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Join us for our third, two-day virtual event presented by the Institute for Human Resources (IHR) on Quality of Hire. Today's speakers are both members of the IHR Quality of Hire Advisory Board: the Chairman, Kevin Wheeler, who is the President of Global Learning Resources Inc. and Yves Lermusi, the President of Checkster.
The IHR Quality of Hire program was launched on April 19 and 20 where over 700 HR professionals registered to learn about top trends in background checking, improving quality of hire, reference checking 2.0, judgment-based assessments, screening and assessment processes, and much more.
Our second event was held July 20 and 21 and over 600 HR professionals learned about benchmarking, mastering the art of interviewing, onboarding secrets for success, reference checks, strategic hiring, identifying and retaining star performers and other related topics.
All of these webcasts are archived on www.hr.com.
This introductory session will provide you with the complete schedule of the November 9/10 program. Topics being covered include behavioral interviewing, handwriting analysis, international background checks, fidiciary trust, multi-factor authentication, the value of a social security number trace in background screening and more.
It will also review the IHR12-month certification program and how the process works. Attending all of the webcasts is free and there is only a one-time fee to write the final exam. All of the webcasts presented are also approved for HRCI recertification credits.
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.
HR professionals can readily tell you about the horror stories they have experienced, employees that appear to be great finds but turn out to harass, sabotage, undermine, manipulate, embezzle, steal or in some cases psychos that commit acts of violence. And unfortunately, these bad apples can appear in any industry, at any level and in any job function. Subversive behavior can ruin the morale of a company, create friction among well intentioned employees, and interfere with productivity undermining a company's reputation, all of which encourage turnover.
Attendees to this conference will learn that companies now have a proven method to avoid the psychos and other hiring mistakes. Boston Biometricsprovides an easy to administer pre-interview exercise that takes just 15 minutes to complete. The exercise asks no questions and cannot be manipulated to the subject's advantage. The exercise is based upon the science of movement-based biometrics. Simply put, specific movements correlate with specific behaviors, captured pen on paper. The end result is access to the unvarnished behavioral preferences of the subject expressed in a Character Risk Rating from 1 to 99, the higher the rating, the lower the risk.
Pre-employment Character Risk Screening can provide a powerful set of conditions that can be very valuable over time. They include the following benefits:
- Lower risk of fraud, harassment, sabotage, theft and violence in your workplace.
- Employees that will work to accomplish the employer's objectives, not their own subversive agenda.
- Employees that will be easier to train, manage and who will work with others with less friction and with a higher level of teamwork and increased retention.
- Consistently hiring with Character Risk Screening will create a more cohesive and cooperative team of employees, reduce friction, improve morale and foster better relationships with suppliers and customers.
Let us demonstrate how our technology works and how it will benefit your company.
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.
*This webcast does not meet the criteria for HRCI or IHR credits
In 1982, Tom Janz published the first research that directly compared the predictive power of traditional, unstructured employment interviews with behavioural interviews in The Journal of Applied Psychology. In 1987, he was the lead author on the book "Behavior Description Interviewing: New, Accurate, Cost Effective" (Prentice Hall, Englewood Cliffs, NJ). This session documents the promise of behavioural interviewing as revealed by careful research into its research-proven accuracy when predicting future job performance. Reviews of all published research conclude that patterned behavioural interviews enjoy a single method accuracy that averages 53% of a perfect predictor. The single best predictor, mental ability, averages 54% across all jobs. When looking at combinations, a mental ability test plus a behavioural interview averages 62% of a perfect predictor, about as much as any other combination but considerably less expensive than simulations.
Tom will then turn to what occurs outside of research studies, focusing on how behavioural interviewing gets practiced in field hiring situations. He identifies six barriers that operate to smudge and obscure the picture of strong hiring accuracy for behavioural interviews. These barriers include:  Limited note taking,  Limited systematic answer rating and scoring,  Ineffective candidate probing and coaching,  Imbalanced talk ratio in favour of the interviewer,  Inadequate confirmation of candidate answers, and  Restrict deployment of the behavioural interview to just the finalist candidates.
In the final third of the session, Tom will outline the latest advances in software-assisted, online and video interviewing that recovers some of the promises lost between the research setting and the field setting. These advances include interview question guide generators, online literal interviews and web-enabled video interviews.
Handwriting analysis, despite what skeptics claim, is one of the most effective ways to measure personality strengths and challenges. More than 200 scientific papers have been published in non-graphological peer-reviewed publications in the last 50+ years: One of the best-kept secrets of many companies is that they are using handwriting analysis to help in the selection of personnel. Learn the top reasons that companies are using handwriting analysis and, how for some, it has become their highly coveted secret in selecting the right person, for the right job.
