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Quality of Hire

March 22-23, 2012
This event has ended. Click Enter Event to view the archive.
It is imperative to hire the best potential candidates to ensure the long term success of an organization. The Quality of Hire track is an ever-changing and evolving sector of HR, and through this certification and accreditation program, we will provide insight into the metrics, tools, and processes needed to build a highly skilled and trained pool of professionals. Attend the workshops from your desk!

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 process 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
Lynn Lievonen, People Pleaser(
Yves Lermusi, CEO(Checkster)

       Join us for our fifth, two-day virtual event presented by the Institute for Human Resources (IHR) on Quality of Hire. Yves Lermusi, President of Checkster, is a member of the IHR Quality of Hire Advisory Board. The IHR Quality of Hire certification program was launched on April 19 and 20, 2011 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. The last event was held November 9 and 10 and included topics such as: behavioral interviewing, handwriting analysis, international background checks, predicting leadership success, online reference checking and more and our last webcast was in January included topics such handwriting anaysis,video and virtual interviewing.. All of these webcasts are archived on and are approved for IHR certification and HRCI recertification credits. This introductory session will provide you with the complete schedule of the March 22 and23 program. 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.

Rod Fliegel, Shareholder, Attorney(Littler Mendelson)
Jennifer Mora, Attorney(Littler Mendelson)

For employers, in particular those who want to use background reports in the hiring process, 2011 has been an active year. Increased promulgation of background check laws and aggressive enforcement measures have left employers in need of sound advice for compliaAmonce in 2012 and beyond. Among other concerns, employers face the U.S. Equal Employment Opportunity Commission’s renewed focus on background reports as a potential barrier to employment in violation of Title VII of the Civil Rights Act of 1964. In addition, more states are implementing laws that restrict the ability of employers to use credit reports for employment purposes. Finally, there has been an unprecedented spike in class action and single-plaintiff lawsuits against employers for alleged violations of federal and state background check laws.

Maintaining compliance with the myriad of federal and state issues regulating employment screening can be challenging for any employer. This session will explain ways in which employers can navigate these murky waters and reduce exposure to litigation based on their employment screening practices. Employers will learn about:

•       Recent lawsuits against employers for violating federal or state background check laws.
•       The latest laws regulating the use of criminal background and credit checks for employment purposes.
•       The EEOC’s increased focus on employer background screening programs.
•       Best practices for mitigating legal risks.

The lead presenter, Rod M. Fliegel, is a Shareholder at Littler Mendelson, P.C. ( Mr. Fliegel has broad subject matter experience and significant expertise in class action defense and the intersection of the federal and state background check laws (e.g., Title VII and the Fair Credit Reporting Act and their state law equivalents). Mr. Fliegel also has extensive experience defending employers in state, federal and administrative litigation, including matters with the Equal Employment Opportunity Commission, the Federal Trade Commission, and the New York Office of the Attorney General. As the national coordinating counsel for a large nationwide retailer and a large nationwide background check company, Mr. Fliegel handles and oversees civil and administrative matters throughout the country. Mr. Fliegel’s co-presenter, Jennifer L. Mora, is an Associate at Littler Mendelson. Ms. Mora regularly advises and defends employers in traditional labor matters, and is developing an expertise in federal and state laws impacting background checks.

Charles Handler, CEO(Rocket-Hire)

In this webcast entitled, "Show Me The Money! Choosing A Pre-Employment Assessment Partner," Dr. Charles Handler, president and founder of Rocket-Hire, a vendor neutral assessment consulting firm, shares his proven methodology for developing an assessment strategy and choosing the best vendor to help you execute it.

The value proposition for pre-employment assessment continues to grow as more and more vendors are creating solutions that can have an immediate impact on important business outcomes.

Unfortunately, many firms are leaving money on the table because they either decide assessment is too complicated and avoid it altogether, or because they choose vendors who do not provide a solution that is optimized for their specific needs.

Making the most of the value proposition for assessment can be hard because:

•Assessment is a complex topic and understanding it can be confusing.
•There are literally hundreds of assessment vendors and it is hard to tell which ones are good and how they differ from one another.
•Despite what your vendor may say – Not every assessment strategy is effective in every situation.

