Mark Andrekovich, MAXIMUS, Inc. Geoff Dubiski, Sumner Grace & Associates

1. Best Practices in Workforce Diversity Mark Andrekovich, MAXIMUS, Inc.Geoff Dubiski, Sumner Grace & Associates Quad A / AILG 35th Annual Membership Conference Tuesday, April 27th, 2010

2. Today’s Speakers • Mark S. Andrekovich • Mark S. Andrekovich has served as MAXIMUS Chief of Human Capital since September 2005 and President of the MAXIMUS Tax and Employer Services Division since 2008. Prior to joining MAXIMUS, he worked for Banister International, a private human capital and executive search firm in Philadelphia, Pennsylvania, where he served as practice leader from May 2003 to September 2005. • In addition, he has more than 20 years of comprehensive human resources experience with multi-national companies such as General Electric, Nordson Corporation and Cytec Industries. • Geoff Dubiski,CIR CDR • With over fifteen years of business experience, twelve directly related to human resource functions, Geoffrey’s experience spans public and private sector work to include the Massachusetts Commission Against Discrimination (MCAD), an executive compensation consultant with Towers Perrin in New York City and was an operational executive with one of the largest National staffing firms directing large scale workforce engagements. • Geoffrey has supported Fortune 100 Companies including GE, Scientific- Atlanta a Cisco company, Ingersoll-Rand, Monsanto/Searle and Motorola.

3. A Quiz on Diversity 6,816,300,000 • 1 in 5 people are? • - 1 in 6 people are? • Spanish is the ___ most spoken language in the world. • 5% of the world’s population lives in? • Christianity and Islam represent ___% of the world’s population. • Is the world more female or male? • Age 18 – 65 is what range?

4. Agenda • OFCCP Overview and Challenges • Prospecting and Recruiting • Creating Talent Pools • Best Practices for Diversifying Your Workforce

5. OFCCP Compliance OFCCP/EEOC Compliance can be Daunting… Do we have enough time? Enough resources? Do we have the right tools? How can you make this a more effective process for your organization?

6. OFCCP Recruiting Requirements Defining the Applicant (OFCCP “Internet Applicant” Definition) 1) The individual submits an expression of interest in employment through the Internet or related electronic data technologies; 2) The contractor considers the individual for employment in a particular position; 3) The individual’s expression of interest indicates the individual possesses the basic qualifications for the position; and 4) The individual at no point in the contractor’s selection process prior to receiving an offer of employment from the contractor, removes himself or herself from further consideration or otherwise indicates that he or she is no longer interested in the position.” An individual must satisfy all 4 of the above criteria to be classified an Internet Applicant.

7. When is an Applicant an Applicant? The true difference between recruiting and prospecting

8. The Process Flow

9. Prospecting Focus • Prospecting Creates: • Employment Brand and Awareness • Competitive Intelligence • Real-time Data for Trends • - Shifts in Technology (obsolescence, new skills) • - Dynamics in Compensation and Benefits • - Workforce Mobility • - Workforce Availability • Increases Inclusionary Tactics for Diversity Does not require reporting for OFCCP; Does require documentation

10. Building Talent Communities

11. Strategies and Tools • Using the right combination of prospecting strategies and tools can help: • - Build your talent pools • - Reduce overall time-to-fill • - Reduce or eliminate reliance on agencies • - Increase quality of hire • - Reduce cost per hire • - Increase hiring manager satisfaction • These tools can be low / no cost and augment a good recruiters success rate • An outreach plan needs to include: • - Recruiters • - College Presence • - Diversity inclusion

12. Strategies and Tools

13. Affinity / Niche • There are many examples of tools available to target needs within your WFP/AAP • RecruitMilitary statistics: • Registered candidates: 447,000+ • Avg daily new registrants: 260 • Former enlisted: 82% • Former officer:  15% • Spouse: 3% • African-American: 21.4% • Hispanic: 9.2% • Female: 14.8% • Disabled Veterans: • 10-30% disability rating: 51,300+ • 30-60% disability rating: 17,100+ • 60-90% disability rating: 6,000+ • 100% disability rating: 1,500+

14. Concerns • Disclaimer(s) regarding the use of social media • Company landing sites are not job postings or solicitation of resumes • You are not expressing interest in a position but simply that of what the company says/does • What information should be reviewed? • How are sources documented?

15. Framework Career Portal Twitter LI Group & Blogs Jigsaw CRM

16. Business Case for Diversity & Talent Pools – Disabled Workers Costsof procuring and supporting agents are up to 25% less than brick-mortar based agents due to higher productivity, no facility or equipment charges and higher retention rates. According to research studies by CFI Group, Datamonitor, and IDC: • Agent retentioncan be as high as 95% vs. 70% on average for facility-based call centers • Qualityof service provided by home workers is measurably higher by15% • Home agents enjoy a $4000 annual “pay raise” due to costs avoided Quality and skill level of home agent is higher • With 3rd party providers there is a guarantee of receiving college educated individuals. • One third party provider indicates 95% of customer care agents are college degreed Home-agent can be a component of a corporate diversity strategy that includes people with disabilities, veterans, older workers and people living in rural areas • 63% of disabled Americans are currently unemployed • In some states, the government will reimburse a company via a tax credit up to 40% of the first year’s salary if a person with disabilities is given a permanent job Training time and associated “ramp” costs are reduced by 20-30% via use of effective E-learning capabilities. • E-learning has shown to reduce training time by up to 30%. • It does not require a facility or class set up time nor does it require a physical training staff. • It can be quickly administered and can be rapidly expanded or changed to target the client or program Utilization of home agents is a “green” initiative and contributes to a reduction in urban congestion and pollution.

17. Talent Pools and Recruiting At Home Workers – Check List • Relationships matter, get to know resources and CBOs in your community • Know your work, breaking it down allows for clear understanding • Prepare the culture… Trust starts at home! • Use a valid competency-based assessment tool as part of the hiring process to evaluate potential At-home agent candidates • Utilize an At-home agent readiness checklist and ensure agents meet all of the criteria on the checklist. Audit them periodically for compliance • Create a training program that addresses services, systems and general corporate information • Provide remote agents the same training opportunities as premise-based staff • Establish and document job responsibilities, requirements, procedures and policies • Establish a formal communication process between supervisors and At-home agents • Use “chat “for handling immediate agent inquiries. Supervisors need to be available to respond immediately to chat inquiries from agents • Ensure that At-home agents have access to all product and service information, whether it’s online or paper-based • Establish a defined number and frequency of quality monitoring sessions for At-home agent evaluations

18. Best Practice #1 Employing Disabled at Home Workers – Pays in Many Ways • Financially • Socially • Regulatory • Corporate Image • Politically Graph Removed for Distribution Copy Bottom Line it’s the right thing to do

19. Best Practice 2: Establish Alumni Groups Retired Workers & Alumni Groups • Retain knowledge base • Redefines the employer-employee relationship • Flexibility • Fun • Retains culture • Taps into new markets • Counters the baby-bust generation

20. Best Practices #3 WFP and AAP linkage to a proactive prospecting plan Strong prospecting CRM Talent Communities with Robust Representation Creating a Demand/Pull Environment

21. Basic Process Channels Sourcing Plan WFP and AAP Invitation to Apply CRM Recruiting & Tracking

22. Introducing A Million Jobs for America How quickly can we get America back to work? • At least 1 million jobs from businesses large and small will be distributed directly to the communities where the opportunities exist. • Emphasis on distributing jobs to veterans groups, disabled individuals and state unemployment offices—to help the Americans who need our support the most. www.amillionjobs4america.com