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Quality of Hire Virtual Conference

July 20-21, 2011
This event has ended. Click Enter Event to view the archive.
Do you want that competitive edge in your professional space? Do you want to assert your knowledge of current HR topics, trends within your domain? Why not set yourself apart from your peers and get certified with and the Institutes for Human Resources (IHR).

The Institute for Human Resources (IHR), the certification and accreditation arm of, has a program for you! Many HR professionals have a general HR degree or certification with a wide spectrum of HR functionalities learned. The IHR is the only institute that focuses on niche areas within Human Resources. A specialty certification increases your market value, adds value to your work experience, furthers your knowledge, and recognizes you as an industry leader and/or expert in the field.

Conference Webcast Schedule
Kevin Wheeler, President(Global Learning Resources Inc)
Yves Lermusi, CEO(Checkster)

Begin your learning journey through the Quality of Hire space and gain the knowledge that you need to hire and retain the best candidate for the job. This session will introduce the Quality of Hire Community and the Institute for Human Resources (IHR) certification program. Discover the workshops that will be available, and learn how the IHR certification process works.

Theresa Preg, Senior Director Product Management(First Advantage)

Attend this session to learn how to successfully select search options that will maximize your information return from outside screening vendors to enhance your quality of hire. Learn the data differences between Federal courthouses vs. county, felonies vs. misdemeanors, aliases vs. middle names, or even credit information on a background report vs. credit information used in finance. Receive a clearer picture of what’s typically available online (and more importantly what’s not), and have an opportunity to discuss the ever-changing laws that guide use of a background check report in the hiring motion. Get answers to your basic screening questions to make better sense and create better value of your background check initiatives.

As hiring heats up, now is a great time to strengthen your own screening skills. Background checks remain a great way to weed out problems before you hire them.

Consider these statistics provided by a survey:

• 38 percent of those surveyed indicated they had embellished their job responsibilities.

• 18 percent admitted to lying about their skill set.

• 12 percent indicated they had been dishonest about their start and end dates of employment.

• 10 percent confessed to lying about an academic degree.

• 7 percent said they had lied about the companies they had worked for.

• 5 percent disclosed that they had been untruthful about their job title.

Would your current background check process uncover these types of deceptions? If you are wondering, attend and find out what you could do to make your background checks provide actionable intelligence.

Paul Basile, Founder and CEO(Matchpoint Careers Inc.)

Recruitment is no longer just about attracting candidates, it’s about making quality hires.

But who are these quality hires? And what benchmarks can you use to find them among the mass of candidates? Large companies receive 5,000 resumes every day – a day in which 10 million searches for careers or jobs are performed via Google. These numbers are unmanageable for any recruiter to process meaningfully, so we turn to keyword searches and other automated screening... which all too often selects out potential high quality hires.

Surely there is a better kind of benchmarking, at the application stage, to find out which candidates have the potential to deliver strong performance in a job?

There is. By basing recruitment benchmarks on the proven predictors of performance – and we know these, for every job – we can assess candidates against the right criteria and identify, very early in the recruitment process, high likelihood Quality Hires.

In this virtual conference, we will explore the factors that have been proven to predict performance and show how using them dramatically improves the success of hiring. We will share real examples of how such dramatic improvement can be delivered fast, at scale and affordably to generate immediate, impressive savings in recruiting spending and substantial gains in business productivity and performance.

Les Rosen, Attorney and CEO(Employment Screening Resources (ESR))

Employers have long recognized that conducting due diligence on new hires is a mission critical task. Firms cannot afford to be sidetracked by employee problems such as workplace violence, theft, false resumes, embezzlement, harassment or trumped-up injury claims. Employers can be the subject of lawsuits for negligent hiring if they hire someone that they should have known, through the exercise of due diligence, was dangerous, unfit or unqualified.

However, with the mobility of workers across international borders it is no longer adequate to conduct these checks just in the United States. A significant percentage of the population consists of immigrants. In addition, an increasing number of workers have spent part of their professional career abroad. With business going global, U.S. firms are having to staff up offices internationally as well. The number of countries from which employers seek additional information about applicants is expansive, and includes India, China, Philippines, France, Germany, Russia, Brazil, Mexico, Australia, Japan, Canada, among others.

