Latest news with #hiringprocess
Yahoo
2 days ago
- Business
- Yahoo
By 2028, 1 in 4 candidate profiles will be fake, Gartner predicts
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. The issue of candidate fraud may only be growing worse. Within three years — by 2028 — 1 in 4 candidate profiles worldwide could be fake, according to a July 31 report from Gartner. In a survey of 3,000 job candidates, 6% said they participated in interview fraud, either by posing as someone else or having someone else pretend as them. Burgeoning artificial intelligence use during the hiring process will likely increase concerns among recruiters, Gartner found. 'It's getting harder for employers to evaluate candidates' true abilities, and in some cases, their identities. Employers are increasingly concerned about candidate fraud,' Jamie Kohn, senior research director in the Gartner human resources practice, said in a news release. 'Candidate fraud creates cybersecurity risks that can be far more serious than making a bad hire.' For instance, when candidates believe they're being assessed by AI, they distort certain skills, adjusting to what they think AI prioritizes, according to research published in the Proceedings of the National Academy of Arts and Sciences. This can pose problems for hiring teams, who may not be able to accurately assess applicants' capabilities and personalities, the researchers said. Across other Gartner surveys, candidates expressed concerns about employer AI use as well, with only a quarter saying they trust AI to fairly evaluate them. Half also believe AI screens their applications, and a third expressed concerns about AI failing their applications. In addition, only half of candidates said they believed the jobs they were applying for were legitimate. Even so, 4 in 10 candidates said they also use AI during the application process, primarily to write text for their resume, cover letter, writing samples or assessment questions. To screen for candidate fraud, employers can create a multi-layered fraud mitigation strategy, Gartner said. For instance, companies can set clear expectations around acceptable AI use and communicate about their fraud detection efforts, including legal consequences if fraudulent behavior occurs and is detected. Recruiters can also use assessments to detect fraud, including in-person interviews. In another Gartner survey, 62% of candidates said they were more likely to apply to a position if it required in-person interviews. After the initial hiring phase, employers can also deploy system-level validation to detect fraud, such as tighter background checks, risk-based data monitoring, identity verification and anomaly alerts in recruiting systems. Recommended Reading By 2032, generative AI will significantly change half of all jobs, report says
Forbes
01-08-2025
- Business
- Forbes
How Job Seekers And Organizations Handle Personalized Work Experience
Years ago, I interviewed Dr. Olin Oedekoven, CEO of Peregrine, who told me he would hire great people first, then build jobs around them based on what they were good at and what they liked doing. At the time, that sounded very idealistic. Most companies hired to fill a list of tasks. But now, more organizations are starting to think differently. People want more say in their job responsibilities. I've talked to many CHROs who told me job candidates are walking in with a list of requests before they even get an offer. That is a big change in the hiring process and sounds gutsy coming from the way things used to be. I get it, though, from both sides. I would have loved to shape my past roles around what energized me. But I also know it's not simple. Companies have budgets and responsibilities to meet. They can't say yes to everything. That's why job seekers and companies both need to be clear and realistic about what personalized work looks like and how to make it possible. Some companies are already using technology to make it easier to shape roles around people instead of forcing people into roles. What Do Employees Expect When It Comes To Personalized Work? Today's job candidates are asking more questions. They want to know if the company offers flexibility, how much technology is used, and whether the job can grow with them. Some even ask if their role can shift as their skills develop. That doesn't mean people expect a perfect job. Most understand they'll have tasks that are routine or not exciting. But they still want to use their best skills and feel like their work matters. That might mean changing responsibilities or getting involved with different teams. The old days of one-size-fits-all job descriptions are fading. Are Companies Offering Personalized Work Or Just Repackaging Old Jobs? Some companies say they're offering personalization, but what they're really doing is offering remote work or