These scientific papers showcase the validity of handwriting analysis; there exists a distinct correlation between handwriting and personality. Empirical, controlled studies have shown that graphology IS a reliable way to assess human personality.
Unfortunately, the skeptics’ studies frequently employ single handwriting factors, negatively misrepresenting the science. An overly simplistic approach yields inaccuracies, which supports the skeptics’ agenda.
Human behavioral studies involving handwriting analysis exist (see above) and it has been found to be a valid tool. Handwriting analysis is commonly used in the workplace (and elsewhere) at this time.
It’s not likely employers would continue to utilize handwriting analysis if it weren’t valuable.
Employers find handwriting analysis invaluable, particularly in Europe, although it’s commonly used in America as well (despite many businesses refusing to disclose that they use it). The London Times (9-17-1995) quoted a French official as stating, "About 80% of large companies in France use graphology as part of the recruitment process, generally for their executives…" Also, Dun’s Review reports that handwriting analysis is regularly used for hiring employees in 85% of European firms. Furthermore, in addition to using forensic analysis, local, state, and federal (FBI, CIA, and other 3-letter agencies) U.S. law enforcement have and do utilize handwriting analysis, despite claims to the contrary.
Unfortunately, the skeptics’ studies frequently employ single handwriting factors, negatively misrepresenting the science. An overly simplistic approach yields inaccuracies, which supports the skeptics' agenda.
While organizational culture has been touted since the early 1990’s as essential for business success, there has been little connection between organizational culture and individual (employee – candidate) "fit." 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 message 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.
Participants will understand how to:
- Assess (measure) and define an organization’s cultural framework
- Understand how culture can be leveraged by creating an authentic employment message and brand
- Build an employment experience in the context of culture
- Clearly define fit to identify the type of employee you desire to attract and retain and those you’d like to repel
Audience participation and engagement: Lizz’s presentations are very high energy, interactive and entertaining. Audiences greatly appreciate the humor, down to earth style, multi media presentation and real life business examples everyone can easily understand. A significant take away for many attendees is that they are given tools, ideas and examples that they apply immediately to their organizations. See for yourself: http://www.youtube.com/watch?v=d_WhuyS579c
The intended audience for this presentation: Lizz’s presentations are well positioned for professionals in any area of Human Resources: Training/Education, Recruitment/Retention and Organizational Development. There is no industry specific audience. Presentations are general business and very applicable to all industries including health care, higher education, financial services, technology, profit and nonprofit organizations.
Employment is no longer restricted by international borders, and due diligence now requires an understanding of international background checks.
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.
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, and Canada, among others.
This webcast will introduce employers to international background checking, 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.
- Learn why international background checks are becoming an important tool for employers
- Understand the tools that are available and the limitations to international background checks
- Learn the legal and privacy aspects of checking international credentials including education and employment
- Understand the challenges and availability of international criminal records
Dealing with large numbers of applicants with little experience? Having difficulty finding ways to balance screening costs against the high cost of attrition? Is your company able to manage, develop and retain top talent? This presentation is going to cover some key factors that are important when developing a Quality of Hire program. How should you define Quality? How do you define and measure Performance on the job? The information not only reflects issues that HR departments are facing today but is based on a yearlong study conducted by a leading hospital group in Texas that has over 14 hospitals and 27,000 employees. The hospital’s goal was to find a way to save over $50,000,000 in expenses and as a result of this study they found a way to save $42,000,000! They discovered that it is not only important to look at retention issues, but it is almost more vital to look at performance issues. They discovered that retention alone does not equate to top performance. They were very particular about performance and wanted to find an assessment that would help them reduce the time it took to screen new applicants and help them predict top performance. The assessment they selected also served to reduce the human bias that existed in their hiring process. If your company is looking for a long-term savings in a total program, this presentation will help you consider some of the key issues you will face in developing or fine tuning your quality of hire program.
Investigation of the components of a residential social security trace, and the current advancements of the CBSV (Consent Based Social Security Verification) as it applies to verifying other components of the employment application, enhancing the information for the I-9 and E-Verify (where applicable) and as a talking point for discrepancies found in the application documents. Recent developments in the Social Security Administration's offerings to the public sector through online access permits indepth information about a person's social security number as it applies to verifying previous addresses, and then allowing the Human Resources Representative to use that information to build a reliable background checking package that addresses all of the locations where an applicant has lived, and also the possibility of social security number sharing, especially in those communities where the propensity for such exists, also flowing towards more information where E-Verify plays a component in either mandated policies or corporate policies. This program has been taught at the Atlanta chapter of the NAAAAHR, and has been screened for awarding HRCI credits. The program has universal application in the Human Resources genre, and also has merit for Insurance Industry investigations. consider revising corporate polciies to include the ssan as a mandatory part of the background screening process, especially valid in the pre-screening which is becoming more and more popular, especially in light of the randomization of social security numbers, and the issuance of social security numbers at the time of birth instead of at the time of application as in the past.
