.

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There’s good reason for that.  Organizations ranging from Home Depot to the Federal Government have suffered serious data breaches over the course of the past several years. The healthcare industry appears to be particularly susceptible to breaches, with over 112 million individual records having been compromised in 2015.  With so many different companies suffering from breaches and increased scrutiny around hacks, now is a good time for employers to ensure that they’re doing everything they need to in order to remain compliant, and protect their employees from cyber threats.

If you’re an employer sponsor of a group health plan, chances are you’re already subject to privacy and security rules under the Health Insurance Portability and Accountability Act (HIPAA).  When thinking about cyber threats that impact you directly, the focus should be on the electronic protected health information of your employees. The first step in protecting employee information is making sure that your plan is compliant with HIPAA’s security rules. That includes implementing safeguards on multiple levels, including administrative, physical, technical, and organizational safeguards.  These can run the gamut from tasks as simple as updating the access control to your facility (physical), or as intricate as ensuring that any data stored online is protected by appropriate firewalls and encryption (technical). Ultimately, the best thing you can do to ensure the safety of both your organization and your employees’ information is to be sure you’re HIPAA compliant.  If you aren’t certain of your compliance right now, consider consulting legal counsel or a third party HIPAA consultant.

What are some other steps that groups are taking to make sure their data doesn’t get into the wrong hands? One is educating all employees, regardless of their role, about cybersecurity and IT issues and risks management. Make sure that your company has a uniformly enforced policy for mobile device usage – especially for personally owned devices – in order to help protect sensitive information.  Finally, don’t wait until you experience a breach to learn how to respond. Make sure your affected teams are well versed in their response procedures in the event of an incident.

CAI’s HR Certification Study Course Boasts a 90% Pass Rate for PHR®/SPHR® Exam

August 18th, 2016 by

SignUpAn HR certification will distinguish you from your peers, build your self-confidence, and earn you greater respect from your organization. According to a Payscale Survey, this certification typically translates into the ability to advance more quickly and earn significantly more money.

Did you know North Carolina HR partner, CAI, offers a PHR®/SPHR® Certification Study Course Program that far exceeds the pass rate of the national average of 50%? Program participants who study with us achieve an impressive 90% pass rate PHR®/SPHR® exam!

CAI’s 11-session PHR®/SPHR® Certification Study Course will have you prepared to the best of your ability to pass the exam. You’ll receive a complete study manual, online videos, practice test questions, chat and discussion boards, and testing games. Audio CD’s are included too, so you can listen on your commute.

“I couldn’t imagine taking the exam without the help of your prep class. The materials and experiences, combined with genuine teacher interest and support, really helped me focus my energies and determination,” states Terry L. Taylor, SPHR, HR Manager for Penske Racing Team.

This course is offered days, evenings, and weekends as both in-class sessions here in North Carolina or via live webinar. That means no matter where you reside, or how busy your schedule, you can study with the best and be on your way to the coveted HR certification!

David Siler, SPHR, GPHR, HRBP, HRMP, Managing Partner of Distinctive HR, Inc. has taught the PHR®/SPHR® study course for over 20 years. His engaging, motivational method of teaching will set you up for success!

Still not sure how it will help you? Sign up for the FREE 60-minute LIVE webinar to find out the benefits of achieving your HR certification, eligibility requirements to sit for the exam, and why this study course is the best one to register for.

Take the next step and register today.

For information on course dates/times or to register go to www.capital.org/siler or contact Ashley Modica at 919.431.6080.

CAI is a trusted resource for HR, compliance and people development. With locations in Raleigh and Greensboro, CAI is a membership-driven organization that helps North Carolina employers maximize employee engagement and minimize employer liability through human resources and management advice, training, survey data, public policy advocacy and consulting services. For more information, visit www.capital.org.

5 Tips for Better HR Communications

August 16th, 2016 by

One way to streamline HR processes is to improve your HR communication.

Leadership and communication

Below are 5 practical tips that should help you more effectively communicate with the workforce:

Tip # 1: Communication from HR must be authentic and hyper-relevant

Generally speaking, employees have lost some degree of trust in the authenticity of the company communications they receive. In particular, HR communications are often viewed by the workforce as being less than straightforward, with some sort of hidden agenda. To further complicate matters, employees often feel the communication they receive is not important to them directly.