This seminar will introduce employers to international background check, including the legal, practical and cultural challenges employers face when obtaining information outside of the U.S. Among the topics covered are the ins and outs of international criminal records, terrorist databases, and whether background checks are needed on applicants with a visa. Also covered will be international employment and education verification, and how to protect against fake international degrees. Special emphasis will be placed on data protection and privacy including the rules of the European Union and Canada. Employers will learn that although international screening can be challenging, there are ways to help hire the best regardless of the country involved.

Belinda Test, Special Agent(bladdssd)

While organizational culture has been touted since the early 1990’s as essential for business success, there has been little connection between organizational culture, individual (employee – candidate) “fit” and the employment branding process. We have found that having the knowledge of “who you are” and “who you are not” from a cultural perspective, can support the creation of an employment experience that is both authentic and congruent. By paying attention to congruence, alignment and fit, organizations can create an employment brand that will attract, retain and repel employees. This process of ensuring “fit” leads to better placements and an increase in the ROI of recruitment and retention programs.
Why is it critical for your company to embark on an employment branding campaign in these economic times? John Quelch, a professor at Harvard Business School said, “It is well-documented that brands that increase advertising during a recession, when competitors are cutting back, can improve market share and return on investment at lower cost than during good times.” This is the time to set yourself apart from your competition so you can recruit the best talent now and in the future.

Jeffrey T. Geyer, Sr. Vice President(Boston Biometrics)

 Boston Biometrics has developed a movement based biometric test that breaks through the limits of Q&A tests to accurately identify Character, Personality and key Aptitudes essential in pre-employment screening.

Attendees to this conference will learn that there is a fair and objective testing methodology that can provide the next breakthrough in pre-employment screening.

What can you do to avoid a bad hire? We will discuss the importance of character and how pre-employment testing to measure character risk can impact the quality of your hires across all industries and job levels.

In the past 12 months, The Boston Test has been independently validated in 2 double blind studies, first for accuracy and most recently for EEOC compliance. The results of both studies were remarkable. Dr. Jordan B. Peterson Ph.D., a leading psychometrician and clinical psychologist who conducted the accuracy study concluded; “Boston Biometrics can separate individuals of low character from those of medium and high character with a probability of more than 1,000 to 1.

What makes one person better suited to do a specific job than another? We will explore the relationship of Personality, Aptitudes and Character and the value that a pre-employment test can provide when it reveals the relevant Personality, Character and Aptitude components that are in common in your most successful hires in a specific position. How benchmarking current employees in these key components can result in a custom target profile for the specific job requirements.

Armed with the right information in advance, the quality of your hires can be more consistent and successful. We will review an extensive case study with indisputable results, first hand with the client.

We recommend that all hiring managers and human resource professionals tasked with providing processes and services to improve the hiring practices of your organization attend this conference.

Gary Morais, CEO(

The current economic climate and sea of job seekers has made the role of a HR, Recruiters and C-level executives more complex. Job seekers are now savvier and Hiring Managers are in need of top people now, not later. They are expecting Recruiters to fill their Job Requisitions ASAP. So how can you get them Top Performing Candidates in 7 days or less? How can you provide hire a top performer with an 85% to 90% success rate and lower recruiting cost by as much as 40%. These sounds too good to be true? Right?

This session will be comprised of a detailed presentation illustrating how a performance metrics based, valid, reliable, and EEOC compliant web based solution, can provide you with 20 years of performance research and proven methods to HR Professionals, HR Directors, Talent Management Experts, Recruiters, Organizational Development Leaders, CFO, COO and VP of Sales.

Anthony Adorno, COO(DeGarmo Group)
Tasha Knight, Operations Manager(US Cellular)

The foundation of a best-in-class talent acquisition system is an assessment solution that can effectively filter all applicants, and appropriately stream top-tier candidates to hiring managers. Sounds simple and straightforward, right? Unfortunately, optimizing the talent acquisition system involves much more than just “using assessments”.

