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| How to Spot a Recruiter worth Working With | 8/30/2013 |
How to Spot a Recruiter worth Working With By ChaddBalbi There is a large, growing population that views recruiting as a useless profession. They find recruiters to be greedy, selfish and more concerned with their commission than the candidates. Used car salesmen are starting to get a better rep. As a seasoned recruiter, this quite frankly pisses me off. Itpains me to hear people talk so poorly about a profession I have worked sohard at and take so seriously. At the same time, throughout my years in the industry I’ve seenenough to get where these critics are coming from. I know that there arerecruiters out there that are proving them right. If you have a LinkedIn account, a few hundred bucks to get set upon CareerBuilder and a working phone line you can call yourself a recruiter.There is no degree to get into the field. And for most agencies there reallyaren’t any set-in-stone qualifications to be hired. This means that most times you receive that first call from arecruiter, you are either about to work with someone who can change your life,or waste five minutes of your time. I want to highlight 5 points to ensure that when you do getthat call, you will know if they are worth working with or not. 1.Bad recruiters will sacrifice the long term relationship for immediateresults. What I am about to say here is no surprise: Recruiters arecompensated by their clients. As such, the loyalty lies where themoney stream flows. The bad recruiter only sees this and their process ispretty simple. They will get you on the phone, determine if you are a fitand move on. The good recruiter sees the bigger picture. They willmake sure that they are gathering the information that is important to yourcareer. If that info matches the open job, than great, we are one step closerto a placement! If not, well that’s OK too. Now we have moreinformation for future opportunities. 2.How much do they know about the job? Give me 10 minutes with the most entry level recruiterand I can get them to take a half decent job order from a hiring manager. Believeme, it’s not difficult. But what do they really know aboutthe job? Sure, some information is just hard to get as a recruiter. A goodrecruiter will dive deeper anyway. They should understand why the position isopen, how many people are on the team, what skills can be compromised on andwhat personality traits are important to the hiring manager among many otherthings. If a recruiter is just reading off of a job description and hasn’t donetheir homework, look out. 3.They understand what you do (for the most part). Another popular complaint from candidates is recruiters notunderstanding their industry. Recruiters aren’t Web Developers, CNC Machinistsor Forensic Accountants. They are recruiters. And their job isn’t to pretend tobe experts on an industry they know a Wikipedia page worth about. However, agood recruiter should do an adequate amount of research on what they are hiringfor. They should be able to talk to you with some level of understandingwhat it takes to get the job done for the position they call you about. Mostimportantly, they should be comfortable enough to be honest about not havingthe same knowledge of your industry as you do and ask you to explain so theycan make sure it is the right match. 4.Follow up skills A good recruiter should keep you informed throughout the process;after all they are the middle man. If you go several days without hearingfrom your recruiter, and they will not return your calls, that’s aconcern. It’s unfortunate, but more times than not a client will go silent onrecruiters and there is nothing they can do about it. But that shouldn’t meanthey go MIA. The recruiter should be keeping you up to date on whatever it isthat’s going on, even if it’s absolutely nothing. 5.Detail Oriented What is the recruiter’s process? Is it a 5 minute call and thenext thing you know you are interviewing with a client? Although sometimes thatis the case, for the most part your conversation should be thorough. Therecruiter should fully walk you through every part of thejob, educate you on the interview process and take the time to answerany questions about each step. The recruiter has taken a lot of timeunderstanding the position they have approached you about and the leastthey could (read: should) do is share their experience for yourbenefit. I understand the decision to lump recruiters in the samebucket when even one poor experience can ruin your outlook on the entireprofession. If you decide to work with recruiters, find one who staffsyour industry and works with the major employers you want to work with andbuild a relationship with them. Ensure they are the type of recruiter thatunderstands your career goals and can align you with the right hiringmanagers. They might not always land you a position, but hopefully theycan open a few doors for you along the way. |
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| New Law Restricts New Jersey Employers From Requiring Access To Employees’ Social Media Passwords And Private Sites | 8/27/2013 |