This webcast is not HRCI and IHR certified
Hiring managers have no training in the field of staffing. They are hired to be leaders, and leaders step into the role with a pre-existing team. When it come to hiring, they have no special skill. They think they are very good at identifying the right person during the job interview. But as Nobel Prize winner Daniel Kahneman pointed out in the Harvard Business Review earlier this year, managers are unaware of their own hidden biases. It is bias that makes the decision. So hiring managers hire the person they like the most, who happens to be the person most like themselves. This undermines diversity of mind, which is the most valuable resource a company can have.
HR has an opportunity to boost their value to the company by turning the hiring process into a professional HR process and making sure that the candidate selected is the best candidate for the company, not just the hiring manager. This means disposing of the concept of hiring manager as interviewer and as the decision maker for staffing. Finding the right person for a position with the company is HR’s job.
The point of this webinar is to open the dialogue around how HR can answer these questions:
How to create a reliable method to work with the business units to ensure the most accuracy in describing:
- Company problem/opportunity that’s being resolved through this position
Talent is not enough. How does HR ensure that the personal values of the candidate match the company's shared values? This means that HR first needs a method to make sure the stated values are the shared values of the existing staff.
Finally, how does HR make sure the individual shares the passion for what drives the company’s mission? This is distinct from alignment on values. This is about how employees are motivated and crucial to building a high-powered, cohesive team.
This session will help you to learn what multi-factor authentication is, why it’s important to the security of your technology, and how to implement it in existing systems. Making sure that users who authenticate to your systems are who they say they are is the first step in protecting the sensitive personal and corporate information that is stored in these systems. Implementing Multi-Factor Authentication will also help your technology meet industry requirements, like the Experian Independent 3rd Party Assessment standards (EI3PA) or the Payment Card Industry Data Security Standard (PCI DSS).
Multi-factor authentication is the use of two or more authentication factors to authenticate the user of a system. These factors are:
• something the user knows, like a password;
• something the user has, like a key card; and
• something the user is, like a fingerprint
Typical authentication systems include a username and password, which is only a single factor (“something the user knows”). To decrease the likelihood of a compromise of the user authentication process, multiple factors are used to authenticate each user. By adding an additional factor when authenticating a user, like a token, key card, or fingerprint, the identity of the user can be authenticated with greater certainty. However, the selection of an additional factor may have a great deal of impact on the quality of the user experience when logging into the system.
By highlighting a real-world implementation that helped background screening companies deliver a multi-factor solution to Human Resources professionals, this session will give you the tools to determine the right approach for your organization.
Due to technical difficulties, the recording for this webcast will be posted at a later date.
This webinar will address the too-frequent employer error of making hiring decisions based on candidates' skills (or more commonly and even worse, based on candidates' experience) and then eventually firing workers due to reasons of "fit" - e.g., inability to accept feedback, lack of effective interaction with colleagues, work ethic not in keeping with the company culture, and so on.
This makes sense to everyone who thinks about work colleagues who left their jobs and remembers why they left. Further, the facts substantiate our anecdotal memory: over 80% of employees who leave their jobs, whether voluntarily or not, leave for reasons of fit.
Application of proven science can put an end to this unfortunate and exceedingly expensive cycle of hiring on skill and firing on fit. So far, this science has been applied widely in terms of number of companies, but has been limited to (usually) more senior roles. The primary reason for this: the process has been expensive. Today, however, new technologies and new business models enable the same proven science to be accessible at scale and affordably.
This webinar will show how it is done, how to hire on fit. The proven science of predicting performance - of measuring the factors that most strongly correlate with performance on the job and then making hiring and talent management decisions based on those factors - will be explained, and results illustrated.
Participants will gain a clear sense of how performance prediction can substantially increase the likelihood of hiring future high performing employees. This will end the cycle of hiring on skill and firing on fit.
What makes a leader effective? Are there particular skills, traits, abilities, experience, or behaviors that lead to better manager and business performance? Is leadership success…predictable?
Businesses are facing greater change, more competition, and more uncertainty than ever. They need the right leaders in place – at all levels – to guide them into the future. To execute on their strategies, organizations need leaders who can not only manage operations and business processes, but also inspire and engage employees. The ability to communicate passion, purpose, and meaning to others helps keep staff engaged in the company’s goals and establishes the desired culture in most organizations.
