TM - June 2008 - (Page 19) Compliance 101: Work-Eligibility Verification and the IRCA Paige Vesuvio Increasingly strict regulation of work-eligibility verification has left employers vulnerable to stiff penalties for noncompliance. These include hefty fines, debarment from government contracts, loss of business and, in some states, criminal prosecution. The federally mandated Immigration Reform and Control Act (IRCA) is one of the latest in a series of regulations having a significant impact on companies and their HR and talent managers. The IRCA requires U.S. employers to verify the employment-eligibility status of employees and makes it unlawful to knowingly hire or continue to employ unauthorized workers. The IRCA also creates confusion by prohibiting five types of identification that previously qualified as proof of eligibility for new employees. Many employers are distressed by the increasing complexity of this issue. In addition to managing escalating paperwork involved with the new verification process, which is a drain on both material resources and man-hours, the IRCA also requires that companies absorb the financial impact of compliance — which can total millions of dollars each year — to avoid being penalized. As more and more states add their own legislation to the growing list of I-9 verification requirements, employers and HR managers are scratching their heads as to how they can immediately comply with the regulations and deal with the resulting impact to their workforces. Staying Ahead of the Game There are several simple steps a company can take to make sure it remains ahead of the compliance curve and to reduce its risk of incurring penalties. Following are a few tips to help facilitate employers’ compliance with work-eligibility verification. • Keep records up to date and be aware of pending legislation. Ensuring vital talent management data and records are up-to-date for all employees is crucial to an organization’s overall performance. It also can be a necessary step to help ensure a safe and secure workforce. Further, as important as it is to keep employee records up to date, it is imperative to be cognizant of significant dates and approaching deadlines. States are passing new legislation related to I-9 verification frequently, and if a business operates in these states, it can be essential to comply immediately. Employers need to monitor and view expiration dates for employees’ work-authorization documentation and Employment Eligibility Verifications (EEV) results, and track key dates such as green card and alien registration expiration dates. Some I-9 solutions providers offer management alerts in advance of these dates to make it easier to stay aware and in compliance. • Transition to electronic reporting tools. Managing the compliance process with user-friendly electronic or Web-based solutions can alleviate the costs and time associated with properly submitting critical employee information to meet verification standards. Specifically, HR managers should opt for solutions that can be tailored to their business’ workflow specifications and allow employers to securely and automatically verify, register and store candidate data via a paperless process. Seeking out a hosted solution that enables employers to pre-enroll and execute electronic I-9 forms for new employees through a seamless interface with the Department of Homeland Security (DHS) would be the ideal solution for an HR manager. A system that offers detailed and flexible reporting functionality and ensures document compliance across an enterprise provides HR leadership with the compliance tools necessary to keep up with changing legislation. Paige Vesuvio is vice president of First Advantage’s Employer Services division, which provides employer solutions to reduce the time and cost associated with recruiting, hiring management, screening and ongoing retention processes. She can be reached at editor@ talentmgt.com. talent management magazine www.talentmgt.com 19 http://www.talentmgt.com
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
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