United States:New Law Restricts New Jersey Employers From Requiring Access To Employees’Social Media Passwords And Private Sites Article by Christina A. Stoneburner InMarch 2013, the New Jersey Legislature passed A2878, colloquially referred toas the Facebook Privacy Bill, which prohibits employers from requiring thatapplicants or employees disclose social media passwords or account usernames.In May 2013, Governor Christie conditionally vetoed the bill and in doing somade significant changes to the Act. Asof August 19, 2013, the Assembly and the Senate have approved the Governor'sconditional veto and the law, as amended, will go into effect January 1, 2014. Thelaw applies to all employers, regardless of size, except for the Department ofCorrections, State Parole Board, county corrections departments, or any stateor local law enforcement agency. What Does the Law Prohibit? Employersare not permitted to require or request that an applicant or a current employeedisclose any user name or password, or in any way provide the employer accessto, a "personal account" through an electronic communications device.A personal account as defined by the statute means an account, service orprofile on a social networking website that is used by a current or prospectiveemployee exclusively for personal communications unrelated to any businesspurposes of the employer. Thismeans that the law does not apply to accounts that are used by the employee forbusiness purposes and that an employer can require access to a LinkedIn orother accounts used by the applicant or employee for business networking, asthose account are specifically excluded from the definition of personalaccount. Importantfor employers to note is that the law does not restrict an employer frominquiring into whether an applicant or an employee has a social media accountor from viewing any social media sites or personal accounts that are in thepublic domain. Protections for Employees or Applicants Thelaw has three anti-retaliation provisions. An employer may not retaliate ordiscriminate against an employee who has or is planning to (1) refuse toprovide or disclose any user name or password, or in any way provide access toa personal account; (2) file a complaint with the Commissioner of Labor andWorkforce Development alleging a violation of the Act; (3) testify, assist orparticipate in any investigation, proceeding or action concerning a violationof this act; or (4) otherwise oppose a violation of this Act. Penalties for Violations Thegood news for employers is that Governor Christie's conditional veto eliminateda private cause of action filed by employees or applicants. Instead, the onlyremedy under the Act is a civil penalty in an amount not to exceed $1,000 forthe first violation and $2,500 for each subsequent violation, collectible bythe Commissioner of Labor and Workforce Development in a summary proceeding. Exceptions Thelaw recognizes that there are times when an employer must comply with therequirements of state or federal statutes, rules or regulations, case law orrules of self-regulatory organizations. The law also specifically providesthat, in order to ensure compliance with those laws, an employer is permittedto request access to personal accounts as necessary to conduct investigationsof the following conduct: - Work-related misconduct based on the receipt of specific information about activity on an employee's personal account; or
- An employee's actions based on the employer's receipt of specific information about the employee's unauthorized transfer of proprietary or confidential information to the employee's personal account.
Thelaw also does not prevent an employer from implementing and enforcing a policypertaining to the use of an employer-issued electronic communications device orthe use of any employer-provided accounts or services or that the employee usesfor business. Employersshould update electronic usage and social medial policies before January 1,2014, to ensure compliance with the law |
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| All Recruiters are not Jerks! | 7/29/2013 |
Great article by Marc Cenedella, The Founder of Ladders.com It's no secret that the job-seeker's relationship with recruiters and HR people can be fraught with fear, confusion, irritation and anger. It doesn't take long in this business, or in your job search, to hear those feelings surface among people looking for, or open to, new employment. So let me explain why recruiters aren't jerks, and howunderstanding their behavior, incentives, and needs, can help you get hiredfaster. First, some truths: | - | Recruiters and HR people work for the hiring manager, not you. | | - | Their career choice is HR / recruiting, not the other field in which you're currently employed. | | - | Their job is to get a position filled, not to get you a job. | | - | They have dozens of open positions, with demanding clients, and too many applicants. | | - | They've discovered from long experience that professionals, like you, sometimes don't know what they want. | So you will inevitably find that HR people and recruiters: | - | Don't have the same sense of urgency about your fate as you do. | | - | Don't prioritize your needs over the needs of their client. | | - | Might not have the technical / business / experiential grasp of your field that you do. | | - | Fail