Tip # 2: Create simple, timely communications that focus on what employees need to know and do

In the spirit of trying to create full disclosure, HR tends to ‘over-communicate.’ In doing so we cloud the message. We don’t need to share every detail.

Tip # 3: Tag actionable communications in the subject line with ‘Action required’

E-mails from HR are often too generic and lack a “What’s in it for me?” or “What am I supposed to do about this?” message for employees.

Here is a good example of how to communicate when action is required:

  1. Issue: All employees must re-enroll for benefits.
  2. Action you must take: Log onto xyz website, and complete enrollment by xyz date.
  3. What happens if you don’t act: Your benefits will not be renewed.

Tip # 4: Don’t hide behind e-mails

It is also important to realize that your communications cannot be solely in the form of e-mails and memos sent to the masses. Follow up important company-wide communications with face-to-face interaction. This might include such things as town-hall meetings or stand-up department meetings to highlight key points. Make certain to open these meetings up for questions.

This type of interaction fosters a culture that shows the company cares about employees and wants their voices to be heard. Smaller companies can be more personal in their communications, using in-person meetings followed up by next-step e-mails.

Other ways HR can help set the tone for effective communications:

  • Establish training and clear guidelines on the proper use of emails (including cc’s, volume, respond times)
  • Create a consistent, clear format for company-wide communications
  • Establish a ‘gate-keeper’ for large-scale communications to the workforce
  • Encourage the better use of virtual technology—i.e. Live Meeting, WebEx, Skype, and MS Lync

Tip # 5: Hold ‘All Hands’ Meetings

In terms of communicating the company strategy, the use of quarterly ‘all-hands’ company meetings are frequently helpful. These meetings are typically facilitated by an HR leader and run by a member of the senior leadership team. During the meetings, leaders discuss the progress being made relative to the company goals and strategies. These meetings are also used as a means to proactively address employee concerns that may be gaining momentum.

If you need help thinking through your HR/Employee communications learn how CAI can help you create the best workplace for your employees.

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Tom Sheehan brings 20+ years of extensive, broad based strategic, tactical and practical HR experience to CAI’s Advice & Resolution team.  He advises HR and other business leaders on talent management, organizational effectiveness, employee engagement, M&A’s, and employee relations.

Handling Third Party Harassment

August 11th, 2016 by

Employers have the responsibility to protect their employees from workplace discrimination and harassment, whether by other employees or third parties.  Handbooks typically include EEO policies, and anti-discrimination/harassment policies, as well as reporting procedures and a commitment to investigate and resolve any issues.  Clearly these provisions cover co-worker situations, whether a peer or management employee, and the company has more control over that process.  But what do you do when the alleged discrimination or harassment complaint involves a customer, vendor, contractor or other third party?  All of these situations are tricky, but perhaps the most difficult is when the alleged harasser is a customer.  If you’re a B2C company selling to the public, the “customer / alleged harasser” is typically one individual and you won’t have to work with another company to resolve it.  If you’re selling B2B the alleged harasser is an employee of your customer so the lines of responsibility can get blurred.  Both situations present unique challenges.  Let’s focus on a B2B scenario today since that situation can be more tricky. thQE06GKOF

First and foremost, regardless of who is doing the harassing, you want it to stop.  You’re obligated to provide a harassment free workplace.   If that’s not clear at your workplace, it needs to be. However, determining if harassment occurred and if so making it stop will be handled differently when a customer is involved.

Do You Notify the Customer?  Short answer – Yes. With customers it’s a more difficult conversation, but of course, no customer, client, vendor, etc. is more important than the legal rights of your employees. While conversations with clients about these issues are surely uncomfortable, people interacting with your employees need to realize that it is not appropriate to engage in this way with staff of the company and it must stop. If the behavior doesn’t stop, the employer needs to take such action as removing the client/customer from the workplace in the future.  Now that’s an answer you would expect me to give right?  But many of you are thinking – “If only it were that easy?” What if an important customer is involved?  Will you get blamed for jeopardizing the account over potentially a frivolous charge?  What will your Sales Director say – should you tell him?  Will your Leadership team / board / your boss stand behind you? What if the customer’s employee claims your employee was actually doing the harassing?  Questions like these usually make it hard for you to just swiftly and unilaterally take action in harassment cases involving a customer.