Topics covered include:

•Developing an effective assessment strategy
•Building a process instead of just slinging tests
•How to identify key parameters that will define success for your organization
•How to cut through the BS when dealing with vendors
•A methodology for assessment vendor selection
•Key resources available for understanding the assessment marketplace

Dr. Charles Handler is the president and founder of Throughout his career he has specialized in developing effective, legally defensible employee selection systems. He has taken what he learned developing recruiting and selection solutions for a wide variety of organizations and combined it with his love of technology to help clients develop new models for employee selection. His philosophy focuses on combining sound science with innovation and practicality to create online hiring strategies that provide ROI and demonstrate the value of human capital. Charles has a Master’s and Ph.D. in Industrial Psychology.

Joe McKenna, Chief Marketing Officer( Family of Companies)

In today’s economy, there are fewer positions to be filled than there are applicants looking for work. Many human resources departments and staffing agencies are accepting far more job applications than ever before.

You’ve probably received an influx of applications as well—and if you are not handling those applications properly, you could be in hot water with the Equal Employment Opportunity Commission (EEOC) and could put yourself at risk of litigation.

Three out of four businesses nationwide perform background checks, including criminal checks and credit reports, as part of their pre-employment application process. The increase in recent pre-employment screening has flagged the attention of the EEOC and has drawn the commission’s scrutiny in a way that could significantly impact your business and hiring practices.

As part of its 2008 initiative, E-RACE (Eradicating Racism and Colorism from Employment), the EEOC has focused its regulatory efforts on the language in employment applications and the impact that preemployment screening has on hiring. In a recent high-profile case, the EEOC filed suit against a well-known temporary staffing firm, claiming that the company’s policy against hiring individuals with criminal records has a disparate impact on African-American applicants.

Although the EEOC’s case was found to be meritless, this incident and other pending litigation should serve as an eye-opener for any business using background checks. Your business could incur extensive damages if you use blanket policies against hiring felons, fail to treat all job applications the same way or take improper action on something as simple as using a check box or running a background check. We are providing this guide as a tool to help you determine if your pre-screening and job application processes are in compliance with EEOC guidelines and other regulations. The following tips will help to ensure compliance with regard to pre-screening and hiring, but they only scratch the surface of a very complex issue.

Here’s the million-dollar question: how do you know if your hiring processes are compliant?

Janice Taylor, Owner(Background Screening & Security Solutions, LLC)

This 1 hour session will provide an overview and introduction to pre-employment criminal background screening investigations. It will also outline the 5 basic elements of a best practices criminal background search:
1) Point One: SSN Trace & Address Locator.
2) Point Two: U.S. Criminal Records Indicator Search
3) Point Three: County (or Statewide) Criminal Record Searches
4) Point Four: Federal Criminal Record Searches
5) Point Five: Driving Record Search
Additionally we will discuss some of the other additional items that employers search based on need such as employment and education reference verification, credentials verification, motor vehicle driving reports, social media screenings, E-Verify programs, and screening for non-profits.
The Fair Credit Reporting Act (F C R A), the Fair and Accurate Credit Transaction Act (F A C T A) and the Equal Employment Opportunity Commission are all weighing in on the background screening process. We’ll discuss the major parts of what each of these agencies say in regards to background screening.
1) Fair Credit Reporting Act - has 29 categories with which credit and criminal reporting agencies (CRAs) and employers must comply.
2) Fair and Accurate Credit Transaction Act - The act allows consumers to request and obtain a free credit report once every twelve months from each of the three nationwide consumer credit reporting companies (Equifax, Experian and TransUnion
3) Equal Employment Opportunity Commission - The U.S. Equal Employment Opportunity Commission (EEOC) is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person's race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information.

Terry Corley, Managing Principal(Aletheia Consulting Group)

With increasing connectivity, there is an advent of a truly global workforce, multinational operations and global trade has led to an exponential increase in the risks associated with candidate recruiting, contract, and or contingent workforce.

Human capital is increasingly being acknowledged as the most important investment for any company. Finding the right talent in the right job at the right time is an enormous challenge that global HR teams are facing in today’s current hiring scenario.