to take into account nuances of what you believe you'd like to do next. | | - | Don't respond as often, accurately, or forthcomingly, as you'd like. | So, of course, you might feel entirely justified in writing offthe whole bunch of them in your most irritable moments. But that's not actually going to help you get hired. And, truth be told, the hiring managers that desperately needyou for their job, don't have the time and attention to manage the entireprocess, which is why they introduced an HR professional or recruiter into theequation in the first place. So rather than treat recruiters and HR people as miserableservice providers, might I suggest a different approach? Treat them as customers. After all, you're selling the most important thing you're goingto sell this year -- your labor -- probably three, four, or more, years' worth. That's multiple hundreds of thousands, or even millions, ofdollars. So instead of grumbling about how poorly they're doing at thetask of purchasing your labor, perhaps you could help your customer out?: When they don't understand your industry or specialty Explainto them, non-condescendingly and without irritation, how your specialty works,and where their perception misses the mark. When they call or e-mail with a job much different than what youdo Politelyexplain why it's not a fit, or, much, much better, connect them with someonewho does fit the requirements of the position they're looking for today. Makinga customer happy by sending them to the right shop is a great way to buildtheir trust in you for the future. When they do get you an interview with the "buyer" Don't take it for granted and feel like you can abuse them onceyou've met the "Big Cheese". Keep them informed, keep them in theloop, and keep being honest with them. In addition to your getting a job offer,it's their reputation as a "buyer" that's on the line when you go infor an interview, and they'll be just as anxious as you are. It's only fairthat you keep them apprised of your progress. When they're unprepared, lazy, or obtuse Realize that when you've bought a car, an appliance, insurance,or some big-ticket item in the past, that you, too, were once unprepared. Beinga professional, at your high level, means that not every day and everyencounter is going to go perfectly. Remain professional, courteous, and keepfocusing on your ultimate goal -- to make a sale and get a job. Blowing up atyour customer isn't going to help. When you don't hear back from them at all There are so many reasons that a "buyer" will stopcalling you -- ranging from bureaucratic roadblocks on their side to simpleforgetfulness. Desperate, angry follow-up never helps. The most effective tackto take is to call once a week for three or four weeks. If you haven't heardback by then, you likely won't at all. Look, I understand that treating recruiters and HR people asyour customers will have all the usual frustrations of customer service, and isespecially nerve-wracking at a time and life situation in which you really needto get out of your current position and into a new one. But no matter how badly you want it, burning the people who arethere to facilitate your getting hired is short-sighted and ineffective. To make the most out of your job search, you'll need to treatthe recruitment professionals with whom you come into contact, as buyers of avery important, and very expensive, product: You. And that's the best way to get past your initial impression ofHR people and recruiters when you begin your job search... Now, inevitably, a few dozen of you will write in to share the"Tale of the Big One That You Landed All By Yourself" -- that timeyou got the job by ignoring the HR person or recruiter and going directly tothe source... the hiring manager. Congratulations on that. But how would you feel about a salesperson in your company whosaid they didn't need to do any pro-active selling because the last big dealfell right into their lap when the buyer sat next to them on the flight homefrom San Diego? Lucky happenstance is not a plan for success. Work with the system, and not against it, to maximize youroutcome. |
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| Think Carefully Before Accepting a Counter Offer | 6/20/2013 |
By LINDSAY OLSON It may seem to be the bestof both worlds, two companies vying to get you on their team, but the truth is,this puts you in a difficult position. When you decide to change jobs and yourcurrent employer makes a counter offer, you need to think carefully beforeaccepting it. While counter offers maybe tempting and flattering, allowing you to stay in a comfortable spot andputting more money in your pocket, sometimes they’re anything but. Here’s why: You could damage yourrelationships.When you take a counter offer and stay with the company, your loyalty willconstantly be questioned. One could easily argue that loyalty doesn’t existthese days, so who cares? Your boss does, and the constant worry that you haveone foot out the door causes him or her to have a backup plan for your futurereplacement. The fear that you’ll soon enough be on your way (because you’lllikely leave anyway within the next year), you may be ousted from the moreinteresting or sensitive projects. Additionally, your