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Posted on January 18, 2008June 27, 2018

Quarter-Ton New York Cop Denied Fatter Disability Pay

A district judge in New York City denied a 500-pound police officer an increase in his disability pay, upholding a ruling by the city’s pension board that the officer’s morbid obesity, not an injury, was to blame for his inability to perform his job, according to court records.


Or, as the New York Daily News put it: “If there’s one thing that’s not getting any fatter on a 500-pound ex-cop, it’s his paycheck.”


State Supreme Court Justice Judith Gische upheld the pension board’s decision that Paul Soto was only entitled to regular disability pay—equal to half his salary—rather than disability pay suffered in the line of duty since Soto’s obesity, not the fact that he tripped on the way to see his doctor, was the reason he was unable to work.


Soto, who is 5-7 and 40 years old, joined the police force in 1993, when he weighed 250-pounds. By 2004, Soto weighed in excess of 300 pounds and suffered from hypertension, morbid obesity and sleep apnea.


Unable to perform his duties as a police officer, he requested disability retirement pay, according to court papers. While the request was pending, the police department put him on desk duty.


A year later, Soto tripped in the hallway of his knee surgeon, hurting his knee. As a result of the fall, Soto asked to receive accident disability pay equal to three-quarters of an officer’s salary.


In denying Soto’s request for accident retirement pay, Judge Gische wrote in her 10-page decision, which was reached in December but not filed with the Manhattan county clerk until January 8, that the retired police officer’s knee injury did not make him any less able to perform his desk duties.


“Leaving aside whether petitioner’s accident was due to his own negligence, and even assuming that this was, in fact, an ‘accident’ … [h]e was not any less able to perform his duties as an officer after the fall than he was before it.”


—Jeremy Smerd


Posted on January 18, 2008June 27, 2018

Bonus-Plan Consideration of Profits

Ralph’s Grocery Co. implemented an incentive compensation plan where eligible employees could receive supplemental sums over and above regular wages based on profits from its stores. The employer’s incentive plan identified a bonus pool derived from each of its stores’ net profits, which included offsets of store operating expenses for workers’ compensation costs and cash losses.


    A produce manager for Ralphs filed suit and alleged that the bonus plan violated the California Labor Code and regulations that prohibit an employer from shifting certain of its business costs to employees. Specifically, California law precludes an employer from using employees’ wages to shift business losses to employees—or to make employees the insurers of such losses—and from collecting or receiving any part of paid wages and deductions from employee earnings to cover costs.


    The California Supreme Court ruled that the Ralphs incentive compensation plan did not violate these laws. The court reasoned that Ralphs did not take any unauthorized deductions from promised wages. Rather, the supplementary compensation that Ralphs promised under the bonus plan was intended to promote and reward employee teamwork that produces a net profit for the store as a whole. Furthermore, nothing in California law prohibited an employer from offering its employees, over and above their guaranteed base wages, supplementary incentive compensation on the basis of store profits that remain after legitimate store expenses, including the costs of workers’ compensation, have been subtracted from store revenues. Prachasaisoradej v. Ralphs Grocery Co. Inc., Cal. Supreme Court, Nos. S128576 (8/23/07).


    IMPACT: Employers should proceed with caution when making deductions from employees’ wages. However, California employers may use profitability measures that take into account legitimate business expenses in the calculation of employee bonus compensation. In all cases, employers should give careful consideration of applicable regulations, cases, laws and statutes before adopting compensation plans that calculate benefits based on overall profits.


Workforce Management, January 14, 2008, p. 6 — Subscribe Now!

Posted on January 18, 2008June 27, 2018

Dear Workforce Why Should We Tie Rewards Planning to Retention

Dear Missing the Link:



First, your question contains a lot of good news. The commitment your management team is taking to launch these initiatives is a positive signal they value and appreciate the talented employees you have and those you will be bringing in. Be sure to reinforce their efforts.

Rewards and recognition programs are an important way to engage and motivate employees. People want to feel good about the job they do. Employees who have positive self-esteem work harder and are more committed, and rewards and recognition contribute to building feelings of self-worth.