In all of this, in the more recent times, individuals from corporations involved in various crimes as well as increased legal scrutiny related to personal privacy, anti-terrorism and anti-corruption such as the U.S. Foreign Corrupt Practices Act (FCPA), Sarbanes Oxley, Patriot Act, and US. Federal Sentencing Guidelines for Organizations (FSGO) and many other similar industry and or country specific laws like the UK’s Bribery Act has led to increased realization about the value for adequate background screening of all employees, contractors, and vendors at all levels no matter where the organization does business.

It can be rather embarrassing for an organization that does not excise due care when vetting their employees, contract staff or trading partners as such organizations can also be exposed to enforcement action by government authorities for not conducting what may be considered a reasonable level of due diligence or have not applied “due care” as may be required by new and existing security and anti-corruption legislation.

Join Aletheia Consulting Group for a one hour webinar where you’ll be provided with an overview of the legal, regulatory, and practical landscape associated with best practice international background screening.

Terry Corley, Managing Principal of Aletheia Consulting Group and Gary Clayton, CEO of Privacy Compliance Group as they discuss these key points:

• What are today’s most common types of international background checks and how do they help organizations exercise required due care on a global basis?
• What is considered a reasonable level of due diligence according to prominent anti-corruption laws affecting global trade?
• How do we implement an international employment, contractor and vendor screening programs that meets necessary due care?

Jack Kramer, Vice President(SkillSurvey, Inc.)

Research from the Society for Human Resource Management shows that 96% of human resources professionals check references, yet less than 25% of those checks are able to produce adequate information beyond employment verification.

Learn how to transform the reference-checking function into a strategic hiring imperative that contributes directly to the hiring decision for each candidate.

See how new technology immediately improves quality-of-hire with reference-checking by:

•       Avoiding the 5-8% of candidates who are outright bad-hires
•       Getting behavioral feedback from 5 references in 2 days for each candidate
•       Getting scores that identify developmental needs for each candidate
•       Getting open comments from references that reveal a candidate’s strengths and weaknesses
•       Boosting retention by as much as 4%

Improve your entire hiring strategy by obtaining information about behaviors and skills that scientifically predict a candidate’s long-term success for each opening.

Provide extra value to your HR team. Learn how reference-checking empowers HR executives, recruiters and hiring managers to hire only the best, uncovering documented savings of thousands of dollars in salaries and hiring costs by hiring only candidates who are a good fit. Users of the technology also leverage a report showing who among their final candidates has the most desirable behaviors and skills.

Feedback received from reference assessments can also be used to plan or adjust on-boarding 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.


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

US business is going through its toughest transformation in a century, and HR is on the frontline. The global war for talent, emerging technologies, economic pressures and changes in the workforce threaten every organization’s success today. It’s not going to get any easier tomorrow.

Luckily the tools exist that can turn these challenges into triumphs. Organizations who start using them today will own the future. 2020 is only 8 years away, but the pace of technological and social change is such that the steps to success then may well be notably different from the steps to success today.

These tools include deep analytics; performance prediction via online, accessible portals; virtual reality; gaming techniques and mechanics; privacy policies; and job and person assessment. Each of these tools and the factors surrounding their evolution, use, and impact will be discussed in the webinar. We will describe the principal features of each, predict their impact, and highlight practical steps to adopting them. We will also examine the risks inherent in adopting leading-edge approaches and technologies as well as the risks in not doing so.

In this webinar we will cover:
•       What HR will look like in 2020, and what you need to do now to ensure your success
•       The three things you need to know about every employee today
•       The science behind performance predicting and performance management
•       Tried-and-tested HR approaches you need to stop using
•       The smart and not-so-smart ways to apply the new HR analytics
•       Practical ways to demonstrate ROI on HR
•       How you can win the global war for talent, long term

Bill Glenn, VP, Marketing + Alliances(TalentWise)
Geoffrey Andrews, COO(Social Intelligence)

As more people interact on sites like Facebook, LinkedIn, Pinterest, Twitter, and numerous others, online networks have evolved into powerful recruiting tools for human resources professionals. According to a recent survey conducted by executive search firm ExecuNet, a striking 77 percent of respondents indicated that they use the web for screening potential job candidates.

Social networks have introduced people’s offline lives to the online world and in doing so have melded professional and personal information into a publicly accessible digital profile. Checking out a potential employee’s Facebook page or following him or her on Twitter may offer an enticing window into a candidate’s personality for recruiting and staffing professions, but knowing what information presented on social networking sites is job-relevant can help prevent costly legal entanglements with the Equal Employment Opportunity Commission (EEOC) and the Office of Federal Contract Compliance Programs (OFCCP).        