manager may feel like shewas forced into a difficult position, and if your peers find out what happenedit could cause resentment. You’re likely not readyfor the responsibility. Anincrease in pay is typically accompanied with additional responsibilities.While money may seem great right now, you may be thrown into a position thatyou may not be ready to handle. This is not always thecase, of course, but it is in so many instances that it is wise to avoidgaining promotions through the threat of leaving for another company. It doesn’t solve anything. When you stay on at a jobfor the money, this doesn’t address the underlying issues or reasons causingyou to want to leave in the first place. The money is a temporary fix, and whenthe honeymoon wears off you will quickly realize the other issues that causedyou grief still exist. You could lose both jobs. On top of all the other potentialproblems, remember that you could end up losing not just one but both jobs ifyou push things too far. If you are banking on using an offer from anothercompany just to get more money out of your employer, you’re playing a verydangerous game. Your boss may just walk you out. The same goes for the offeringcompany if they feel you are using a counter offer to get more out of them. Potential Problems You MayFace When Resigning Your boss may use guilttactics to keep you from leaving. This can be the most gut-wrenching part ofthe resignation process. If you are presented with a counter offer and promisesto better your situation, make sure you’re not staying for the wrong reasons.Consider your employer’s motivations—is this about them or you? Is itabout making your situation better or does your boss just not have the timeright now to invest your replacement search? A counter offer is a flatteringgesture, but you need to be skeptical about the motivations behind any suddenchanges and new conditions given by your employer in this situation. If taking the counteroffer makes the most sense, make sure you are considering your optionscarefully and you understand the possible outcomes of using an offer fromanother company as a leverage tool. By this point, you should have given a lotof thought to why you considered looking elsewhere in the first place. Remindyourself constantly. |
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| COURT: STAFFING FIRM MUST PAY FOR SECURITY CHECK TIME | 4/15/2013 |
April 15, 2024 A staffing firm mustpay Amazon’s warehouse workers for the time spent waiting in line to go throughthe employer-mandated security clearance procedures at the end of the day, thefederal Ninth Circuit Court of Appeals ruled Friday in the case of Busk v. IntegrityStaffing Solutions. The opinion reverses Las Vegas Judge Roger Hunt of theUnited States District Court for Nevada, and was remanded to the District Courtfor further proceedings including trial. According to court documents, plaintiffs Jesse Busk andLaurie Castro are former employees of Integrity Staffing Solutions Inc., whichprovides staffing to clients such as Amazon.com. Busk and Castro worked ashourly employees at warehouses in Las Vegas and Fernley, Nev., respectively,filling orders placed by Amazon.com customers. In 2010, Busk and Castro suedIntegrity on behalf of a putative class of workers in both warehouses, claimingviolations of the Fair Labor Standards Act and Nevada labor laws. Busk and Castro alleged Integrity violated federal andstate labor laws by requiring them to pass through a security clearance at theend of each shift, which took up to 25 minutes and for which they were notcompensated. According to court documents, the plaintiffs also soughtcompensation under FLSA and Nevada law for their entire 30-minute unpaid lunchperiods because they spent up to 10 minutes of the meal period “walking to andfrom the cafeteria and/or undergoing security clearances.” The panel affirmedthe dismissal of a claim under the FLSA for shortened lunch periods. Itremanded for the district court to consider the argument that the workersstated a state law claim regarding lunch periods because Nevada defines “work”differently than federal law. |
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| These Days, Recruiters Are Worth the Money! | 2/11/2024 |
Vanessa Merit Nornberg
When it comes to sourcing the right candidates, I've never been keen to use recruiters. But I recently changed my mind. My company has an excellent candidate screening process, a super training program, and a very successful team of employees to show for it. But hiring has always been a difficult task for me because each time I get ready to hire, it takes me forever to find the right type of candidates to even get the screening process started. Despite the fact that I carefully consider whereto advertise for candidates--I try to maximize the search dollars and get a good mix of potential applicants--it always takes me a long time to find people suited well to the company, and therefore, even worth interviewing. I've tried everything from placing ads on large job boards like Monster.com, to smaller specialized job boards that cater to sales hires or fashion jobs, to local university boards where I can post for free (or close to it). Each time, I experience the same slow crawl toward finally finding