So now what?  Let me start here – if you are a member and find yourself in this situation, give anyone on our Advice & Resolution team a call. These cases are tricky and can go in many different directions based on your situation.  Here are the steps I would generally recommend you take:

  1. Conduct what I call a “pre-investigation.” You want to quickly get an idea of what you’re dealing with here. Take no more than a day, two at most.  Get the employee’s statement regarding the inappropriate conduct, date, times, and witnesses and ideally in writing.  Talk to available witnesses.  As with any harassment case, it’s critical that you understand the nature and context of what has occurred. Is this an affair gone bad?  Or does it involve a series of inappropriate comments? Were both parties engaging in the inappropriate behavior until one day a line was crossed?  Is the harassment on-going or has it stopped?
  2. At this point, you should have a reasonable idea as to what was going on, and who is at fault, at least from your side’s vantage point. That will shape how you approach the customer.  I wouldn’t pick up the phone and call the customer just yet.  You need another leader involved.  Ideally your boss.  You don’t need to divulge names, but you want to make sure they are aware you received a compliant, you investigated it, your general findings, and your planned approach with the customer.  I’m not suggesting you get permission, however, they might not agree with your course of action and good to have that discussion now.  They may also have relevant suggestions for you.
  3. After you have received all relevant information about the complaint and made sure that information is included in written form, the allegations should be promptly referred to an appropriate customer representative.   Since the alleged harasser is a customer’s employee, the customer is obligated to investigate.  The person you choose to contact should be considered carefully and should be in a position to both understand the implications of what has occurred and have the authority to take appropriate action. Appropriate contacts could include human resources, an officer or a manager. When in doubt, in most cases, the HR Manager should be contacted.  The person to whom you report the complaint should never be implicated in any way in the harassment that’s been alleged. When you report the complaint, you should ask that the customer investigate, take whatever corrective action is necessary and keep you informed. You want prompt corrective action to be taken if warranted. If it appears that the customer is dragging their feet, you should discuss that issue with the customer.
  4. Sometimes these cases go smoothly – the complaint is clear, it’s definitely harassment, the harasser is clearly guilty, and the customer takes swift action to stop the behavior. Other times, two very different accounts of what has happened exist and two very different courses of actions are proffered.   If you find yourself in the latter case, you’ll be glad you involved your boss / leader in the case.  The customer may believe your employee is equally at fault and advises you to take action against them.  Any move initiated by the company should not appear retaliatory.  Or they may refuse to take any action.  You may have to get attorneys involved.  Make sure on your side that if appropriate based on your investigation to remove contact between the employee and the harasser.  You may ultimately have to make a decision as to the future of your relationship with the customer.

One old axiom of business is that the customer is always right.  As we see here that may not always be true.  When a customer engages in harassing behavior, you need to act, but the path isn’t always clear.   CAI will help illuminate your path to the right resolution for your business.

CAI Celebrates Big Move with Open House Bash

August 9th, 2016 by

CAI_Open_House_CollageCAI, Human Resources partner to 1,100+ North Carolina member companies, celebrated its new Raleigh location at 3150 Spring Forest Road, #116,
with a ribbon cutting and open house event. “After 32 years, we needed more parking for class participants, an open floor plan suitable for team collaboration and space for our state-of-the-art training facility,” stated Bruce Clarke, CAI’s CEO.

More than 220 CAI members, local business leaders, and special guests were in attendance for the big event which was held on August 8.  Guests mingled and enjoyed hors d’oeuvres, wine, and live jazz while touring the spacious, modern facility. Popular guest speaker and author of The Freak Factor, Dave Rendall, delivered a motivating message on “Initiating Change and Inventing the Future.”

Storr Office Environments, Vision Contractors, and Little Design were acknowledged for turning CAI’s vision into reality.  Included as an integral part of the office transformation team were CAI member companies: Precision Walls, Strategic Connections, Stephenson Millwork and Atcom Business Technology Solutions.

