Survey on Differences in How HR Professionals and Undergrad Students Evaluate Job Candidates
My name is Katie Wang, I'm a research assistant in Professor Mikki Hebl's industrial organizational psychology lab at Rice University. We are seeking a group of human resource managers as participants for a brief (10-15 minutes) on-line resume study, and I would greatly appreciate if you can assist with our research pursuits by taking part in the survey. For your reference, below is a description of the project; if you are interested in participating, please use the web link at the bottom of this page to access the survey. Thank you in advance for your time and assistance!
Project description: Studies in psychology have historically used convenience samples of undergraduate students as research participants. This raises issues when authors attempt to generalize their findings to what is often a very different actual population of interest. This is particularly true in the field of industrial-organizational psychology. Working adults with experience in their field often see business-related issues quite differently from inexperienced college students.
Towards this end, our study aims to examine differences in how human resource professionals and undergraduate students evaluate job candidates. Specifically, we are interested in which types of work and academic experiences are valued more or less highly by the two groups. Your participation would involve rating the hireability of 5 hypothetical recent college graduates for an entry-level management position on the basis of their resumes, and providing some basic background demographic information.
Link to survey:
2008 – 2009 Annual Total Compensation Survey
From salary to benefits to incentives, the Pittsburgh Technology Council’s compensation survey is the only one of its kind focused entirely on the Pittsburgh region's workforce.
This is your chance to provide invaluable data that will help companies across southwestern Pennsylvania -- including your own -- benchmark their compensation plans to the most current data and learn what others are offering to attract and retain top talent. For more than 10 years, the Council has sponsored this invaluable and proven reference for regional human resource professionals. Help us make the 2008 - 2009 survey another edition you and your colleagues can rely on.
We have partnered again with compensation expert 3C (Compensation Consulting Consortium) to conduct the survey. Please be assured that your salary information always remains confidential; only aggregate data is shared in the report.
New for this year:
- Expanded list of eligible policies and benefits to survey
- Additional employment positions to survey
Survey participants receive:
- Compiled survey results at a discounted rate of $200 with no obligation to purchase.
- PHRA member rate for non-participants is $495 to purchase.
- One admission to "What's the Job Worth" job market analysis event on Friday, July 25. (You must have completed the survey prior to July 25 to qualify.)
Compensation Survey Home Page:
Annual Survey Lets Small and Mid-Size Area Businesses Benchmark Employee Benefits Against Nearly 4,000 Companies Nationwide
Henderson Brothers’ Mid-Market Survey Helps Companies Stay Competitive; Gain Comprehensive Look at How Their Benefits Stack Up
PITTSBURGH — MAY 21, 2008 – Small- to mid-market companies in the tri-state area (western Pa., eastern Ohio and northern W. Va.) searching for a way to benchmark their benefits programs, strategies and costs against local and national peers, can gain valuable information by participating in Henderson Brothers’ fourth annual Mid-Market Survey, which provides definitive data on employee benefit programs, trends and strategies. There is no cost and any organization that participates will have access to benchmarking data specific to their organization.
Designed for companies in any industry employing 50 to 8,000 people, Henderson Brothers Mid-Market Survey gathers data on the types, costs and employer contribution levels of health care, life and disability coverage, paid time off, and other basic benefits offered by area companies. In addition, the survey identifies new approaches, changing employee contribution levels, cost-control measures, use and content of wellness programs, use of technology for managing programs, outsourcing of program management and miscellaneous benefits such as paid time off, tuition reimbursement, on-site services such as daycare, free parking, etc.
Companies interested in taking part in the Mid-Market Survey can get more information and register by contacting Henderson Brothers at 412-261-1842, or by visiting www.hendersonbrothers.com and clicking on the “2008 Mid-Market Benefits Survey” link on the home page. Deadline for participation is July 16th. Survey results will be available on the Henderson Brothers Web site sometime in early August.
Working with a leading national actuarial firm, Henderson Brothers will coordinate and collect survey responses from local employers. Participating companies will be invited to attend an interactive session on Thursday, July 31at the Four Points by Sheraton, Pittsburgh North. At that time, they will receive their confidential survey results, along with additional data that will enable them to compare their benefits programs and costs to other local companies and to a broader, national sampling. To preserve strict confidentiality, only anonymous, aggregated data is shared, enabling firms to perform side-by-side analysis of their benefits program against similarly sized companies. For those not able to attend the event, confidential results will be provided to them.
