Industry Leading Research and Case Studies

Adverse Impact

Under the Disparate Impact rule, an employer may not use an employment practice (e.g., a pre-employment aptitude test) that, even though neutral on its face and applied to all applicants or employees, disproportionately excludes members of a protected category. An employer can defend its reliance on such an employment practice only if the employer proves that the challenged practice is job related for the position in question and consistent with business necessity.

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Controlling Emotions in the Workplace - The Impact on Your Bottom Line

Emotional Intelligence is the foundation of sound decision making which is at the core of consistently high performance. Studies on the impact of emotional intelligence in the workplace emphasize that organizations with higher levels of emotional intelligence reap benefits in productivity and success; therefore forward thinkers continue to mine it for business tools that lead to superior performance. Business leaders use Emotional Quotient expertise to build an emotionally intelligent culture and gain a competitive edge for their organization in the marketplace.

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Moving High Potentials into Star Performers

One measure of an organization’s health is the state of its talent pipeline. Whether preparing for executive succession, filling open management positions as the need arises, or staffing new roles created by restructuring or growth. How ready is your company to fill key positions with star performers? The answer may fall somewhere between how many superior performers you have now and how many high potentials you are currently cultivating.

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Selecting Superior Performers Safely Under the Law

For the last 30 years, I have observed organizations hiring people that were not the best candidate for the position to avoid any potential liability from an EEOC claim. There is nothing in the law that says you must hire an inferior candidate. The law simply states that you, and any of the systems you use, cannot discriminate against the protected group(s).

This paper is not intended to provide you with a way to get around the law, but rather to provide you with a system for hiring that does not allow typical human biases to enter into the process. We all see the world from our own view; however, sometimes this view may not be in the best interest of the position or the organization.

–Bill J. Bonnstetter

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Employer Branding: Winning the Post Recession Competition for Talent

Every company is known by the public via two distinct brands, its employer brand and its consumer brand. Understanding what distinguishes the employer brand and how it may affect attracting and retaining superior performers can be the difference between springloading out of a recession and not recovering at all.

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