Be sure to match the types of rewards to your target audience and be aware that some employees respond best to public recognition, while others prefer private, individual reinforcement.

Retention initiatives can be broad in scope, including the onboarding processes you use, the relationship-building skills of your leaders, your internal career development and job posting programs and much more. And rewards and recognition programs should definitely be viewed and developed as part of your overall retention strategies, not as a stand-alone talent management process.

In the past, employee retention was viewed simply as one more HR program. But the cost of recruiting, selecting, training and managing talented (and harder-to-find) employees continues to grow, and research proves that, in general, the longer an employee stays, the more production he or she is. And isn’t it all about productivity and performance?

Progressive-thinking companies view retention as the backbone of their talent management processes, with compensation, benefits, rewards and recognition, job design, leader training and even corporate culture contributing to it.

So, applaud your management for taking positive steps to make your organization a great place to work and stay, but don’t miss this opportunity to use the rewards and recognition you provide to not only engage and motivate but to keep people in your organization longer.

SOURCE: Craig R. Taylor,TalentKeepers, Maitland, Florida, April 30, 2007.

LEARN MORE: Visit our archive to access hundreds of articles and other material pertaining to retention. Also, a sampling of material on recognition and incentives.

The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.

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Dear Workforce Newsletter
Posted on January 17, 2008June 27, 2018

GM Settles Class-Action 401(k) Suit

General Motors Corp. avoided further litigation when it agreed Tuesday, January 15, to settle for $37.5 million a class-action lawsuit filed by 401(k) plan participants who suffered huge losses after GM shares fell sharply.


The suit was filed in 2005 after Detroit-based GM’s shares plunged 75 percent, causing GM employees and retirees to suffer substantial financial losses in their 401(k) plans. The agreement enforces changes that GM has already made to its 401(k) plans, which includes GM no longer matching employees’ salary deferrals with GM stock or requiring employees to invest some of their own 401(k) plan contributions in GM common stock.


Also as part of the agreement, retirees will be offered discounted financial counseling from Ayco, a subsidiary of Goldman Sachs, for which employees will pay $30 for a year of advising services. This type of service usually costs employees around $200. GM has agreed to pick up the balance for those employees who elect to participate in this program.


U.S. District Judge Nancy G. Edmunds will hold a hearing to grant preliminary approval of the settlement. That hearing date has not yet been scheduled.


Several charges were filed against GM in the suit, including that it “breached fiduciary duties in violation of the Employee Retirement Income Security Act of 1974” and “failed to provide participants with complete and accurate information regarding stocks and the true risks of investing,” according to court documents.


GM’s poor financial state was disclosed in a 2003 filing with the Securities and Exchange Commission, which promptly launched an investigation into the automaker’s accounting practices.


According to court documents, 260,000 employees and retirees were participants in plans that held assets of $21 billion as of 2003. The settlement covers anyone enrolled in GM’s 401(k) plans between March 1999 and May 2006.


Filed by Jeff Casale of Business Insurance, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.

Posted on January 17, 2008June 29, 2023

Special Report Training and HR Technology–Retrain the Brain

Software tools to keep the brain fit are headed to the workplace.


    The products have been making a splash in the consumer market in recent years as older Americans wrestle with memory loss and other cognitive declines. And now vendors of “brain fitness” software are beginning to see employers as another fertile market, especially given the desire of baby boomers to stay in the workforce for years to come.


    A host of challenges face this nascent industry. They include doubts about the effectiveness of the software, concerns that exercises in front of a computer will bore people, and the prospect that employees in their 40s, 50s and 60s will feel stigmatized signing up for what could be considered brain rehab.


    But advocates are confident the burgeoning field of brain health is far more than a fad, and companies are likely to see significant benefits in areas such as productivity and retention through the use of the new software tools.


    Posit Science, a San Francisco-based firm, says several employers are testing its software this year. Posit Science’s Brain Fitness Program has been shown to improve the memory of people 60 years or older by 10 years or more, and the company’s CEO, Jeff Zimman, expects solid results in corporate trials as well.