flexible hours. That's helpful, but it's not the same as shaping a role around a person's strengths. Some companies are getting creative. It can be something as simple as allowing employees to spend 10% of their week exploring new functions or using AI to suggest project-based roles that match skills and career interests. Still, there are limits. If a company has hundreds or thousands of employees, full customization isn't always possible. Some roles have strict rules for safety, legal, or operational reasons. But these conversations are happening earlier. Employees are asking for flexibility up front, and smart companies are listening before people burn out or leave. How Is Technology Enabling Personalized Work Experiences? Technology is helping, especially AI tools that focus on outcomes instead of how much time someone spends at a desk. Managers are starting to care more about results, which opens up new ways of working. There are multiple ways organizations tackle this challenge. Walmart uses a tool called Ask Sam. It's a voice assistant that helps employees get answers to work questions quickly. Workday uses software that suggests training based on what someone has done and what they might want to do next. Salesforce built an internal system that helps employees explore new paths within the company. It looks at strengths and interests to suggest possible career moves. Other tools like Gloat and Eightfold help companies match employees to internal projects or jobs based on their skills. These tools make it easier to personalize work, but they don't replace conversations. Just because a system says someone is a good match for a project doesn't mean they want it. Managers still need to ask and listen. What Should Job Seekers Know About Personalized Work? If you're asking for a personalized work experience, start by being clear about what you need. What kind of work energizes you? Do you prefer structure or flexibility? What kind of feedback helps you grow? It's common to hear people ask for autonomy, but then feel lost without guidance. Or they ask for variety, but end up craving consistency. That's why it's important to really know what helps you do your best work. The more specific you are, the easier it is for a manager to support you. You can also ask the right questions in an interview. Ask how often people move into different roles, or how managers support development. Look for signs that the company is open to people growing in new directions. If you're already in a role that doesn't fit, speak up before walking away. I've seen people create new roles just by sharing what they were interested in and how they wanted to grow. What's Most Important For Personalized Work? More people want personalized work that fits their desires. More companies are open to that idea. But it still takes work on both sides. Companies that wait to offer flexibility may lose people to organizations that offer it sooner. And employees who want jobs shaped around them need to bring clear ideas and be willing to adjust along the way. Personalizing work doesn't mean rewriting every job. Sometimes it means giving people more say in how they spend their time or what they work toward next. When both sides are open and honest, it becomes easier to build roles that make both sides happy.
Yahoo
16-07-2025
- Yahoo
Rookie cops NYPD is trying to fire can remain on job amid legal battle, judge rules
NEW YORK — Thirty-one rookie police officers who the NYPD is trying to fire because of alleged oversights by a rogue commander during the hiring process will remain on the job while their union fights for them in court, a Manhattan judge ruled Tuesday. At a hearing, state Supreme Court Justice Phaedra Perry-Bond denied a request from the city to lift a July 10 temporary restraining order obtained by the Police Benevolent Association union that stopped the NYPD from firing the cops. The department is trying to fire the officers after determining they weren't qualified to join the force in the first place based, they say, on checkered histories that include arrests, drug use, hiring sex workers, traffic violations, and 'serious disregard for rules and consequences,' according to lawyers for the city and the NYPD. All of the cops in question either failed a psychiatric evaluation or a character assessment while they were being vetted, according to the NYPD, and were told as such. However, the city claims that a lone commanding officer, Inspector Terrell Anderson, the head of the NYPD's Candidate Assessment Division, mistakenly approved them after calling them back for additional interviews, sending them off to be sworn in and trained at the Police Academy. 