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June Hot Topics:
- Things I Do Not Believe In: Unicorns, Bigfoot and "Unfillable" Jobs
By Alden Reynoso, VP Recruiting and Client Services, Human Resources Professional Group - Going For a Test Ride in the Workplace: Independent Contractors
By Fred Patterson, lll, District Sales Manager, AmCheck - Reviewing the 2013 Health Care Reform Act
By Eric Sheetz, Commercial Insurance Broker
Things I Do Not Believe In: Unicorns, Bigfoot and "Un-fillable" Jobs
By Alden Reynoso, VP Recruiting and Client Services, Human Resources Professional Group
I hear recruiters and hiring managers alike reference them all the time: the “un-fillable” job that is on their plate. They sit open, sucking up time, energy and resources...Candidate after candidate is presented to the hiring manager whose inbox seems to have become a little black hole. Recruiting seems to be missing the point and is forwarding resumes of candidates who are not at all what the hiring manager is seeking. Frustration abounds on all sides of this equation.
If you find that some roles are sitting open for weeks (or months!) with little to no progress, you might want to read the list below and see if any (or all) of the situations sound familiar:
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Recruiting is Seen as a Draw on Time, not a Priority: It is one of life’s ironies that new roles frequently come open because the person doing the hiring is overwhelmed and needs to be able to delegate certain tasks. How unfair it is, then, to realize that opening your requisition means you have just increased your short-term workload since you now have to block out time to review resumes, speak to candidates, coordinate offers with HR, figure out where this new hire is going to sit, etc. In the meantime, you have that client breathing down your neck. Then there is that big trade show. Talking to those candidates is just going to have to wait until the week after next. I am willing to bet if you ask any recruiter they will tell you hiring manager unresponsiveness is the biggest hurdle they face in filling any position. The faster you respond with high-quality, constructive feedback on candidate submissions, and the more available you make yourself to interview candidates, the faster your new hire will be identified.
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The Resume Is Half Empty: Remember the increase in the short-term workload? Well, it also makes some hiring managers reluctant to seriously consider any resume that does not perfectly fit the profile of their “ideal candidate.” In my experience, many managers pick up a resume and look for what the candidate is lacking in relation to the job requirements, not what the candidate is bringing to the table. If you are a hiring manager, try to review resumes with the mindset of "I want to keep this person in the queue - how can I justify that?" Your recruiter is helping you weed out the wholly unqualified candidates, so try keeping an open mind regarding the ones that do cross your desk. If the candidates you are getting really and truly are wholly unqualified - have a conversation with your recruiter and make sure they understand what they are looking for and how this role fits into your organization. Recruiters need to be not only experts in sourcing and screening qualified individuals, but knowledgeable about the companies and industries they recruit those candidates to. In order to do their job effectively, they need to be able to “sell” not only the current opening, but the career path it leads to within your organization.
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The Job Description is Too Full: Are you looking for a Software Engineer who is also a CPA with Big Four Audit experience? You may be trying to cram too much into one job. Conversely, are you asking your recruiter to find you a “Project Manager” and then getting frustrated when they send you an IT Project Manager when what you need is someone with a Construction background? These are extreme examples - hopefully your recruiter in either case would speak up. Nonetheless, sometimes, you just need to make a course-correction in the job description. Work with your recruiter to determine if what they have to recruit from is too much or too little information.
Do you have a position which has been sitting open for an extended period, but remains unfilled? None of the preceding points strike a chord as a potential cause? Try setting a weekly meeting with your recruiter to discuss that specific opening. If the fill is critical enough, you may even want to meet twice a week. Nine times out of ten, you will quickly uncover the real reasons the opening has not been filled. If progress is not being made, then the theme for those meetings may become, “What we are doing now is not working. What else should we try?” Recruiting does not happen in a vacuum and every problem has a solution!
For more information or questions, contact Alden Reynoso, VP Recruitment and Client Services, Human Resources Professional Group. Alden may be reached at
areynoso@hrpg.com, or (760) 730-9531.