    “This is going to be a hot area,” he says.


The players
    The brain fitness arena has its roots in scientific findings during the past two decades that the brain is fundamentally “plastic”—capable of rewiring itself even late in life. That’s good news, because experts also note that brain functioning begins to fall off as early as age 25. Among the key researchers in the field is Posit Science founder Michael Merzenich, a neuroscientist at the University of California, San Francisco who was recently featured in a PBS program on brain fitness.


    To combat the dulling of the mind and stave off the horrifying effects of dementia, a host of vendors now tout brain training software programs, including Happy Neuron.com, CogniFit, Posit Science and Fit Brains. Video game company Nintendo also is a player with its Brain Age software.



Posit Science expects solid results in corporate testing trials of its software. “This is going to be a hot area.”
–Jeff Zimman, CEO, Posit Science

    The content of these programs varies. Happy Neuron.com, for example, offers games designed to work out five major brain functions: language, attention, memory, visual processing and “executive function,” which includes logical reasoning. One of Happy Neuron’s language games, “Split Words,” asks users to match the parts of words divided into two or more sections, with the help of a general category for the session such as “gardening.”


    Fit Brains plans this month to introduce games for a range of cognitive functions. By the end of March, it intends to add games as well as other features such as brain fitness metrics.


    Brain Age, built for the Nintendo DS mobile game device, runs users through activities such as solving math problems, playing sudoku puzzle games and reading literature aloud.


    Posit Science, meanwhile, works to improve memory and train the brain on basic processing skills. In one activity, users are asked to listen to two tones played in rapid succession, then decide whether the second was higher or lower than the first.


Benefit questioned
    The brain training software industry is new but promising. Brain Age and its sequel Brain Age 2 have together sold more than 14 million copies worldwide since 2005, says George Harrison, who was senior vice president of marketing at Nintendo of America before retiring from the company at the end of 2007. Nintendo’s brain games are inspired by the work of Japanese neuroscientist Ryuta Kawashima, and they estimate the “age” of users’ brains based on their performance. But the products are pitched primarily as fun, Harrison says. “We haven’t done any scientific research to demonstrate any health claims,” he says.


    On the other end of the spectrum, Posit Science has had its software tested by researchers who have presented findings in scholarly journals and at conferences. In November, the company touted results of a study of 524 healthy adults 65 and older. Half of them completed up to 40 hours of the Posit Science program. The other half followed the advice that older people will benefit from new learning in different subject areas, and completed up to 40 hours of a computer-based educational training program on topics such as the history of Great Britain.


    Those in the Posit Science group showed “significantly superior” gains in standardized, clinical measures of memory equal to roughly 10 years, the company said in a statement. The company also said participants in the Posit Science program showed significant gains in how they perceived their memory and cognitive abilities, such as remembering names and phone numbers or where they had left their keys, as well as communication abilities and feelings of self-confidence.


Sector Stats
46.7%Percentage growth expected in number of U.S. workers age 55 and older between 2006 and 2016
23%Percentage of U.S. workforce expected to be composed of workers age 55 and older in 2016


    Even so, the degree to which software programs can slow the cognitive decline associated with aging has been questioned. Sandra Aamod, editor of the journal Nature Neuroscience, and Sam Wang, professor of molecular biology and neuroscience at Princeton University, offered a critical view of the products in a November New York Times opinion piece. A better bet, the authors argued, is physical exercise.


    “So instead of spending money on computer games or puzzles to improve your brain’s health, invest in a gym membership,” the authors wrote. “Or just turn off the computer and go for a brisk walk.”


    Some advocates for computer brain fitness products say software training should be part of a broader range of brain health activities, including walking and swimming.


    Paul Nussbaum, a neuropsychologist and chief scientific officer of Fit Brains, suggests a five-part program for brain health, with attention to socializing, physical activity, mental stimulation, nutrition and spirituality.