'These candidates were approved by an individual whose actions were unauthorized. Now, we have them working in the field when they have been disqualified,' city Law Department attorney Marina Sukonnik said in court. One officer the NYPD says was unqualified to serve — who, like all of the cops, has been on desk duty without a badge or a gun since July 10 — 'reported using LSD and marijuana to cope with stress,' while a third showed 'an extensive history of poor decision-making and recklessness,' the NYPD said in court papers. Another officer 'openly discussed arguments and conflicts with other people in a boastful manner' during an NYPD psychological interview and said that when she received a failing grade from a college professor, she told the teacher, 'No one likes you; I don't like you, your students don't like you.' Another officer was deemed unfit because 'he had a prior history of paying prostitutes for sexual favors,' the NYPD said in court papers. 'Because of the public trust placed in the NYPD and the sensitivity of many issues faced regularly by police officers, the police commissioner must have the ability to demand a high degree of character and fitness from police officers and certainly must demand that they be qualified under the appointment standards for the position,' the city said in court papers. In court Tuesday, Matthew Daly, a lawyer for the PBA, said most of the cops were of minority, non-affluent backgrounds and had been making arrests and working patrol without incident — in some cases, commended for their performance — when they turned up to work last week and told to resign or face being fired before a court order put the firings on hold. Some have been on the job for more than 18 months. Calling the NYPD's hasty firing attempt 'sloppy and heavy-handed,' Daly suggested the commanding officer had been scapegoated despite an ongoing internal investigation into the mix-up. He said many of the cops had left other jobs after the NYPD hired them and risk homelessness, student loan delinquency, and losing their family's medical insurance were they to get the boot. The union lawyer stated that the PBA's position was that the NYPD had no right to revive the disqualifications; however, if it did so, Daly said the officers should be given 30 days to appeal. 'The city is trying to humiliate and condemn them,' Daly said. 'All we're asking for is that the status quo be maintained.' Sukonnik countered by saying the officers had no right to keep their jobs or to appeal now the findings that they were unfit. In pointed questions to the city's attorney, Perry-Bond sounded skeptical about the department's position that the rookie cops had blown the deadline to appeal the finding within the 30-day timeframe while simultaneously acknowledging they'd been rehired during that period and pressed Sukonnik about whether the NYPD was acting fairly. 'It isn't just, 'Oh, you shouldn't have been hired. Goodbye,'' the judge quipped, a few beats later denying the city's efforts to lift the restraining order and ordering the parties back in court in 60 days. 'There are people whose lives are on hold here.' Union officials who attended Tuesday's hearing said the cops highlighted by the NYPD made up a small portion of the 31 whose jobs are on the line and that many of the group had worked for various city and law enforcement agencies in the past. One had worked as a correction officer for 10 years, and another had worked as an investigator for the Brooklyn D.A.'s office before being hired by the NYPD. PBA President Patrick Hendry said singling out certain officers in court documents amounted to a 'shameful smear campaign' against the entire group. 'We're grateful to the judge for taking this case seriously, understanding that these are 31 police officers' lives. their livelihood. That she understands that they have families, understands that they have bills, understands that they have rent, understands that they were just told, 'Hey, you're not entitled to any process here. You're fired,' That is wrong,' Hendry said. 'They were deemed to be qualified to be New York City police officers. They were called back, they completed what they were asked to complete, those investigations, and they got hired by the police department. … They've been doing a great job, and they deserve to continue the job that they love.' Capt. Chris Monahan, president of the Captains' Endowment Association, the union that represents NYPD captains and inspectors, staunchly defended Anderson on Thursday. 'Inspector Anderson had the authority under previous administrations to hire candidates,' Monahan said. 'He was under tremendous pressure to fill NYPD recruit classes. He had a careful review process and didn't place candidates with diagnosed mental health issues in any classes.' Earlier this year, NYPD Commissioner Jessica Tisch said the department is in a 'hiring crisis' and significantly reduced the number of college credits required to join the force to broaden the candidate pool.