There is no doubt it makes sense for HR, staffing, and recruiting practitioners to leverage all publicly available information about candidates to make critical hiring decisions, but organizations can easily get themselves into legal hot water if these sites are used inappropriately. Though social networks are a convenient and free way to verify a candidate's résumé claims, unearth undesirable behaviors, and gain insight into their skills, personality, and potential cultural fit, companies must tread carefully when utilizing social technologies. It is important for industry practitioners to understand the impact social networking can have on the hiring process to better navigate the online minefield and mitigate risk.

TalentWise’s Bill Glenn and Social Intelligence Corp.’s Geoff Andrews are experienced in the area of compliant social media screening. Together, they will provide attendees with valuable information on how to properly and compliantly glean both negative and positive details about a job candidate via social media and how social networking has paved the way for a new generation of employment recruiting and what that means for employers moving forward.

Yves Lermusi, CEO(Checkster)

Beyond Reference Checking & Interview Debrief - How to Make Better Talent Decisions with Social Rating.

Talent decisions can make or break a business or a career. Determining the difference between a good and a great candidate is the key to business success and the distinction of a truly strategic talent acquisition department.
Talent decisions are hard, imperfect, rooted with landmines and do not mainly rely on sourcing expertise. To become more than resume pushers, talent acquisition departments need to arm themselves with knowledge, tools (including social tools) and techniques to make talent decisions better. From this presentation you will gain ways to instantly be more valuable to your hiring managers, your department, your organization.
This session gives you the framework, tools and techniques on how to use social ratings to make better talent decisions. It can be used to replace or complement your reference Checks and your interview debriefs.
Talent decisions can make or break a business or a career. Determining the difference between a good and a great candidate is the key to business success and the distinction of a truly strategic talent acquisition department.
Talent decisions are hard, imperfect, rooted with landmines and do not mainly rely on sourcing expertise. To become more than resume pushers, talent acquisition departments need to arm themselves with knowledge, tools (including social tools) and techniques to make talent decisions better. From this presentation you will gain ways to instantly be more valuable to your hiring managers, your department, your organization.
This session gives you the framework, tools and techniques on how to use social ratings to make better talent decisions. It can be used to replace or complement your reference Checks and your interview debriefs.

Michael Struth, Senior Vice President(AlignMark, Inc)

This presentation discusses results for an online prescreening and assessment system implemented for frontline customer service personnel within a global financial institution, but is applicable to any industry and any size organization. Although the case study involved high volume hiring needs, results also have clear implications for lesser volume hiring situations. 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 providing significant data study opportunities. 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 to job opening ratios, and (e) criterion validation results.

Results demonstrated clear value for improving new hires quality by incorporating valid assessment tools into the recruiting and hiring process. Job performance and retention of new hires selected using additional assessment tools was marked higher. Although inclusion of additional selection tools resulted in a more stringent selection process, the more stringent process nonetheless produced a more than sufficient number of qualified applicants to fill all job openings in a timely manner. In addition to demonstrating the value of assessments, results likewise speak to the importance user-friendliness plays in the recruitment and hiring process.

Ryder Cullison, Client Relationship Manager(Hire-Intelligence, LLC)

Video Interviewing is an emerging technology gaining attention and prominence on the web. In this down economy more and more employers are searching for ways to not only cut recruiting costs but to save valuable time during the hiring process. Video Interviewing allows employers to screen candidates prior to the face-to-face interview to determine if the candidate is indeed a good fit for the organization. In minutes and for less than the price of a phone interview, a hiring manager or HR professional can determine if they have enough interest to conduct an in-person interview with the candidate. The ability to record video interviews adds numerous benefits including increased collaboration among managers so a more informed hiring decision can be made.

Despite the many benefits, many professionals still offer a few concerns about the process such as “Is video interviewing discriminatory?” and “What do candidates think about the experience?”