the right person. It has taken me up to five months to find the right kind of hire in the past. So in November when I decided I needed to think about hiring for the new year, I was not optimistic. For me, recruiters have traditionally been out of the question because I figured they would be a waste of time and never be as good at sending me the right people for the job as I would be in reviewing resumes myself. They're also too expensive for my small budget. But as I got ready to place my job ads again, one of my senior staff members came to me and offered me the name of a fashion recruiter she knew and thought could help. I was skeptical, but I called her anyway, figuring listening would cost me nothing. The recruiter convinced me she would do a thorough job, but I still hesitated because of the price. I do not have large sums of money to devote to the hiring process, and by my calculations, when all was said and done, using the recruiter was going to cost me three times as much as my usual techniques. On the other hand, the recruiter would only charge me if she found someone I decided to hire, which meant I was risking nothing, and could always come back to my original methods. I bit the bullet and signed up,reminding myself "nothing ventured, nothing gained." The recruiter sent me the resumes of 10 entry-level candidates. I screened six by phone, met three in person, and found the right hire--all in a month. The cost suddenly became much less, because I saved so much time in the process, and because I got a pool of applicants who were decidedly better to choose from than in the past. Even more interesting,perhaps, was an insight the right candidate shared with me during the interview process. When I asked why she had chosen to work with a recruiter rather than post on job boards, she said "because recruiters make sure your resume gets seen, while submitting via the Internet is like sending your resume into oblivion." If most people these days are thinking like my new hire, the recruiters will clearly have the best selection of candidates every time. Looks like I've got an essential new hiring strategy. |
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| Why bother with job descriptions? Three reasons... | 2/5/2024 |
Writing job descriptions for all of the positions in your company may sound like a lot of work, especially when they are not required by any law. But there are plenty of legal reasons why you should have them. 1 . Defend against discrimination claims. If applicants claim that you rejected them because of their gender, race, age, etc.,you can show a court that you rejected them because they did not meet all job qualifications. You may be lucky enough to have a situation where multiple applicants meet the minimum qualifications for the job. So how do you break the tie? It is perfectly legal to base the decision on unwritten criteria, even a gut feeling. But it’s better to base the decision on criteria that are already listed in the job description(which may not have been listed in the job ad). 2. Determine essential functions for Americans with Disabilities Act (ADA) purposes. Employees must be able to perform essential job duties, with or without reasonable accommodation, in order to qualify for ADA protection. 3 .Classify employees as exempt or nonexempt under the Fair Labor Standards Act (FLSA). Exempt status is not determined by job title alone; the key is actual job duties. Having written job descriptions is all well and good—but only if they are accurate. The job description must match the reality of the job, not what management thinks the job entails or the lofty standards management would like it to entail.Requiring a master’s degree when a high school diploma will do may unfairly exclude applicants and lead to discrimination claims. Including a 75-pound lifting requirement when the job only requires lifting 25 won’t stop an employee from qualifying for ADA protection. Giving managers the duties of hiring and firing employees on paper, but without giving them actual decision-making power, could qualify them for overtime pay as nonexempt employees under the FLSA. What to include The best-written job descriptions include: Regularly performed job duties. It is more important to list what must be performed and accomplished than how, if there is more than one way to do it. Being too specific on how to accomplish a duty could lead to ADA issues when an employee asks for an accommodation.
Periodic duties. Include frequency and importance. Just because a duty is not performed regularly does not mean it is not essential. For example,you may want your IT personnel to be able to handle a server crashing, even if it doesn’t happen very often.
Minimum qualifications for education, experience, etc.
Performance standards (e.g., sales quotas, words per minute).
Working conditions. It is necessary to indicate unusual conditions,such as exposure to extreme temperatures or to chemicals. |
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| Good Advice from Bill Gates | 12/24/2012 |
Good Advice from Bill Gates Bill Gates recently gave aCommencement speech at a High School about 11 things they did not and will notlearn in school.
Rule 1: Life is not fair - get used to it!