Unfortunately, simple measures of managerial experience (e.g., time in previous leadership role) used in many recruiting processes simply don’t work as predictors of future success. And worse – hiring based only on demonstrated management experience may overlook other high-potential leaders in your current workforce, and ignores the demographic shift of our aging workforce where the leaders of tomorrow will have to be identified, selected, and developed from among today’s non-managers and new workers. Fortunately, however, over 50 years of research in behavioral and management sciences have resulted in proven processes and tools that can be used to identify leadership potential, improve promotion and selection decisions, and inform leader development investments.
The use of science-based, technology-enabled assessment can help employers hire or promote the right candidates. In this session, we will discuss how to hire effective leaders who can improve productivity, drive engagement, and deliver positive impacts to your bottom line.
The trust that financial professionals need in order to advise clients and transact on their behalf has been eroded by the actions of a few high profile Financial Advisors and Asset Managers. Government regulators are looking for new and effective means to restore confidence. Regardless, the anticipated controls to manage and oversee financial service processes are slow to take effect and may never restore the confidence that consumers once had in Financial Institutions. There will always be a few crafty, cunning, and unethical professionals who circumvent the rules for personal gain.
Dr. Janz begins by describing eight personal constructs that emerge from a review of over 500 published, refereed studies on the causes and characteristics of white collar criminal behavior. The Veris Benchmarks Index of Fiduciary Trust™ consists of over 100 items written to tap these constructs and then combined into a single index. David Shulman, CEO of Veris Benchmarks and a seasoned Wall Street banker, describes how Veris Benchmarks makes the Index available to financial corporations who wish to certify their trustworthiness against several proprietary benchmarks, as well as provide their employees with confidential Personal Veris Reports that offer feedback and career guidance.
The proprietary benchmarks include an incarcerated felon benchmark consisting of 812 persons currently residing in the Pennsylvania and Connecticut prison systems. Results from the felon benchmark are compared to growing industry-wide benchmark of candidates seeking financial professional jobs. Attendees to this session will see how a Corporate Veris Report can serve marketing objectives, certifying the firm’s overall level of Fiduciary Trust. But it can also serve as a radar-scope for risk, revealing cross sections of the organization where pockets of elevated moral hazard risk exist. Greater risk does not mean that criminal or even unethical behavior has occurred, but it would suggest that greater controls or investigative effort is most likely to pay off in areas of elevated risk.
This session does not qualify for HRCI credit.
This seminar provides a concise WHO, WHAT, WHY and HOW of automated video interviewing. Featuring case study examples and demonstrations this session will explore the key issues many recruiters face in using preliminary screening methods and will demonstrate how Automated Online Video Interviewing can reduce time to hire, remove scheduling and replace phone interviewing.
Three (3) key elements to the course:
This section will cover how automated video interviewing can enable the recruiter/hiring manager to:
- Automate the screening stage using online video
- Make better decisions with more information
- Conduct multiple interview types (language/technical)
- Facilitate easy comparison between candidates
- Highlight the benefits of hearing and seeing the person on video
This section will cover how automated video interviewing can enable the recruiter/hiring manager to:
- Remove scheduling of early stage interviews via batch interviewing
- Remove initial phone interviews
- Facilitate hiring team collaboration
- Devise multiple interviews in one, e.g. technical test, culture fit and language test in one screening interview
- Design better on-site interviews with candidates based on learnings from the video screening interview.
Transparent Recruitment Process
This section will cover how automated video interviewing can enable the recruiter/hiring manager to:
- Ensure a fair recruitment process for all candidates
- Facilitate external and internal audits via consistency of approach in questions
- Have clear interview records for review thus eliminating second guessing from written notes or memory
- Keep an audit of the recruitment proficiency of recruiters and line managers
Learn how to improve quality-of-hire with new online reference-checking by:
• Avoiding the 5-8% of candidates who are bad-hires
• Getting behavioral feedback from 5 references in 2 days for each candidate
• Getting Scores that identify developmental needs
Improve your entire hiring strategy by obtaining information about behaviors and skills that scientifically predict a candidate’s success for the position.
Provide extra value to your HR team. Learn how new Web 2.0 reference-checking allows HR executives, recruiters and hiring managers to hire only the best, uncovering documented savings of thousands of dollars in salaries and hiring costs by avoiding candidates who are not a good fit. Users of the technology also receive a report showing which candidates have desirable behaviors and skills.
Feedback received from these reference assessments can also be used to plan or adjust onboarding procedures and training. For example, a candidate with little CRM experience, but with high scores for customer service skills from the reference information, may be a potential fit for the organization in a customer service role if additional training on CRM systems is provided within the first 90 days of employment.
Participants will learn: how to improve quality-of-hire immediately by avoiding 5-8% of candidates who score low with references; how to infuse consistency, reliability and validity into each reference-check; and how to get scores that identify developmental needs of candidates.
Who should attend? Recruiters at any size company, HR executives, talent-acquisition professionals, HRIS and shared services specialists.
This session is not availble for certification