Hire-Intelligence LLC, a leading Video Interviewing provider, will discuss the following topics to give your more insight and education into this burgeoning technology.
•       What is Video Interviewing?
•       Research studies and press on the subject of Video Interviewing
o Aberdeen research on video interviewing
o       Industry insider blogs on video interviewing
•       Benefits to Employers/Candidates
o       Cost savings
o       Attract top talent
o       Improve the candidate experience
o       Streamline the hiring process
o       Go Green
o       Increased collaboration
•       The Video Interviewing Process – How do employers setup video interviews and what must the candidate do to complete it.
•       Video Interviewing Challenges
•       Features to look for in a Video Interviewing tool
o       Live (Two-Way) Interviewing?
o       Is the interview recorded?
o       Does the tool allow “Do overs”?
•       EEOC compliance – Video interviewing is a non-discriminatory practice.
•       Tips to conducting a successful interview for employers and candidates
•       ROI
•       Summary

At the end we will answer any questions regarding the topics discussed above.

Leanne Buehler, VP of Consulting Services(Newmeasures LLC)

The market is filled with a wide assortment of hiring tests. Many HR organizations --flooded with applicants in a tight job market – are using increasingly hiring assessments to help narrow the candidate pool and identify the right people for the job.

But for all the millions being spent on these tools, companies still struggle to find employees who will perform well, fit in with teams and the company culture, and stay long enough to make a difference. In fact, according to research firm Bersin & Associates, roughly one in every eight new hires will leave the job within the first 12 months – even in today’s tough economic environment.

While assessments can be effective for identifying job candidates who have the right functional skills for the job, most companies neglect to take into account the behaviors and attitudes employees need to fit and thrive in the company’s unique culture and deliver the intended customer experience. In fact, most people assume these characteristics are intangible and can’t be measured.

In this webinar, Dr. Leanne Buehler will show how, using a more scientific approach to assessments, you actually can measure “intangibles” such as the desire to treat customers with care, a “we-over-me” attitude, or the confidence to use best judgment in tough situations. And, when such culture-critical characteristics are factored into the selection process, along with skill and knowledge evaluations, companies improve quality of hire and see a range of business improvements – from increased revenues to improved product quality to higher customer satisfaction.

Theresa Preg, Senior Director Product Management(First Advantage)
Ann Jones, Senior Director, Strategy and Innovation(First Advantage)

Learn the latest trends in employment screening including identifying the top screens added by organizations in the past year as well as those screens companies have selected to stop ordering. In addition, we will review legal actions affecting your screening choices (including a discussion on ban the box, credit, and criminal checks), and discuss global compliance concerns impacting this industry. Considering expand your reach to include candidates who may have worked, studied or lived outside of your county? Then you won’t want to miss our tips for global considerations. 2012 is the time to prepare to manage and capitalize on that global talent pool. The 2011 Global Trend by Career Builder predicts companies will become larger and more global in the next 10 years, handling operations in more countries than they do today. With these exciting changes with whom we work, now is the time to prepare to understand your global screening choices. This session is focused on helping you be aware of some easy-to-identify benchmarks to maximize the value of your dollars spent on background checks and drug screens whether or not you are screening someone who has lived in the same location all of his or her life or whether that person has moved across borders. With these benchmarks, we desire you to tighten your screening tactics and increase your quality of hire. Hosted by Theresa Preg and Ann Jones of LexisNexis. LexisNexis leads the industry with the most advanced technology and comprehensive data solutions, so you can make the right decisions quickly about your applicants.

Jonathan Ciampi, President and Founder(Preptel Corporation)

The presentation will cover how to overcome the following:

-- Challenge in finding good talent among increasing volume of candidates
-- ATS challenges and Resume Formatting
-- Social Networking challenges
-- Interviewing challenges

Jon can cover in detail his article (below) and more...

Top 5 Résumé Mistakes
By Jonathan Ciampi
Did You Know?

At most companies:
       Computers read your résumé first, not humans
       At least 75% of résumés are discarded for using the wrong words
       More than 20% of résumés don’t make the list due to formatting issues
       Only 1% of total applicants get an interview

To combat this and drastically increase your odds, you should:
1.       Not Get Overly Creative: Perhaps counterintuitive, however, most large companies use software to filter résumés so your experience might be overlooked altogether if you try and get fancy and list your ‘Work Experience’ as ‘Career Highlights’

2.       Not PDF Your Résumé: If you use PDF, you are missing job opportunities. Many people are using PDF as their preferred résumé format, however PDF is far more error prone than MS Word, Text, or even HTML. If you are using PDF, you are likely missing out on many interviews because a hiring company is not seeing your whole résumé.