Rule 2: The world won't care about your self-esteem. The world will expect you to accomplish something BEFORE you feel good about yourself.
Rule 3: You will NOT make $60,000 a year right out of high school. You won't be a vice-president with a car phone until you earn both.
Rule 4: If you think your teacher is tough, wait till you get a boss.
Rule 5: Flipping burgers is not beneath your dignity. Your Grandparents had a different word for burger flipping: they called it opportunity.
Rule 6: If you mess up, it's not your parents' fault, so don't whine about your mistakes;learn from them.
Rule 7: Before you were born, your parents weren't as boring as they are now. They got that way from paying your bills, cleaning your clothes and listening to you talk about how cool you thought you were. So before you save the rain forest from the parasites of your parent's generation, try delousing the closet in your own room.
Rule 8: Your school may have done away with winners and losers, but life HAS NOT. In some schools, they have abolished failing grades and they'll give you as MANY TIMES as you want to get the right answer. This doesn't bear the slightest resemblance to ANYTHING in real life.
Rule 9: Life is not divided into semesters. You don't get summers off and very few employers are interested in helping you FIND YOURSELF. Do that on your own time.
Rule 10: Television is NOT real life. In real life people actually have to leave the coffee shop and go to jobs.
Rule 11: Be nice to nerds. Chances are you'll end up working for one.
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| Overtime pay. Discrimination. Family leave. Harassment | 11/29/2012 |
Federal employment laws govern all of these issues – and many more – that you deal with at some point in your career. It's important for supervisors and managers to know the basics of how to comply with those laws. Here's a list of the top 10 most important federal employment laws: 1. Job discrimination. Title VII of the Civil Rights Act of 1964 prohibits you from discriminating in hiring, firing or pay based on a person's race, religion, sex or national origin. It also prohibits sexual harassment. (Resource: www.eeoc.gov) Action: Treat all employees and applicants equally, without regard to their race, religion, gender or any other characteristics not related to job performance. Demand the same from anyone you supervise and don't tolerate any kind of harassment. 2. Overtime/minimum wage. The Fair Labor Standards Act (FLSA) is the nation's main wage law. It sets the federal minimum wage (many states have higher minimums) and requires time-and-a-half overtime pay for hourly employees who work more than 40 hours in a workweek. The FLSA also limits the hours and type of duties that teens can work. (Resource: www.dol.gov/dol/topic/wages) Action: Always pay employees above the minimum wage and pay overtime when applicable. Contact HR when making major changes to employees' duties, which could make the employee eligible or ineligible for overtime pay. 3. Family leave. The Family and Medical Leave Act (FMLA) says eligible employees – those with at least a year of service – can take up to 12 weeks per year of unpaid, job-protected time off for the birth of a child or adoption of a child or to care for themselves or a sick child, spouse or parent who has a "serious" health condition. The FMLA applies to organizations with 50 or more employees. (Resource: www.dol.gov/esa/whd/fmla) Action: When employees request leave, listen for requests that would meet the FMLA criteria. Employees don't need to use the words "FMLA leave" to gain protection under the law. Contact HR when hearing such requests. 4. Age discrimination. The Age Discrimination in Employment Act says you can't discriminate in any way against applicants or employees older than 40 because of their age. (Resource: www.eeoc.gov/types/age.html) Action: Never take a person's age or proximity to retirement into account when making decisions on hiring, firing, pay, benefits or promotions. 5. Disability discrimination. The Americans with Disabilities Act (ADA) prohibits job discrimination against qualified people with disabilities (i.e., those who can perform the job's essential functions with or without a reasonable accommodation). (Resource: www.eeoc.gov/types/ada.html) Action: Never immediately reject applicants because you think their disability would prevent them from doing the job. When hiring, stick to questions about the applicant's ability to perform the job's essential functions; don't ask questions that would reveal an applicant's disability. Work with HR to help create reasonable accommodations for disabled employees. 6. Military leave. The Uniformed Services Employment and Reemployment Rights Act (USERRA) makes it illegal to discriminate against employees who volunteer or are called to military duty. When reservists return from active duty tours of less than five years, you must reemploy them to their old jobs or to equal jobs. (Resource: www.esgr.org) Action: Don't challenge a returning reservist's bid to get his old job back; courts typically side with employees in USERRA disputes. 