Targeting the workforce
    Until now, companies haven’t paid much attention to brain health, Nussbaum says. He notes the way corporate health fairs typically have tables set up for diabetes and bone density. “There’s nothing at these health fairs focused on the brain,” he says.


    Corporate training departments also have ignored sharpening basic employee mental skills such as memory or language processing.


    The graying of the workforce may change that. The number of U.S. workers 55 and older is projected to grow by 46.7 percent between 2006 and 2016, according to a December report from the Bureau of Labor Statistics. The rate of expansion in the number of those older workers is nearly 5.5 times the 8.5 percent growth projected for the labor force overall. People 55 and older are expected to make up 23 percent of the workforce in 2016, up from 17 percent in 2006 and 12 percent in 1996.



There are questions about whether
the programs are interesting enough
to hold employees’ attention.
“I’m not convinced that over the long haul a baby boomer is going to take the time to sit down and do these computer exercises.”
–Paul Nussbaum, a neuropsychologist and chief scientific officer Fit Brains

    Amid numbers like these, brain fitness software firms are eyeing the workplace as potentially lucrative.


    Michael Cole, founder and CEO of Vancouver, British Columbia-based Fit Brains, says the “corporate wellness” market is a good fit for his firm. In other words, he imagines companies offering access to his software as a health benefit. Fit Brains is in talks with a company that already provides employees with software to track their physical fitness and nutrition.


    “It’s something we’re looking to get into,” Cole says. “There’s tremendous interest.”


    Nussbaum adds that company executives likely will invest in brain fitness for the sake of having sharper workers.


    “I imagine these CEOs want [employees’] brains to be highly efficient,” he says.


    Happy Neuron.com also envisions selling into the corporate market. Laura Fay, COO of the Mountain View, California-based company, says information workers are a promising target audience. “Staying sharp with language and executive-function skills is absolutely critical,” she says. “There’s significant benefit from a corporate worker standpoint.”


    Happy Neuron.com is a subsidiary of France-based Scientific Brain Training, and in France the company has dabbled in workforce applications. A homeopathic products firm, for example, trained drivers with exercises designed to hone attentiveness and spatial skills.


    Posit Science’s Zimman gives the hypothetical situation of a 55-year-old employee who has 30 years of industry experience but a mind less sharp than that of an up-and-coming employee in his or her 30s. Boosting the memory and mental processing speed of the older worker could make a big difference, he says. “You can see how that worker could run circles around the young hotshot,” he says.


    At the same time, Zimman believes his software is likely to improve the performance of workers of all ages. And he likens the potential impact to the way companies regularly upgrade the processing power of their computers. “We’re asking can you make for more productive workers by refreshing their processing abilities—that they probably haven’t done, for the most part, since they were in the crib,” he says.


Early tests, challenges
    A hint of the workforce possibilities in brain training software can be seen in the use of Posit Science’s program by the Los Angeles Unified School District’s adult education program. The district has trained more than 200 people in the software as part of a pre-existing memory enhancement class, says Arlene Torluemke, who coordinates older-adult programs for the district. Many students in the program are volunteer employees at sites like hospitals, and they have credited the software for a better work experience thanks to a sharper mind, Torluemke says. “They’re appreciating it,” she says. “People are feeling more in charge.”


    Still, there are questions about whether the programs are interesting enough to hold employees’ attention. Among the skeptics is Nussbaum. “I’m not convinced that over the long haul a baby boomer is going to take the time to sit down and do these computer exercises,” he says. He says Fit Brains is working to make its games fun, personal and practical. Cole adds that the firm aims to create a sense of community around the exercises. He plans to make it possible for people to play a game together.


    Brain training software faces other possible challenges in the shape of neurosurgeons and pharmaceutical firms. Increased knowledge about the brain raises the prospect that surgical procedures will emerge that enhance the mind, perhaps with computer implants. Drugs already have been developed to combat Alzheimer’s disease, and there’s talk of “cosmetic neurology” in the near future, where humans can effectively control their brain chemistry.