3.       Customize Your Résumé for Each Position – It’s a MUST: Here is the hard truth: a single résumé will not position you properly for every job. We analyzed thousands of candidates and found a single résumé varies significantly from one job to another. We found, some candidates range from a job fit rating of nine percent to 73 percent. Since a résumé is one of your best assets, it is surprising so many candidates fail to tailor their résumé to each job. Regardless of how you get into a company, even networking, hiring companies will use your résumé to determine if you are qualified and a general résumé is a poor choice.

4.       Always Format Your Electronic Résumé For Automated Recruiting: A human will not read your résumé until after it is read, parsed, and classified by a computer. Even then, a human will only read it if it is a good match to the job description. It won’t matter how pretty you formatted your résumé or how well you write about your qualifications if the computer is unable to interpret the specifics.

5.       Use Key Words: Hiring managers receive a summary report generated by Applicant Tracking System (ATS) software that removes bias-causing problems, tracks EEOC compliance and performance, and supposedly levels the playing field across the applicant pool. Regardless of how a résumé gets in front of a company – friend, job board, recruiter, or online application – everyone goes through these ATS systems. Identifying keywords and knowing how you rank through ATS systems used to be guess work - but today technology tools are finally assisting job seekers in putting in the key words that will help them get the job they want.

# # #

Chris Lemens, Executive Vice President & General Counsel(GIS - General Information Services)

In the lecture titled Grading & Adjudication and EEO Law, Christopher L. Lemens, General Counsel and Executive Vice President of General Information Services, Inc. (GIS), will discuss how to balance the possible risks of claimed employment discrimination with the possible risks and losses associated with poor hiring.

According to the United States’ Equal Employment Opportunity Commission (EEOC), blanket background screening policies are disproportionately discriminatory towards minorities. By not being careful with these policies, employers can face Equal Employment Opportunity (EEO) lawsuits from the EEOC – but on the other hand, not running checks at all can open employers up to a whole host of risks, losses, and the always dreaded negligent hiring lawsuits. Mr. Lemens will explain the EEOC's position on background screening policies, how the EEOC arrived at that position, and the extensive private and public litigation on the issue.

This is an extremely important topic for employers of all sizes and all industries that have employees in the United States. Lawsuits on either end of the spectrum can cost a significant amount of time and money and the possible losses from poor hiring can incur even more cost. There is no zero risk solution. But there are certainly solutions that lower total risk, both of negligent hiring and discrimination lawsuits. Mr. Lemens describes a process that an employer of any size can use to reduce its risks, run a manageable hiring process, improve the quality of its hires, reduce its cost of hiring, and avoid unnecessary litigation.

If you manage your organization’s background screening program or adjudication criteria, this is a must attend session.

Jay Janovics, Director of Optimization Services(CEB’s SHL Talent Measurement Solutions)

Achieving strong business results depends on hiring and retaining great people. Organizations who recognize that people are their most important asset demonstrate that understanding by establishing effective processes to attract, place and promote the right people. However, even with the right processes in place, the quality and success of talent decisions is impacted by the quality of information used to make those decisions. In this webinar, you will learn how a number of organizations have incorporated People Intelligence into their hiring process to help inform and improve their hiring decisions, and how this approach yields practical, measurable business impact.

Quantifiable measurements of the impact People Intelligence can have on key business outcomes includes effectiveness metrics such as increased productivity, sales and retention. These outcomes are what ultimately drive success for the entire business.

In this session, learn how companies are experiencing dramatic results through People Intelligence measurement, including how:

High-scoring customer service agents at a cable company handle calls 15% faster and generate 26% more revenue per call, translating into an additional 500,000 calls and $1.3 million in revenue generated per year.

At an automotive parts retailer, salespeople with higher sales potential sell 21% more over their first three months in the job, translating into over $120 million in sales across the entire retail workforce.

Broadband cable technicians with stronger problem solving and mechanical reasoning skills make 27% fewer mistakes on installations, leading to a savings of over $2 million in reduced trouble calls.

You’ll leave this session with the strategies you’ll need to evaluate and improve the effectiveness of your company’s hiring and retention processes.

Sponsors for this event:

IHR Certifications
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