Clarke and CAI board member, Randy Neuhaus, CEO of S&ME presided over the ribbon cutting ceremony and champagne toast.  After a warm round of applause, members congratulated CAI on their long-awaited new facility. “I love the new space,” said CAI member Sean Walsh of Red Hat, “it’s really great to see a company make this kind of investment in their members as well as their employees.”

CAI is a trusted resource for HR, compliance and people development. With locations in Raleigh and Greensboro, CAI is a membership-driven organization that helps North Carolina employers maximize employee engagement and minimize employer liability through human resources and management advice, training, survey data, public policy advocacy and consulting services. For more information, visit www.capital.org.

Drug Testing Can Greatly Reduce Workers’ Compensation Costs

August 9th, 2016 by

According to CAI’s most recent Policies and Benefits survey, 30% of employers are not conducting drug tests.  Besides the obvious benefits of having a drug-free workplace, another side benefit from drug testing is that it may reduce your workers compensation costs.  On the one hand, employees who are under the influence are more likely to experience injuries to themselves or others.  So the knowledge that you conduct post-accident drug and alcohol testing will dissuade most employees and therefore reduce accidents and costs.drugfreezone

Also, under the North Carolina Workers’ Compensation Act, no compensation will be paid for a workplace injury or death if it was proximately caused by, among other things, the employee’s intoxication, provided the intoxicant was not supplied by the employer (company social event) or being under the influence of a controlled substance listed in the North Carolina Controlled Substances Act (G.S. 90-86) unless it was prescribed by a doctor and the prescribed dosages were being followed.  Note, there isn’t an automatic denial of claims due to intoxication but odds are in the employer’s favor unless it can be proven the accident was in no way related to the “altered state” so to speak.

The best way to increase the odds that such claims will be denied is to incorporate a comprehensive drug and alcohol testing policy. Without such a policy, denial of workers compensation claims due to being under the influence may be harder to achieve.

North Carolina employers who drug test are required to comply with the NC Controlled Substances Examination Regulation Act which regulates notice requirements to examinees, requires approved laboratories and chain of custody safeguards, specifies conditions for applicant and employee testing, requires confirmation tests on positive samples, and entitles an employee who tests positive to have a retest, if requested, of the same sample at the employee’s expense.

Many states have a provision in their Workers’ Compensation law disqualifying an employee for compensation if the injury was caused by being under the influence of drugs or alcohol.  A number of states also give discounts on Workers’ Compensation premiums (generally 5-7%) for implementing a Drug-Free Workplace Program.  CCH, the Members-only resource, provides State Law Summaries on Workers’ Compensation laws.

The US Department of Labor has resources for developing a drug-free workplace program.  While this is a requirement for federal contractors, the resources are helpful to all employers.  Consult the state law for specific requirements in other states.  Our drug-testing partner, PDSS, is also a resource for policy development, testing, and in-depth expertise in this area.

CAI encourages drug-free workplaces. Learn how drug testing programs can increase the efficiency and productivity of your organization at CAI.

Unintended Consequences of Workplace Laws

August 4th, 2016 by

courtgavelThe following post is by Bruce Clarke, CAI’s CEO and President. The article originally appeared in Bruce’s News & Observer column, The View from HR.

Our nonprofit association helps employers understand and comply with employment laws. We talk with lawmakers about workplace realities and the unintended consequences of well-intended rules. Employers understand the lawmaking process is chaotic and bears little relationship to a high school textbook on government. Still, the cumulative impact of thousands of laws and rules is a crushing burden to smaller employers.

Putting Out a Fire

State legislators are good firefighters, much better than Congress.   Show them a problem nearing the point of no return, and they will act. Workplace examples include workers’ compensation reform and unemployment insurance overhaul. Both became so unaffordable and unsustainable, difficult changes were made under Democratic and Republican leadership. True, if acted on sooner, the reforms could be gentler, but it is just not the nature of the legislative beast.

Solving the Real Problem

Many thoughtful legislators work hard to draft a solution to a significant, complex issue only to see additions or deletions gut the original intent. Sometimes, just the title from the original bill remains while the final text avoids those issues or addresses new ones entirely. When we ask human resource leaders to speak to committees about workplace bills, employers are surprised at this incongruence.  “What problem is the bill now solving?” and “What problem is the bill now creating?” highlight the squirrely journey from concept to reality, or on to legislative oblivion.