Forbes
13-07-2025
- Business
- Forbes
3 Huge Screening Interview Mistakes You're Probably Making
3 Huge Screening Interview Mistakes You're Probably Making Don't blow the screening! Before you can move forward in the hiring process, you absolutely must clear the screening interview. So, by all means, avoid these mistakes. What is the screening interview? The screening interview is the first in a series of (two to four) job interviews that applicants go through during the hiring process. It is a brief, introductory meeting or conversation that usually lasts up to 30 minutes. During this type of interview, the recruiter or hiring manager, will likely discuss the company and role in more detail and give you the opportunity to ask questions. Another way to think of it is as the appetizer. If things go well, arrangements may be made to move forward to the main meal (the main job interview). And, if things don't go well at this stage, your candidacy for this job may effectively end. Here are three (3) huge mistakes you're probably making with screening interviews. Mistake 1 - You're undervaluing the purpose of the screening interview. Though it requires less time and less investment, the screening interview is every bit as important as the subsequent ones in the hiring process. Too many undervalue the purpose of this interview because it tends to be branded as light and informal. But make no bones about it—it is not. During the screening interview, the interviewer will be observing you, assessing you and making judgments about you around things such as likeability, communication style, engagement, confidence, interest in the role, connection, etc. Your words, sentences, body language, gestures and comfort level will be collated and used by the interviewer to determine suitability for advancing to the next stage in the hiring process. Give this interview the attention and respect it merits. Take it seriously. Dress professionally, make a great first impression, and tailor your energy, dialogue, responses and questions to align with the purpose of the interview. The interviewer's primary goal and purpose during the screening interview—no matter what's asked or not asked or what's said or not said—is to conduct a preliminary assessment for interest, alignment and fit. Forget this at your own peril. Mistake 2 - You're preparing for the wrong interview or not preparing at all. The screening interview is just that—a screening. You won't have the time to dive very deeply into matters during this interview. You won't be able to make the same compelling case and do the same storytelling that you would during the regular (more extensive) interview. And, you shouldn't want to because that doesn't fit with the interviewer's goal and purpose for the conversation. Employers—when doing it right—use screening interviews to conduct a preliminary assessment of candidate interest, qualification and salary alignment, and culture and team fit. Prepare for this interview by taking the interviewer's perspective. The interviewer will want to learn: Sidebar: Many highly qualified applicants never get called because employers have more than they need. Getting a call for an interview (even the screening interview) is an accomplishment even when you don't get the job offer. Mistake 3 - You're failing to elevate the likability factor during the screening interview. You got the call for the screening interview, and now you can't wait to let them know how qualified you are for the job. If you do this—spend your interview time touting qualifications—you will fail. Once you get a call for an interview, you've already passed the 'qualified' test. Now, in the rawest possible framing, the screening interview is the likeability test. The interviewer's goal (again) is to use the screening interview to assess interest, alignment and fit so as to determine which candidates are best to move forward for the deeper—more integrated—interviews. Yes, by all means, weave your experience, education and training in, but do it in such a way that you elevate the likeability factor. Why? Because they already knew your qualifications before they called you. They don't yet know how likeable you are. Your number one goal with a screening interview is to get the green light for the next interview. Make it a priority to be likeable because interviewers aren't likely to move someone forward whom they don't like no matter how credentialed and experienced they are. Likeable people are likable because they: Likability matters, and it matters way more than many people realize. When you elevate your likeability factor, others want to advocate for you. They want to cheer you. They want to be around you because they trust that you will have their back. As a result, they want to have your back as well. Some really good screening interview questions. No doubt, the entire hiring process can feel daunting. From the cover letter, to the resume or CV, to the job applications, to the no-calls and then the rounds of interviews after you finally get called, it's a lot—and it can feel heavy. To help you focus your thinking, here is a list of questions that I've used and many recruiters and hiring managers use during screening interviews. These questions are great for evaluating or assessing key areas of interest, alignment and fit. After the screening interview: next steps. After the screening interview, you should expect to hear back from the employer on the status of your candidacy for moving forward to second interview. It's appropriate for you to ask the following questions during (or at the conclusion of) the interview so that you can leave with an understanding of next steps. If the interviewer doesn't mention these three (3) things during the interview, I recommend you ask: Recommended reading: Nail The Interview: Answer 'Why Should We Hire You' Like A Pro 7 Skills You Must Build To Propel Your Career Forward In 2025 This Is The Phrase That Instantly Damages Your Leadership Integrity