There often are competing goals and objectives to consider when designing the process such as how to improve the efficiency of the system, but not detract from the candidate experience; or, how to gather the most useful and reliable information about job applicants in as little time as possible.

From an enterprise perspective, while final decisions about the talent acquisition system may come from one department, there are many others that have opinions - often contrasting one another. How many phases should the process have? In what order should they occur? What constitutes “top-tier” talent? Do we have different considerations for internal applicants? How can technology best be leveraged to streamline assessment administration?

This case study focuses on the implementation of DeGarmo Group’s assessment solutions for US Cellular’s nationwide retail operations and customer service calls centers. We’ll review the design considerations outlined above in our attempts to optimize the talent acquisition process and discuss wins, challenges and lessons learned from the experience.

Chris Stanzione, Sr. Recruiter(SunTrust Mortgage)

Learn some of the best ways to onboard new hires whether they are entry-level or executives. Chris Stanzione will cover a variety of topics as engaged by Fortune 100 Companies and small businesses alike. Learn the top three things that new hires want and need form their onboarding experience and what you as an HR professional can do to impact that experience.

Onboarding is a part of the recruiting and hiring process that many times is overlooked by companies. Time, energy and effort is spent to indentify, interview, recruit, and hire a new employee or teammate only to have their first impression be of a frustrating start to their new career. Every member of an organization is an onboarding specialist and can benefit from knowing the top three things to remember when bringing people onto the team.

This course will cover entry level, middle market, and executive hires form an onboarding experience standpoint and can be implemented at both the departmental and corporate side of the spectrum. We will cover new ideas, tried and true methods, as well as onboarding with Social Medial. Also, the differences between generational onboarding methodologies will be explored to cover the needs of boomers, GenXers, and Millennials in the onboarding process.

Come explore how different departments can effectively create a recruiting buzz around their onboarding methodologies with a zero to minimal budget and increase the WOW factor in their departments. These methods can be implemented easily with little buy-in and can spark positive conversation within a department, location, company, or industry. A great onboarding strategy results in a great recruiting program.

Cabot Jaffee, President and CEO(AlignMark, Inc)

This presentation will present results for an online prescreening and assessment system implemented for frontline customer service personnel within a global financial institution. The system was comprised on two major components; (1) an online prescreening tool which assessed background and work experience variables, and (2) an online, video based job simulation which assessed front-line customer service competencies. More than 7,000 applicants were initially evaluated using the new system. In addition to discussing the redesigned process map associated with the new process, turnover results for the new process will also be presented. Individual data points for discussion include the following; (a) applicant flow rates, (b) success rates at individual decision points, (c) 120-day retention results, (d) qualified applicant/job opening ratios, and (e) criterion validation results.

Tom Janz, Chief Scientist(People Assessments)
Kevin Rutherford, President(TalentLeap)

There has always been a lot of talking and hoping going on around aligning a corporation's workforce with their strategies for competing successfully in their markets. Unfortunately, that is where progress towards a Strategy-driven Workforce grinds to a halt for many. The reason is simple. They lack a rigorous methodology for quantifying or measuring their current strategic priorities. 

Registered participants to this session learn about four fundamental competitive strategy orientations: [1] Market Alignment, [2] Sales Power, [3] Transformation Efficiency, and [4] Purchasing Power. Participants experience how to measure the nature and strength of their corporate strategy, and then translate strategic priorities into the competencies that support strategy execution. Dr. Tom Janz will illustrate the phase one process of defining strategy-driven performance models with one or two examples taken from registered participants who complete a brief Strategic Priorities Survey sent out a week prior to the workshop.  

The Strategy-driven competencies, taken together with technical / functional and cultural competencies, offer comprehensive, measurable, strategic performance models. Kevin Rutherford will lead participants through the steps involved in putting these SPMs to work, begining with exploring the strengths and gaps in the current workforce. He will offer specific processes for talent re-alignment and coaching to maximize strategic fit. He will also cover how to review existing competency models and hiring methods to make sure that people entering the organization, particularly in highly leveraged positions, fit with the strategically aligned performance models developed in phase one above. 