Protecting an Industry

State law contains many specific protections sought and maintained through smart lobbying. Tobacco companies won the “Lawful Use of Lawful Products” statute years ago to prevent employers and others from turning no-smoking rules into no-smokers rules. “Lawful products” were protected rather than the less-sympathetic cigarette. Lobbyists seek statutory licensing requirements for all-manner of trades and vocations with part of an eye on consumer-protection but both feet planted in competition-reduction: private investigators, cosmetic artists, nutritionists, massage therapists and lawn irrigationists are examples. North Carolina has over 100 tightly restricted trades, one of the highest numbers in the nation.

Pet Peeves

More often than we realize, a lawmaker’s idea for a bill is based on a single anecdote. A contractor in a lawmaker’s district did not get paid by a homeowner, so a bill was introduced to require paycheck deductions to repay all types of consumer debts. Imagine every employer withholding payroll dollars on past due credit card bills statewide, all because this one contractor was not paid?!   The bill failed, but each session brings a rash of next-door-neighbor bills and some do become law.

For these reasons and more, on balance, new laws tend to have more unintended than intended consequences. Some of those unintended consequences are good depending on your perspective. Others cause employers and consumers expense way out of proportion to any good accomplished. There are some great people in public service. Listening more to the people regulated or restricted by new laws, rather than primarily the isolated complainer (or well-financed advocates), would lead to better legislation.

CAI helps 1,100+ North Carolina employers with HR compliance, guidance, local survey data, training, tools, templates and more.

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Bruce Clarke serves as CAI’S President and CEO, and has been with CAI since 2001. Bruce practiced labor and employment law with the national labor law firm of Ogletree Deakins for 18 years. He is listed in The Best Lawyers in America and was selected as one of North Carolina’s Legal Elite by Business North Carolina Magazine. Bruce is 100% committed to helping companies maximize employee engagement and minimize workplace liabilities.

 

Have you registered for CAI’s 2016 Compensation & Benefits Conference?

August 2nd, 2016 by

Get ready for the 2016 Compensation & Benefits Conference! Top speakers will share their valuable industry insight to make your organization stand out from the crowd. You’ll learn cutting-edge techniques to reward, engage and retain top talent in a challenging economy.C&B Save the Date Blog

Join us for the 2016 Compensation & Benefits Conference on September 15th and September 16th at the McKimmon Center in Raleigh to receive practical solutions to some of your biggest HR challenges. With 11+ speakers and 2 panel sessions, this conference will equip you with the facts, insights and tools needed to translate current data and trends into a realistic action plan.

Four keynote presentations:

2016 Labor Market Trends: Considerations for Pay and Performance

Kerry Chou – WorldatWork

Attracting, Retaining and Engaging Top Talent

Michael Patrick – Willis Towers Watson’s Atlanta Talent & Rewards Practice

Leverage Marketplace Trends for Total Reward Strategy Decisions

Molly G. Hegeman – CAI

New FLSA Regulations: What Employers are doing to Adopt the Changes

CAI’s George Ports, Emily Hinesley and Cynthia Daniel

Choose from 9 interactive breakout sessions led by local Compensation & Benefits experts. Some of the topics include:

ACA: We Came, We Saw, We Conquered – Shifting Focus to Cost Control

Skip Woody – Hill, Chesson & Woody

Creating a Salary Structure: 101

Jennifer Solomonson – The Employers Association

Creating a Salary Structure: Advanced Application

Jennifer Solomonson – The Employers Association

Hot Topics in Wage and Hour Law

Amie Flowers Carmack – Morningstar Law Group

How to Get Employees on Track for Retirement

Jake Connors – Compass Financial Partners

An Internal Perspective on Market Analysis

CAI Member Panel

Join the 250 North Carolina business and HR professionals responsible for compensation and benefits plans and strategies at this amazing Conference!

Register today!

How to Develop Your Employees by Providing Feedback

July 28th, 2016 by

Part of a manager’s job is to help grow and develop talent for the organization.  And, most employees want to know how they are doing.  When managers take the time and effort to comment on an employee’s work, they are helping shape not only that employee, but the organization as well. But, when managers fail to provide feedback, they actually impoverish the individual as well as the organization. Performance-Evaluation-Form-Feedback

Some managers hesitate to give feedback for a couple of reasons:

1 – They may feel that giving positive reinforcing feedback to employees will “spoil” them or that it is not necessary since the employees are just doing the job for which they are being paid.