7. Gender-pay differences. The Equal Pay Act (EPA) says employers can't pay female employees less than male employees for equal work on jobs that require equal skill, effort and responsibility. (Resource: www.eeoc.gov/types/epa.html) Action: Review department pay scales to identify possible equal-pay complaints. Different pay for the same job title is fine as long as you can point to varying levels of responsibility, duties, skill requirements or education requirements. 8. Workplace safety. The Occupational Safety and Health Act (OSHA) requires employers to run a business free from recognized hazards. (Resource: www.osha.gov) Action: Provide a safe work environment for your staff, and point out any noticeable hazards or potential safety problems as soon as possible. 9. Pregnancy discrimination. The Pregnancy Discrimination Act (PDA) prohibits job discrimination on the basis of "pregnancy, childbirth and related medical conditions." You can't deny a job or promotion merely because an employee is pregnant or had an abortion. She can't be fired for her condition or forced to go on leave. (Resource: www.eeoc.gov/types/pregnancy.html) Action: Treat pregnant employees the same as other employees on the basis of their ability or inability to work. Example: If you provide light duty for an employee who can't lift boxes because of a bad back, you must make similar arrangements for a pregnant employee. 10. Immigration. The Immigration Reform and Control Act (IRCA) makes it illegal to hire and employ illegal aliens. Employers must verify identification and workplace eligibility for all hires by completing I-9 Forms. (Resource: www.uscis.gov) Action: Managers should note that it's still illegal to discriminate against illegal aliens – via harassment or subminimum pay – even if the illegal immigrant is hired inadvertently. |
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| Confidential Job Opportunities | 9/1/2024 |
In addition to the job opportunities posted in the employment section of ACT’s website and the subscription based job boards we use, ACT has several confidential job opportunities we do not advertise. Some ACT’s clients contract our recruiting services for confidential searches for sensitive or high profile requirements. If you do not see a position that matches your skill set after reviewing our open jobs, please feel free to submit your resume and cover letter to [email protected] .
We can match your portfolio of skills, as well as your personality and ambitions, to an opportunity that's a fit for you. ACT takes a consultative approach by sharing the details of the opportunity and culture with you before you decide about a particular job opportunity. So you can make a more informed choice about your next career move.
There is never a fee to a candidate when seeking employment with ACT, and you should never pay a fee of any kind as a candidate seeking employment. ACT applies best effort practices to reply and provide status to all candidates who submit their resumes for employment. Due to the volume of resumes we receive it’s very difficult to respond to all applicants. ACT never submits or shares resumes or candidates profiles without the candidate’s prior consent. ACT does not submit resumes to unfunded or proposed positions without the candidate’s prior consent. Never submit or post your resume anywhere containing any part of your social security number.
IT'S A STATE OF MIND THING!
If you don’t agree with and embrace the notion you make your own luck, you’re at the wrong website! Your career is great when you focus on making it great. It’s up to you to make things happen and move your career forward. This means being proactive instead of reactive and that you are passionate about new possibilities. This also means you are excited about what you do, and what you contribute every day to your employer. And, if you are excited about your job, you will find that employers will be committed to having you stay on as a staff member.
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| August 27, 2024 Our New Home on the Web! | 8/27/2009 |
Welcome to ACT Consulting's new home on the web. As you may have noticed, we have launched our newly redesigned website and we hope that you find the navigation more intuitive, and the overall experience more enjoyable. We have a new look and a new features we wanted to point out including, new navigation and search capabilities to improve the usability of the site, and better online timesheet management for employees and clients. Our
new "employees only" section contains useful information for ACT employees and consultants working onsite with our clients. Our updated "new hire" process allows new employees to complete all the required paperwork online once they are registered in the site. We have also added advanced job filtering features through our updated interface for candidates seeking employment with ACT, and other advanced features. We will continue to roll out new features over next few weeks and months. ACT would like to thank Mr. Robert Tyska for developing our new website. Robert can be contacted directly on 908-307-0611, or by email, [email protected]
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