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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.
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. 
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October 2008
What to Do About Performance Troublemakers
Individually, novelty, complexity and abstractness are performance killers. Together, they are even more troublesome.
September 2008
Stop Wasting Money on Training
The cost of inadequate workplace performance is staggering, but training, while a logical solution, is not always the answer.
September 2008
Do You Get It?
Business executives divide the HR community into two classifications: those who “get it” and those who miss the point.
August 2008
Auditing Global Performance Improvement Initiatives
Global performance improvement initiatives are costly and complex. They require a clear vision of desired outcomes supported by meaningful metrics.
October 2008 1
The Employee Survey: What’s in It For Me?
Having an established Respondent Bill of Rights that can be communicated during the recruitment process can help set the proper expectations.
October 2008 1
Why Most Managers Are Stuck
Successfully transitioning into the manager role is not dependent on improving management expertise, but rather on changing one’s focus.
October 2008 1
Team Effort Pays in Talent at London Business School
At London Business School, a third of all staff positions are filled by internal candidates, which is an indication the school has had success in developing and retaining its staff.
October 2008 1
Hewlett-Packard: Simple Talent Management in a Technical World
When it comes to talent management, Hewlett-Packard is all about business — business strategy, that is.