Source: Anne Ford, American Libraries, Vol. 49 nos. 11/12, November/December 2018
….White’s concerns represent only some of the potential obstacles that people from underrepresented demographic groups face when applying for positions in the library field—a field that remains about 86% white and 97% able-bodied (per the 2017 ALA Demographic Survey, which did not ask about sexual orientation.)
Because the library profession has been trying to diversify itself for a long time—particularly racially, and particularly through initiatives such as diversity task forces and diversity fellowships—some may be surprised that people from underrepresented communities still encounter barriers to library employment….
Source: Mel Hennigan and Lindsay Evans, SHRM, HR Today, October 31, 2018
YES: Hiring bias is hiding beneath the cloak of company culture.
When successful tech companies popularized corporate culture as an asset to be fostered and shaped about 15 years ago, it didn’t take long for “culture fit” to become the new jargon used for hiring decisions that are based on personality traits. Considering culture fit as part of the overall package is a good thing for companies that have taken the time to carefully define and weigh the cultural components of the hiring decision. ….
NO: Assessing candidates for culture fit helps ensure their success.
Human capital has a direct impact on an organization’s financial performance, research shows. The people within an organization can provide a competitive advantage—or a disadvantage. Therefore, making the right hiring decisions is critical…..
Source: Fabiana Silva, Social Forces, Volume 97, Issue 2, December 2018
From the abstract:
Sociologists commonly point to jobseekers’ racially segregated networks and employers’ discriminatory behavior to explain racial inequality in employment. Network scholars argue that, given segregated networks and black and white employees’ unequal position in the labor market, employers’ reliance on employee referrals reproduces black disadvantage. Scholars of discrimination focus instead on employers’ unequal treatment of equally qualified black and white jobseekers. Drawing on an original experiment with a sample of white individuals with hiring responsibilities, I seek to bridge these literatures by examining whether respondents’ racial prejudice affects how they reward employee referrals of black and white applicants from black and white employees. I use a measure of implicit prejudice that is resistant to social desirability and that can capture biases among people who genuinely believe they are unbiased. Whether evaluated by low-prejudiced or high-prejudiced respondents, white applicants benefit greatly from same-race referrals. In contrast, black applicants do not benefit from same-race referrals, even when they are evaluated by low-prejudiced respondents. In fact, black applicants only benefit from having a referral when two conditions are met: the referring employee is white and they are evaluated by a relatively low-prejudiced respondent. These findings suggest that in addition to their disadvantage in access to employee referrals, black jobseekers suffer from a disadvantage in returns to these referrals.
Source: JR Keller, Administrative Science Quarterly, Administrative Science Quarterly, Volume: 63 issue: 4, December 2018
From the abstract:
Recent research highlights the benefits of internal hiring––filling a job by hiring a worker currently employed by the organization––and more than half of jobs are filled that way. Yet we know surprisingly little about the processes that facilitate the movement of workers across jobs within firms. I address this gap by first detailing the portfolio of internal hiring processes employed by large organizations, focusing on posting and slotting. Posting is a predominantly market-based process in which a manager posts an open job and invites interested candidates to apply, whereas slotting is a predominantly relational process in which a manager personally identifies a preferred candidate and “slots” him or her into an open job. I then examine how key differences between posting and slotting shape two outcomes of importance to firms and workers: quality of hire and compensation. My analysis of 8,107 internal hires at a large U.S. health-services firm reveals that outcomes for internal candidates depend, in part, on the nature of the process used to facilitate the movement from one job to the next; compared with slotted employees, workers who enter a job through posting have higher performance ratings, earn higher salaries, and are less likely to exit the firm. My findings suggest that the posting process improves the quality of hires by expanding the pool of potential candidates at the recruiting stage and by disciplining the information managers use to evaluate candidates at the selection stage. As well, internal candidates hired through posting are more likely to initiate salary negotiations and negotiate more competitively, resulting in higher initial salaries.
Source: Martin Berman-Gorvine, Daily Labor Report, October 5, 2018
• Screenings should focus on person’s history, character
• In 2016, 500 workers lost their lives to homicide at work
Source: Maureen Minehan, Employment Alert, Volume 35 Issue 16, August 6, 2018
Gone are the days of employers casually reviewing social media to assess prospective hires. Instead, they are formalizing their social media screening practices.
That’s the conclusion of the 2018 MRINetwork Reputation Management Study, released in late May. According to the study, 18% of employers have formalized their process of reviewing candidate social media profiles and another 17% are considering doing so in the future.
“We would never hire without seriously searching all platforms,” one study participant noted.
Source: Alan D. Berkowitz, J. Ian Downes, and Jane E. Patullo, Employee Relations Law Journal, Vol. 43, No. 4, Spring 2018
This article provides a brief overview of some of the major trends in employment law regulation at the state and local level.
State and local laws have long been an integral part of the web of laws that regulate the workplace. Among other things, such laws have for many years expanded the scope and reach of anti-discrimination laws, and imposed complex requirements concerning the payment of wages and other compensation issues. In recent years, however, state and local legislators seem to have widened their gaze to expand regulation into numerous new areas, including family and sick leave laws, prohibitions on consideration of criminal histories and prior salary information, and protection of the rights of pregnant and breastfeeding employees. Additionally, the dramatic proliferation of medical marijuana laws in many states has brought with it numerous challenges and issues in the employment area. This article provides a brief overview of some of the major trends in employment law regulation at the state and local level.
Source: Mary Lou Egan, Marc Bendick Jr., Employment Relations Today, Early View, First published: 23 July 2018
From the abstract:
To increase employment from desired race or gender groups, employers nearly always first turn to recruiting from outside their organization. But a few years after such initiatives are undertaken, diversity numbers typically remain low or even decrease, turnover among recruits from the sought‐after groups is high, and the efforts are threatened by their recurrent cost. Employers need to break this fruitless cycle by thinking more strategically. Without an inclusive organizational climate that retains and fully utilizes minority employees after hire, simply recruiting more such employees will not lead to sustainable changes in workforce demographics. Drawing on empirical research, this paper describes six “red flags” that identify workplaces not ready to recruit. Only after organizational changes address the deficiencies identified by the red flags will the time for minority recruitment be at hand. But by then special focused recruitment may not be necessary; when employers change their workplace cultures to become truly inclusive, word gets around.
Source: Anne Cherry Barnett, Employment Relations Today, Early View, First published: April 25 2018
From the abstract:
State‐by‐state survey on current laws prohibiting employers from inquiring into job candidate’s prior salary history.
Source: Roy Maurer, SHRM, June 8, 2018
People have been talking about automating recruiting tasks and workflows for years, but recent advances in artificial intelligence and machine learning are starting to make that talk reality.
These technologies allow talent acquisition teams to automate processes that they previously performed manually, eliminating inefficiencies and boosting productivity.
Recruiting automation can be found at all stages of the hiring process, from candidate sourcing and engagement, through scheduling and interviewing, to final selection.