These are the practical steps needed to have a fighting chance of earning the strategy-aligned workforce that most executives want to have. What they often have instead is a worforce-aligned strategy-- meaning that they end up having to pick a strategy their people can execute, instead of picking the market-optimal strategy and then aligning their workforce to execute on it. Executive thought leaders like Jack Welsch and John Chambers repeatedly point up the limits of a "Command and Control" orientation to achieve big results. Having a set of clear, sharable goals, linked to market-optimal strategies executed by a strategy-aligned workforce takes effort, vision, and tenacity to achieve. But with the steady decline in the average Return on Assets across all publicly traded companies over the past 30 years, 'more of the same' just isn't going to work.

Ted Kinney, General HR(Select International, Inc.)
Mandy Bolinger-Nelson, Talent Management and Organization Effectiveness(Sears Holdings Corporation)

Sears Holdings Corporation is the fourth largest broadline retailer in the United States, with over 4,000 full-line and specialty retail stores in the U.S. and Canada. The organization recognizes that having the right leaders and executives in the right roles is critical for achieving business objectives. Therefore, Sears utilizes an Executive Assessment process for the selection and development of its senior leaders and emerging leaders within the organization.

Join us for this one-hour session to hear Mandy Bolinger-Nelson, Director, Talent Management and Organization Effectiveness at Sears, and Ted Kinney, Ph.D., Senior Consultant and Executive Assessment Practice Lead at Select International, as they discuss the benefits of an Executive Assessment process for selection and development. The speakers will review the specific steps in Sears’ Executive Assessment process, and discuss the benefits and challenges that come with implementing this process.

Stephen Blakesley, Managing Partner(GMS Talent, LP)

Strategic Hiring is a presentation of three essential phases leading to superior performance. In today's rapidly changing world, companies are "shooting themselves in the foot."
Failing to recognize that hiring, development and retention methods need constant revision to stay ahead of competition is a common mistake. What you did yesterday to capture, develop and retain high-performing people will not likely be successful today.





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AR-SA">New methods for the sourcing, developing and retaining new talent is the focus of this presentation.</span></span>. Strategic Hiring is a structured system designed to discover top talent, convince them that your organization is one to be desired for those who have long-term careers in mind.

Yves Lermusi, CEO(Checkster)

Traditional reference checks have lost their ability to gain meaningful insights into candidates. They are being replaced by a new breed of checking and assessment called Reference Check 2.0. These new online reference Checks leverage new online behaviors like social networking and collective online rating technologies. Through these new online venues reference checks have been reborn into Reference Check 2.0. Reference Check 2.0 has helped the reference check reclaim its role as a leading assessment method.
You will learn in this session, how to cut your manual reference checking time in half by upgrading to the digitized Reference Check 2.0. If you are not performing reference checks anymore, you will see how to gain new and invaluable insights on your applicants-- with minimal effort. You will learn how upgrading to the 2.0 version can transform your relationship with hiring managers, become more strategic in your hiring and how to better source passive job seekers.

Eric Owski, Director, Media Solutions(No Company Selected)

Although social media and other emerging technologies have joined the recruiting mix in recent years, job boards continue to be a leading source of hire for many top US companies. Job boards have evolved dramatically since their inception in the 1990s, from websites that offered simple help wanted ads to a sophisticated medium for employment branding and attracting top talent. Employers have evolved with job boards, becoming more creative than ever in how they use job boards to sustain candidate pipelines.
During this session, CareerBuilder’s Director of Media Solutions, Eric Owski, will review the advantages and latest methods for using online job boards as a new war for talent emerges in the US workplace. This session will cover:

• What recruiting sources yield the best return on time and resources for different types of employers.
• Why job boards have remained a top source of hire and the latest methods for using job boards in the hiring process.
• How job boards integrate with other sources of hire, including social media, search engine optimization and online referrals.

This session is for HR professionals who face the ongoing challenge of hiring top talent in an increasingly competitive, ever-changing marketplace.

Sponsors for this event:
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