    Zimman, though, isn’t worried much by those trends. He says people are wary of invasive surgery and pharmaceutical solutions. A Posit Science survey conducted in 2004 found that 88 percent of those questioned preferred brain fitness exercises to taking a pill.


    Even so, might not aging employees fear being labeled soft in the head—or worse—if they agree to train their brains? Zimman doubts the software tools generally will be looked on as rehabilitation therapy or anti-senility treatments. He says his firm wasn’t sure exactly what to call its program, but that early customers came up with the concept of “brain fitness”—a term that draws a positive connection with the physical fitness arena.


    “The boomer cohort is embracing it,” he says.


Workforce Management, January 14, 2008, p. 19-23 — Subscribe Now!

Posted on January 17, 2008June 27, 2018

When Offered, Wellness Programs Are Popular With Workers

When wellness programs are offered, a sizable majority of employees at small and midsize companies take advantage of them, a survey has found.


Although cost is becoming a determining factor in employee selection of health plans, less than half of employees at small and midsize companies are interested in enrolling in plans that would offer lower co-payments and deductibles for completing health risk assessments and wellness screenings, according to the survey, conducted online by the Des Moines, Iowa-based Principal Financial Group.


However, 74 percent of employees with access to educational tools and on-site health screenings used them in 2007, the survey found.


Unfortunately, small and midsize employers have been slow to fully embrace wellness programs, according to the Principal Financial Well-Being Index survey. Just 14 percent of workers have access to educational tools and fitness center discounts, and just 10 percent have on-site health screenings available.


The survey found that wellness benefits were more likely to be offered by larger firms. While 26 percent of employers with 501 to 1,000 employees offered educational tools and discounts, only 12 percent of employers with 500 or fewer employees did so, the survey found.


The survey included responses from 1,154 employees and 514 retirees from employers with 10 to 1,000 employees. The information was gathered between October 22 and October 30, 2007.


Among other key findings:


● 45 percent of employees expressed some level of interest (either somewhat interested or very interested) in a health plan that contains a wellness component that would allow employees to have reduced deductibles and co-payments for participation, while 23 percent said they were neither interested nor uninterested in such a plan.


● Flexibility in selecting doctors, networks and facilities is declining in importance among employees and retirees, with 23 percent of responding employees and retirees rating them as essential, compared with 31 percent in 2006.


● 25 percent chose health plans based on their monthly paycheck deduction, while 18 percent made the decision based on the deductible amount.


For further information about the survey’s findings, visit www.principal.com/wellbeing/index.htm.


Filed by Joanne Wojcik of Business Insurance, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.

Posted on January 17, 2008June 29, 2023

IMPACT Study Results Giving Brains a Workout

Please click on image to view PDF graphic..

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Illustration by Gonzalo Hernandez

Posted on January 16, 2008June 27, 2018

Massachusetts Penalties to Rise for Rejecting Health Care Coverage

Massachusetts residents who can afford to buy health insurance coverage but do not would pay penalties of as much as $900 in 2008, under proposed regulations.



Under the state’s landmark 2006 law, intended to move Massachusetts close to universal health care coverage within a few years, the penalty for not having coverage in 2007 was the loss of the personal exemption for state income tax purposes, which equaled $219.



In 2008 and succeeding years, the penalty is based on one-half of the premium of the lowest-cost plan available through a state agency known as the Connector Authority. The law, though, left it to the Massachusetts Department of Revenue to provide the details.



Under the regulations, the penalty for not having coverage would be linked to income and the period of time that a person is uninsured. For example, a 27-year-old with income exceeding 300 percent of the federal poverty level would pay a penalty of $76 for each month he or she was uninsured, up to $912 if uninsured for the entire year.



The penalties are intended to encourage state residents to purchase health insurance.



However, the penalties do not apply to those who can prove that affordable health insurance coverage is not available. And, under existing regulations, employees earning between $35,000 and $40,000 a year who decline individual coverage offered by their employers will not be penalized if their share of the monthly premium exceeds $200, while employees earning between $40,001 and $50,000 a year declining individual employer-provided coverage are exempt from the penalties if their monthly premium cost is more than $300.