Geek Vibes Nation
09-07-2025
- Business
- Geek Vibes Nation
What Should You Look For In Onboarding HR Software
The choice of onboarding HR software is crucial for an organization's hiring process. An efficient system simplifies processes, improves the new hire experience, and keeps your company compliant. Understanding key features and benefits can go a long way in maximizing the efficacy of onboarding solutions. User-Friendly Interface A simple interface makes onboarding easy for managers and new hires. Onboarding HR software features intuitive navigation, which ensures ease of use and reduces the time needed to train staff. Users can get things done on a platform with clear instructions and an easy-to-use design. An interface that caters to different devices improves accessibility, making it easier for team members joining remotely or on-site to use the platform. Comprehensive Integration Integration capabilities are among the most critical functions in HR software onboarding. Integrating this tool should be seamless with the current systems, ensuring data consistency on all platforms. Such harmonization helps in avoiding repetition and makes the work easy and efficient. Integrating payroll, performance management, and communication tools can create a holistic network that benefits all parties Customization Options Since every organization has peculiar requirements, customizing it is crucial. It should bring flexibility to accommodate unique business needs. Customize workflows, forms, and processes to align with the organization's goals. This customization helps organizations retain their unique identity and leverage the software to the maximum. Automated Workflows Automating repetitive tasks helps save time and minimizes errors. The streamlined nature of onboarding HR software with workflows automating processes allows HR teams to develop a strategic plan rather than spending time on manual tasks. The entire process is streamlined: automatic document generation, document reminders, progress tracking, and more. Such automation ensures a seamless transition for the new hires, delivering a delightful onboarding experience. Compliance Management Compliance with both legal and organizational requirements continues to be a key focus. Onboarding software should include tools that make it easy for employees to follow every policy and regulation. It should also include built-in compliance management tools for tracking required documentation, certifications, and training. Organizations protect themselves from potential legal risks by reducing the risk of non-compliance. Fun Onboarding Process Onboarding is the starting point of a new employee's journey. Software that encourages interaction and engagement fosters a sense of belonging and encouragement. Specialties such as interactive modules, personalized welcome messages, and virtual tours create a friendly atmosphere. When new team members realize their worth, they will be even more productive and happy at work. Analytics and Reporting Statistics and data-driven insights are increasingly used to drive decision-making and process improvement. The leading onboarding HR software with a robust analytics and reporting feature provides key metrics. It identifies areas for improvement by analyzing completion rates, feedback results, and time-to-productivity. This ensures the onboarding process continuously improves based on these insights. Scalability and Flexibility Scalability is critical when organizations scale. HR software for onboarding must scale efficiently without any performance degradation. Solutions that provide seamless transitions can effectively support a growing workforce through transitions. Companies are building a foundation to cater to changing business landscapes and future growth with scalable software. Security Features Safeguarding proprietary information is still a top priority. Security is a must for onboarding software; this includes encryption, access controls, and regular audits. By protecting employee information, organizations also ensure trust and confidence in keeping it safe. By putting in place strong security, a business can reduce the chances of data breaches. Feedback Mechanisms Feedback is critical in understanding how the user experience goes once the onboarding software is in place. Continuous feedback offers clues to strengths and weaknesses. Survey and rating forms and comment sections foster direct communication with new employees and HR teams. Such a collaborative approach also ensures that all onboarding processes are constantly enhanced. Final Thoughts Onboarding itself is a small part of a much larger picture, and selecting an HR software solution to meet your needs means you have to weigh several factors before you make your choice, most importantly, ease of use, integration, customization, and more. Features like automation, compliance management, and security make things more efficient and make the system operate more reliably. Focusing on engagement and scalability prepares organizations for effective employee onboarding. Making better-informed decisions will help improve onboarding, thus benefiting the organization as a whole.