2 – They may dread the awkward conversation that sometimes happens when they must give corrective or improvement feedback, so they say nothing and hope the situation will improve.

At CAI, part of our mission is to replace fear with action.  We share with our classroom participants a simple formula for doing so.  It’s called the BIT.  BIT stands for behavior, impact and tomorrow.  It’s a handy way to remember that feedback, regardless of whether it is reinforcing or corrective, should have three elements:

  • Behavior – talk to the employee about exactly what he or she has observed or overheard doing or saying.
  • Impact – let the employee know the impact (again, whether positive or negative) that his/her behavior has on the customer, their colleagues or other stakeholders.
  • Tomorrow – finally, explain that you wish for the employee to continue exhibiting the positive behavior and encourage him/her to do more of it OR let the employee know that a behavior change must take place within a given time period.

Examples:

Positive, reinforcing:

  • Jason, I heard you speaking to an upset customer in the lobby this morning.  He sounded pretty angry.  You kept calm and did not raise your voice.  Instead, you asked him for more details and just listened.
  • The impact of your composure was to not only calm our customer down, but to preserve his business with us.  I feel confident that he intended to close his account when he first came into the lobby.
  • Jason, we appreciate your professionalism immensely.  Next week, we have a new employee starting in Customer Service.  Would you please make some time to let her shadow you on some of your customer service calls?

Corrective, need for improvement:

  • Marcy, yesterday I saw you turn your back on our auditor who was waiting for the key to the conference room. It was clear you saw her standing there, but you ignored her until she had to ask you again for the key.
  • The impact of this behavior is that in addition to being impolite, you have sent a message of indifference to the auditing staff, who is here trying to help us.
  • From tomorrow on, please make it a point to greet the auditors when they arrive and ask them how you can assist them.  Please extend the same courtesy to them as you would to our customers.

The BIT statement is a powerful tool that does not diminish the employee in any way.  It does not judge someone’s character or intent; it merely states the facts and their impact and further clarifies the manager’s expectations.

Let CAI help you optimize your management skills.

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Linda L. Taylor, MS, SPHR, CCP, is a Learning & Development Partner at CAI. She brings more than 20 years of human resource and organizational experience to her role as a trainer. Linda is responsible for teaching CAI’s various courses, including The Management Advantage™, to train and educate members and clients. Her extensive experience as manager, consultant, and educator provides her with a unique skill set that allows her to effectively partner with member organizations and work to positively impact their business results.

 

The Role Social Media Plays in the Job Application Process

July 26th, 2016 by

ICIMS, a software company specializing in applicant tracking systems, has released their “2015 Job Seekers Get Social” report, detailing how social networks are playing a role in the recruiting and hiring process.  Information contained in social networks such as LinkedIn, Google+, and Facebook is being used to populate data within online job applications.

socialmedia
Job seekers use their social networks to find job opportunities, research companies, share job openings with friends and get feedback from current and former employees regarding the inside intel on organizations they are considering working for.

According to the survey, 3.3 million applications were submitted online in 2015.  Sixty-one percent (61%) of these applications came via LinkedIn, 22% came through Google+ and 17% were populated using Facebook. Fifty-seven percent (57%) of all job seekers surveyed indicated they rely on social media at least once a month to research possible employers.

Of the industry verticals included in the survey, job openings in Information Technology, Construction, and Leisure & Hospitality received the highest number of online applications via social networks.  Public Administration, Financial Services, and Education & Health Services received the smallest number of online job applications fed by social networks.

Employers who do not fully embrace the potential effect of social networks on the recruiting and hiring process in today’s job market run the risk of losing out to their competitors when it comes to attracting top talent.  By allowing job seekers to apply with their LinkedIn, Google+, or Facebook accounts, companies can offer candidates a quick and easy way to express interest in open jobs, protecting recruiting investments, and boosting the candidate experience and talent pipeline.

Need help figuring out how to best use social media for your recruiting purposes? Reach out to our Advice & Resolution team.

renee

 

CAI Advice & Resolution team member Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide-range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.