Regardless of coverage costs, the penalties would apply to individuals earning more than $50,000 a year, couples earning more than $80,000 a year or families with children earning more than $110,000.



The penalties do not apply to individuals earning up to $15,324, since their health insurance premiums are completely subsidized by the state. Currently, about 75 percent of state residents who lacked coverage before the enactment of the 2006 law now are insured, with most of the newly insured obtaining coverage through a state premium subsidy program available to lower-income residents and through an expansion of Medicaid, which is offered to the very poor.



Filed by Jerry Geisel of Business Insurance, a sister publication of Workforce Management. To comment, e-mail editors@workforce.com.

Posted on January 16, 2008June 27, 2018

CareerBuilder Gets Personified for Talent Management Consulting

CareerBuilder is increasing it involvement with talent management consulting through its newly launched subsidiary, Personified.


The new division offers consulting on various aspects of talent management, including employee acquisition and retention; recruitment process outsourcing; employment branding; inclusive culture development; and employee engagement.


Mary Delaney, who has 20 years of experience in sales and business development, is company president, according to a release.


Most recently, Delaney served as chief sales officer for CareerBuilder.com, leading the enterprise and recruiter business unit teams of the company’s sales force. In 2006, Delaney started the company’s human capital consulting division, which led to the development of Personified.


Prior to joining CareerBuilder, Delaney managed the merger of Headhunter.net and CareerBuilder. She oversaw two acquisitions and orchestrated launches in new markets. Prior to that, Delaney was senior vice president for InterCall Inc., a conference services provider, where she developed the company’s long-term national sales strategy. Early in her career, Delaney worked in a variety of sales management positions at Nestle Corp. and Async Corp., a voice-mail service company.


According to CareerBuilder’s annual job forecast, 41 percent of employers say they have positions for which they can’t find qualified talent. The company anticipates further tightening of the labor market, driven by baby boomers entering retirement years and a lack of skilled talent.


—Gina Ruiz

Posted on January 16, 2008June 27, 2018

Job Candidate Assessment Tests Go Virtual

Multi-state banking firm National City Corp. had its work cut out if it was going to grow its retail banking division.


    The Cleveland-based bank in early January eliminated 900 jobs as it closed its troubled wholesale mortgage division. The bank cut 3,400 jobs during the past year—primarily in the mortgage division—yet still planned to expand its 1,400 retail branches across the East and Midwest.


    One element in the search for everything from branch managers to tellers hinged on the bank’s ability to stand out in a cutthroat hiring environment where demand for qualified talent often outstrips the supply.


    “We were looking for ways to differentiate ourselves among our competitors,” says Cheryl Goodman, National City’s assessment consultant vice president.


    It was among the reasons National City adopted Shaker Consulting Group’s Virtual Job Tryout in early 2007. The system does what its name suggests—allows companies to audition candidates by measuring how they react to computerized simulations of specific job-related tasks.


    Beyond assessment, Goodman is counting on it to give National City a leg up on competitors by creating a distinctive recruiting experience.


    “This isn’t your run-of-the-mill paper-and-pencil assessment test,” she explains. “We think it creates a unique impression that lets us stand out among our peers in the industry.”


    National City, which employs 32,000 people, is part of a growing number of companies that rely on a new wave of virtual simulation tools for more than assessment purposes. They also leverage these platforms to put forth other strategic recruiting practices.


    Besides differentiation, Goodman says Virtual Job Tryout is also a good way to fortify the National City employer brand. The system works as an educational tool for candidates to learn what it’s like to be an employee at the company.


    “It gives us a way to share our story and what we’re all about,” she notes.


    The better acquainted that companies get with virtual tryout tools, the more applications they’ll discover for them, says Nov Omana, managing principal of consultancy Collective HR Solutions. He says more employers are realizing the secondary benefits such cutting-edge assessment systems can bring to their recruiting process. Omana anticipates the trend will widen.


    “Whether it is in the area of Second Life or social networking or virtual tryouts, I think we’ll see employers getting more creative in the years to come,” he notes.