Going for a Test Ride in the Workplace: Independent Contractors
By Fred Patterson, lll, District Sales Manager, AmCheck
Independent Contractors have been a common addition to many organizations for years, but have increased in use over the past several years as companies have shed their staff headcount. Independent Contractors are secured directly, working with a 1099 capacity, or they are brought into an organization via the route of a third party staffing or placement agency.
The use of Independent Contractors is cost effective for organizations as the employer is not burdened with payroll tax withholdings, matching payroll tax contributions, or covering the cost of the employee’s health and retirement benefit plans. Additionally, this is a great opportunity to see if an Independent Contractor will fit in with the organization’s culture as well as whether or not the individual will be successful in the role for which he or she was contracted. Independent Contractors who find success in their roles and fit in well with a company’s culture hold an advantage should they be hired to become regular employees of an organization. Their learning curve is substantially shorter than that of an individual who is hired into the company from the outside and the Independent Contractor has already had an opportunity to become acquainted with the organization’s industry as well as with the dynamic of its employees.
Additionally, opting to allow an Independent Contractor’s contract to expire if he or she is not a good fit for the organization is a simpler task than terminating a regular employee of the company. However, one disadvantage is that the employer has substantially less control over an Independent Contractor. In addition, an Independent Contractor will not have the loyalty to the organization as would a regular employee. This can be problematic when employers need to strategize for succession planning and cross-training. With an Independent Contractor, employers do not have the same incentive to retain and train these workers as they would a regular employee of the organization.
If you are a business owner or contractor who provides services to other businesses, then you are generally considered self-employed. If you are a business owner hiring or contracting with other individuals to provide services, you must determine whether the individuals providing services are employees or Independent Contractors and ensure that the workers are categorized in line with their status.
It is extremely important to note that the IRS does not allow all workers to be classified as Independent Contractors. The IRS has strict guidance regarding the classification of W-2 Employees versus 1099 Independent Contractors. The basic premise behind the determination is the amount of control that the company has over the worker and how the work is performed. Another large contributing factor is how important the work is to the company’s core business.
The IRS uses a 20-step statutory test to determine whether an individual should be classified as an employee or a contractor. This is certainly an area of the law where the IRS is increasing enforcement efforts. Therefore, it is critically important to ensure that workers are not misclassified as 1099 Independent Contractors when they should be W-2 Employees. Misclassification could result in substantial back taxes, IRS penalties, liability for workplace injuries, retroactive benefits, attorney’s fees, and other monetary damages. If you’re interested in further information regarding worker classifications, please contact Fred Patterson directly.
For more information or questions regarding your payroll processes, please contact Fred Patterson III, District Sales Manager for AmCheck, a payroll solutions firm with offices throughout the United States. Fred may be reached at fred.patterson@amcheck.com or (619) 595-7900.
Reviewing the 2013 Health Care Reform Act
By Eric Sheetz, Commercial Insurance Broker
The health care reform act is nearing a shakedown test as the evolving health care system becomes more cost-conscious and quality focused under the Affordable Care Act.
The 2012 health insurance law, more commonly known as Obamacare, linked Medicare payments with quality of care instead of quantity of care, penalizing health care providers who charged too much in administrative fees and executive bonuses and rewarding the doctors who were able to save money for Medical.
The 2013 law establishes a national pilot run to encourage hospitals, doctors, and other providers to improve the cost and quality of patient care. For example, instead of a procedure creating multiple claims from multiple providers, the team of doctors, hospitals and providers is compensated with a “bundled” payment, thus providing incentives for health care services to be more efficient while retaining and improving upon the quality of care for patients. This helps inline the incentives of those delivering care and the savings are shared amongst providers and the Medicare program.
Dr. Jeff Cain, President of the American Academy of Family Physicians, says, “It’s not a news flash that healthy people are cheaper to take care of than people who have diseases...one way we know we can cut costs and still maintain good quality care is to have better primary care.”
For more information or questions about choosing a broker or your business insurance, please contact Eric Sheetz, Property and Casualty Insurance Broker. You may contact him at ESheetz@ehrenfeldinsurance.com or (760) 809-8510.
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