Anti-patronage ordinances, funding restrictions and tensions between law enforcement and minority communities reaching back decades impede efforts to build police departments that reflect the populations served. Read More…
A joint publication of the Equal Employment Opportunity Commission and the Federal Trade Commission
When making personnel decisions – including hiring, retention, promotion, and reassignment – employers sometimes want to consider the backgrounds of applicants and employees….Except for certain restrictions related to medical and genetic information (see below), it’s not illegal for an employer to ask questions about an applicant’s or employee’s background, or to require a background check. However, you must be in compliance. This publication explains how to comply with both the federal nondiscrimination laws and the FCRA Fair Credit Reporting Act (FCRA). Read more…
Meetings: How to make them more efficient and effective!
We love to hate meetings. And with good reason — they clog up our days, making it hard to get work done in the gaps, and so many feel like a waste of time. There’s plenty of advice out there on how to stop spending so much time in meetings or make better use of the time, but does it hold up in reality? Can you really make meetings more effective and regain control of your calendar? Read More…
Steve Jobs insisted that every item on a meeting agenda have a designated person responsible for that task and any follow-up work that happened. He called that person the DRI—the Directly Responsible Individual. He knew the public accountability would ensure that a project or task would actually get done, and he wanted to set clear, organized instructions for his team to follow.
It sounds simple enough, and yet the majority of managers and leaders completely fail to do this. We’ve all left meetings feeling good about what we discussed only to later wonder why so little happened as a result. Where did the momentum go? Read More…
Today, I would like to discuss how IPMA-HR’s assessment resources can be used to ensure your organization’s practices adhere to professional standards of practice.
Adverse impact is at the center of an increasing number of news stories written about selection practices. Unfortunately, a large number of departments and agencies don’t do enough to protect themselves. Over time, HR and assessment professionals have learned that it nearly impossible to eliminate adverse impact within cognitive testing. More than ever, it is important that your organization protect itself in situations where adverse impact may surface, opening the door to possible litigation.
The recent article by Rich Tonowski certainly brought to the surface some of the thoughts I have had when reading and hearing about public safety departments all over the United States getting into large scale legal battles in regard to their selection processes.
Some of these litigation cases are certainly deep and complicated, such as Dukes v. Wal-Mart Stores, Inc. and Ricci v. DeStefano. However, others like Easterling v. Connecticut Department of Corrections and United States v. New Jersey Civil Service, are lessons in assessment basics that should always be at the forefront of an HR or assessment professional’s mind. Basics like ensuring that job analysis of a target position includes opinions and ratings from a diverse group of personnel and making sure to test candidates in areas that are directly related to job tasks.
During the month of January the ASR will focus on establishing standards you should keep in mind to ensure your department doesn’t end up as the lead story on tomorrow’s evening news. Our coverage kicks off with the next series from Robert Burd, on the topic of issues that might arise during test administration. Specifically he will discuss using successive hurdles, weighing different parts of the selection process and certification rules for eligibility lists. You can also look forward to a piece on the importance of Test Response Data, both to IPMA-HR and your agency as a whole. We will also be highlighting outside professional resources that are important for you and your staff to review and understand. Concluding the month long theme, we will bring you an in-depth look into non-cognitive testing, and how it can be implemented within your assessment process.
The Occupational Information Network (O*NET) has earned a reputation as the nation’s primary resource of information on a variety of jobs. Developed under the sponsorship of the US Department of Labor/Employment and Training Administration, the network’s main draw is the O*NET database, which has occupation-specific descriptions for hundreds of job classifications.
O*NET also publishes a number of guides available for free download. Two guides cover best practices in testing and assessment:
Let’s break the guides down, shall we? Continue reading