Paying It Forward

Whether you realize it or not, the smallest acts of kindness have positive effects on both the recipient and yourself. Making a difference in someone's day goes a long way. You may even find yourself becoming more grateful for everyday kindness and consideration from people. Whether it's a handwritten card saying thank you, an email with words of encouragement, or surprising someone with something small (i.e. favorite food, flowers, etc.) when they least expect it. There is no wrong way to go about it. One kind action leads to another. There is a lot of happiness in making others happy, despite the situations we may be currently going through. Even the smallest acts, such as putting a coin in an expired meter, counts. With a little help from others, we can change the world one good deed at a time.

MBI Worldwide truly believes that by paying it forward, we can inspire others to take action in making a difference. To read more about how we are paying it forward, please visit our website at this link. http://mbiworldwide.com/mbimakesadifference

Andrea Allen
MBI Worldwide

Inside This Issue:

Human Resource Articles of Interest:

Background Screening Articles:

• What Bad Hires Really Cost Companies
• Dayton Superior Corp Fined for Terminating Employee for Testing Positive for Medication Required to Treat Disability

HUMAN RESOURCE ARTICLES OF INTEREST

HR Metrics: Two Common Errors That Make Them Worthless

Metrics guru Dr. John Sullivan says that human resources managers make two key mistakes when using metrics to measure HR's accomplishments. Sullivan is a metrics consultant and professor of management at San Francisco State University.

Metrics in a Vacuum

The first mistake, says Sullivan, blogging on www.ere.net, is that HR managers tend to develop and implement HR metrics in a vacuum. By "in a vacuum," Sullivan means doing metrics development wholly within the HR function.

That gives you metrics that HR likes, but not necessarily those that management likes. He recommends that employers take a collaborative approach. Take a list of your strategic HR metrics into the CFO's office and let him or her help you select the best ones.

Ask these questions: Which are easy to understand, which appear to measure business impact, and which will appeal to top management? By involving the CFO, you'll not only pick good metrics but also end up with a high-level champion who can remove a lot of roadblocks.

Too Many Metrics

The second mistake is that managers develop too many metrics and then get bogged down in tracking and interpreting them all. Figure out which ones really matter, he says, and which ones really demonstrate HR's impact on the business.

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BACKGROUND SCREENING NEWS

What Bad Hires Really Cost Companies

According to a new CareerBuilder study, 69 percent of employers report that their companies have been adversely affected by a bad hire this year, with 41 percent of those businesses estimating the cost to be more than $25,000, and 24 percent saying a bad hire cost them more than $50,000. "Whether it's a negative attitude, lack of follow through or other concern, the impact of a bad hire is significant," says Rosemary Haefner, vice president of human resources at CareerBuilder. "Not only can it create productivity and morale issues, it can also affect the bottom line."

Why do bad hires happen to good people?

When asked what accounted for the bad hire, survey participants report the following reasons that led to their hiring mistakes:

• Needed to fill the job quickly (43 percent)
• Insufficient talent intelligence (22 percent)
• Sourcing techniques need to be adjusted per open position (13 percent)
• Fewer recruiters to help review applications (10 percent)
• Failure to check references (9 percent)
• Lack of strong employment brand (8 percent)

Twenty-six percent of employers say they weren't sure why they made a bad hire and that sometimes you just make a mistake.

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Dayton Superior Corp Fined for Terminating Employee for Testing Positive for Medication Required to Treat Disability

Dayton Superior Corporation, a nationwide provider of concrete and masonry construction products, will pay $50,000 to settle a disability discrimination lawsuit brought by the U.S. Equal Employment Opportunity Commission (EEOC), the agency announced.

The EEOC charged that Dayton Superior Corporation discriminated against Chassity Brady, a quality control lab technician in its Braselton, Ga., facility, by unlawfully firing her in August 2011 for taking medication that had been prescribed by her doctor for her bipolar disorder. While at work, Brady suffered an adverse reaction to the prescribed medication and the employer required her to submit to a drug test. Although the only substances found in Brady's system were the medications prescribed to treat her disability, the employer immediately terminated her after the test results were revealed.

"The EEOC filed this case because the evidence indicated Ms. Brady was terminated because her disability required her to take medication," said Robert Dawkins, regional attorney for the EEOC's Atlanta District Office. "Making employment decisions on the basis of stereotypical assumptions about disability-based medications is one of the problems the ADA was designed to combat."

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