In 2007, participating companies received survey data from 3,966 companies nationwide – comprised of more than 2.5 million employees and operating in 30 major markets across the country. Total healthcare spending for the group was $21.5 billion.
“Every company is looking for a way to compare the cost and value of their employee benefit plans,” says Tom Grealish, president of Henderson Brothers. “This mid-market survey will do just that, by providing them with timely and relevant benchmarking information that’s compared both locally and nationally.”
Human Resources/Diversity Professionals and Reduced Hours Summary of Results
The results of the Human Resources/ Diversity Professionals and Reduced Hours survey of America and the Human Resources/Diversity and Part-Time Work Arrangements survey of Australia have given us insight into how often HR/Diversity professionals utilize reduced hours options, how much HR/Diversity professionals desire to use these policies, the availability of the policies, problems or blockage that may deter professionals from using these options and the potential benefits of reduced hours options for this group. READ MORE.
State of Employee Engagement 2008 Survey Results-
Executive Summary
Only One in Three Employees Engaged
24 April 2008
A new report, The State of Employee Engagement 2008, issued by global consultants BlessingWhite, has found that fewer than one in three North American workers are fully engaged. Moreover, 19% are completely disengaged, and a further 13% are disillusioned and at risk for becoming disengaged.
Based on a survey of more than 7,500 employees and interviews with 40 human resource and line managers on four continents, the study identified five levels of employee engagement in the workforce.
There is a strong correlation between engagement and retention, said BlessingWhite CEO Christopher Rice. “For instance, we found that 85% of engaged employees plan to stay with their company during the year ahead. The study underlines the observation that engaged employees stay for what they give, while disengaged employees stay for what they get.”
Among the key findings were:
• There were no significant differences in engagement levels of men or women.
• Sectors with the largest number of engaged employees are HR consulting/training (46%), energy/utilities (40%), legal & business services (34%) and association/not-for-profit 34%).
• Industries with the fewest engaged are academia/higher education (23%), high technology (24%), chemicals (24%), retail (24%) and government (25%).
• Among functions, HR and sales departments have the most engaged (36% each), and finance and IT have the least (23% and 22% respectively).
• Virtual employees are slightly more engaged than their peers who work with their entire team present (34% vs. 28%).
• Engagement levels decrease somewhat as workforce size increases, with 32% of respondents from organizations of 1-999 employees compared with 25% in firms of more than 10,000 fully engaged.
The study identified five levels of employee engagement in North America:
Engaged: 29% These employees are contributing fully to the success of the organization and find great satisfaction in their work. They bring discretionary effort and initiative.
Almost Engaged: 27% A critical group, these employees are among the high performers and are reasonably satisfied with their job. Organizations should invest in them because they are highly employable and they have the shortest distance to travel to reach full engagement.
Honeymooners or Hamsters: 12% Honeymooners are new to the organization or their role and have yet to become fully productive. Hamsters may be working hard, but are in effect spinning their wheels, focused on the wrong things, and contributing little to the success of the organization.
Crash & Burners: 13% “Crash & Burners” are disillusioned and potentially exhausted. They are top producers who are not satisfying their personal definition of success and satisfaction. Sometimes bitterly vocal, these workers, if left alone, may slip into disengagement and bring down those around them.
Disengaged: 19% Disengaged employees are the most disconnected to organizational priorities and are not getting what they need from work. If left alone, people in this group are likely to collect a paycheck and enjoy favorable job conditions but contribute minimally. Some disengaged will leave, but more likely they will just talk about leaving.
Rice believes that aligning employees’ values and aspirations with those of the company is the best method for achieving sustainable employee engagement. “While organizations are keen to maximize the contribution of each individual toward corporate imperatives and the metrics, individual employees need to find purpose and satisfaction in their work.”
Intended for both human resources executives and line managers, the report focuses on how leaders at all levels can nurture employee engagement. Two reports are available:
• A comprehensive global report, which can be purchased for $500. Email info@bwinc.com to order.
Of the 7,508 respondents surveyed between December 2007 and February 2008, 44% reside in North America, 32% in India, 9% in Europe, 6% in Southeast Asia (including Australia) and 3% in China.
BlessingWhite is a global consulting firm dedicated to creating sustainable high-performance organizations. Based in Princeton, NJ, with locations in London, Chicago, San Francisco and Melbourne, the firm has worked with almost three million professionals in thousands of organizations since its founding in 1973. For more information go to: www.blessingwhite.com.