Creating a unique experience
   “The days of handing a clipboard and pen to candidates are long over,” says Brian Stern of Cleveland-based Shaker Consulting. “Innovative companies are now looking for ways to create positive recruiting experiences to successfully vie for talent.”


    The level of interactivity that today’s virtual tryout tools deliver is unprecedented, he notes. Employers are able to customize simulations to specific job roles within a company; candidates can get a feel for the job.


    In National City’s case, Goodman set up individual simulation experiences for call center applicants and potential branch managers.


    Call center candidates were given scenarios to solve customer service problems, while branch manager applicants had to demonstrate their ability to foster relationships with clients and make quick personnel decisions.


    The experiences are interactive—with both video and audio, Stern notes. “Companies are creating a dynamic testing environment that engages the candidates,” he says.


    Delivering this type of innovative recruiting experience is particularly critical when it comes to Gen Y talent, Stern says.


    “This is a group of individuals that is not going to respond well to the old-school way of recruiting,” he notes.


The Gen Y factor
   Recruiting Gen Y’ers is an ongoing challenge for employers.


    “They are of a different breed than what recruiters are used to,” says Knowledge Infusion CEO Jason Averbook. “You would be surprised at the number of companies that simply don’t know how to communicate effectively with them.”


    Averbook says one way of attaining the attention of this segment of the workforce is adopting tools that are interactive in nature, as they stand a better chance of resonating with this audience. “Simulation tools are a good way of letting Gen Y’ers know that a company has kept up with the times,” he notes.


    Averbook warns that creating a cutting-edge recruiting experience without having a workplace environment matching that image could be counterproductive.


    “If you have a fancy assessment tool that impresses the socks off an applicant at the recruiting stage but then hand them a paper and pencil to do their job once you have thrown them over the hiring wall, you’re going to be in trouble,” he notes.


    Averbook says employees inevitably will become disappointed and could leave if their initial expectations aren’t met. He recommends companies put standards in place, not just during the recruiting phase but throughout an employee’s tenure.


    “This is a group of smart people,” he notes. “They’ll be able to see through the smoke and mirrors pretty quickly.”


Important considerations
   While job simulation tools can be instrumental in creating a hallmark recruiting experience, there are certain questions employers should consider before investing in a system, says Shally Steckerl, founder of JobMachine, a recruiting consultancy based in Norcross, Georgia.


    “These are great tools to have,” he notes. “But they are more beneficial for certain types of employers.”


    It could backfire for companies targeting high-end white-collar workers.


    “An MBA is not going to want to take this type of test,” Steckerl says. “That candidate is expecting to be wined and dined.”


    He recommends companies take a hard look at the sort of worker being recruited and whether such an assessment would be appropriate in that context.


    Steckerl also says job simulation may be more of a hindrance at companies handling a large volume of candidates.


    “The process gets to be too time-consuming when we are talking about thousands of applicants,” he notes.


    Further, he says such technologies are better suited to test soft skills. It’s an important feature, as intangibles are characteristics that are normally difficult to gauge, Steckerl explains. However, when it comes to measuring hard skills, such as engineering or program writing, a company may be better off using conventional aptitude exams.


    Before buying such a system, employers should assess virtual job tryout vendors because all are different.


    “There are several vendors out there, each with its own strength,” Steckerl says. “Companies need to do their homework to select the tool that is most compatible with the recruiting experience that they want to create.”


    In the case of National City, the company already had an established relationship with Shaker Consulting and was familiar with the product’s features.


    “We were secure in the choices we were making,” Goodman notes.


    The company is still tallying its numbers, but Goodman says she is content with its recruiting performance in 2007.


    Goodman says the assessment tool enabled National City to hire workers that came from sectors outside banking, so long as they had transferable skills. What’s more, she believes retention rates will improve because it provides a way to make hiring decisions that are more educated and scientific.


    She also sees an added bonus for using the virtual job tryout.


    “As far as I know, none of our local competitors offers this level of assessment,” she says. “I think it gives us an advantage.”

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