2013 Webinar Series:                                              Hiring Best Practices                                   ...
What We Will Cover•   Why hiring the right person is so important•   Legal (non-discriminatory) techniques for:     – Sour...
Importance of hiring the right personImportance of hiring the right person  People are not your most  important asset, the...
Why work so hard to get the right person? • Strengthen talent on the team • Improve retention • Enhance performance of tea...
Importance of Prudent Hiring Practices  p                        g • Employers have a duty to exercise reasonable care   i...
Civil Rights Act of 1964 – Title VII –Equal Employment Opportunities Equal Employment Opportunities•   Prohibits discrimin...
EEO Protections   • Apply to all stages of hiring process:   • Sourcingg      • Employee Referrals           • Friends & r...
Sourcing   • Employee Referrals      • Good knowledge of work environment / company culture and        candidate but may n...
SourcingAdditional Sources•   Social Networking sites     – LinkedIn     – FaceBook•   Community Networking•   Networking ...
Screening   • Resume Review     • Avoid / eliminate information that may disclose the candidate’s       p       protected ...
Screening   • Phone Screens     • Basic “knock-out” criteria         • Salary expectations         • Geography/commute    ...
Preparing for the Interview• Prepare the candidate:   – How to get there, where to park who to ask for upon arrival       ...
Assessing & Selecting ‐ Interviewing   Top 10 Most Common Problems with Interviewing     (as not seen on The David Letterm...
Assessing & Selecting ‐ Interviewing   Top 10 Most Common Problems with Interviewing     (as not seen on The David Letterm...
Avoid Interviewer Biases“Hunches” or “gut feels” may come from: Hunches or gut feels may come from: •   Stereotyping      ...
Preparing for the InterviewPreparing for the Interview •   Review the applicant’s cover letter,     resume and completed e...
Types of Questions   • Open ended – “How would you describe…”      p                      y     • Require more than a brie...
Behavioral Based Questions   • Effective open-ended questions   • P t behavior i th b t predictor of f t     Past b h i is...
Behavioral Based Questions   S.T. A.R. Approach   • Situation – What were the circumstances?   • Task – What were you aske...
Behavioral Based Questions & Probes ‐ Samples • Tell me about a time when you worked with a difficult team member.   Why w...
Closed vs. Open Questions – Other Examples             Closed Ended                                 Open Ended   •   Do   ...
Probing Questions   You should probe when:   • You don’t have the full explanation of a situation   • You don’t get a spec...
Verbal and Non‐Verbal ListeningVerbal and Non‐Verbal ListeningVerbal Listening:•   Restating•   Paraphrasing•   Summarizin...
Legal Considerations  g• Ask o y job related quest o s   s only      e ated questions• Ask job related questions consisten...
Legal Considerations  gWhat do you think?  Can you ask:• You look so young, how old are you? X• Do you have children with ...
Legal Considerations  gQuestions to Avoid:• General Rules: Only ask questions that are related to job requirements.  Any q...
Legal Considerations  gQuestions to Avoid:• Marital Status and Child Care: Do not ask if applicant is a “Miss Mrs or      ...
Interviewing Guidelines   Interviewing GuidelinesTopic                      Protected Class          Appropriate          ...
Interviewing GuidelinesTopic                      Protected Class        Appropriate                         Inappropriate...
Ending the Interview•   Ask the candidate if there is anything else they would like to tell you about    his/her qualifica...
Documenting Interviews•   Tell the candidate at the beginning of the    interview that you will be taking notes.•   You wi...
Scoring the Interview   Scoring / evaluation forms add to the selection process:      • Consistency      • Precision      ...
Scoring the Interview   Scoring / evaluation forms add to the selection process:      • Consistency      • Precision      ...
Sample Evaluation Guide               5 ‐ Exceptional       4 ‐ Above Average           3 ‐ Average           2 ‐ Satisfac...
Selecting the Final Candidate Use caution and be wary of candidates who: •   Quit a job without adequate notice •   Accept...
Making the Final Job Offer• Timing   – Be sure of your decision   – Make the offer as quickly as possible to     avoid los...
Pre‐Employment TestingOnline tests to assess:• Skills     •   Language/Grammar         L         /G     •   Math     •   M...
Pre‐Employment TestingKeep in mind:• O l one component of selection criteria  Only            t f l ti         it i   • Do...
Final ScreeningsFor candidates selected for hire:   • Job offers contingent on successful background & drug     screen    ...
Conclusion Questions?         Thoughts?                        Napping?                                                  4...
Contact Us !• .                            Copies of the presentation                             hrsc@alphstaff.com      ...
Upcoming AlphaStaff Webinar      U    i Al h St ff W bi     Please mark your calendars !!!       Date:  Thursday  April 18...
Thank you for your participation!                                                   43        Simplifying business. Benefi...
Upcoming SlideShare
Loading in...5
×

Hiring Best Practices

614

Published on

Finding and selecting the right person to join your company is among the most important business decisions you will make. This webinar will highlight best practices by AlphaStaff, our clients and our staffing partners, in sourcing, screening, assessing and selecting the best candidates available.

Presented by AlphaStaff Director of HR Services, Norm Baker and KeyStaff.

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
614
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
27
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Hiring Best Practices

  1. 1. 2013 Webinar Series: Hiring Best Practices g Presented to AlphaStaff Clients Presented to AlphaStaff Clients By Norm Baker – AlphaStaff and Marcus Elosegui ‐ KeyStaff March 21, 2013 March 21 2013800 Corporate Drive, Ste 600  Ft. Lauderdale, FL 33334  |  888.335.9545 Toll‐Free  |  alphastaff.com
  2. 2. What We Will Cover• Why hiring the right person is so important• Legal (non-discriminatory) techniques for: – Sourcing (finding) strong candidates – S Screening candidates t narrow th fi ld th i did t to the field through: h • Resume reviews • Phone screens – Assessing & selecting candidates through: • Interviews • Pre-employment testing – Final screenings through: • Background/drug screening / • Reference Checks 2 Simplifying business. Benefiting people.
  3. 3. Importance of hiring the right personImportance of hiring the right person People are not your most important asset, the right people are. ‐ Jim Collins, Good to Great Jim Collins, Good to Great 3 Simplifying business. Benefiting people.
  4. 4. Why work so hard to get the right person? • Strengthen talent on the team • Improve retention • Enhance performance of team • Decrease lawsuits and employee relations litigation • Save cost – Cost of turnover (averages 50% to 200% of annual salary) 4 Simplifying business. Benefiting people.
  5. 5. Importance of Prudent Hiring Practices p g • Employers have a duty to exercise reasonable care in avoiding the hiring of individuals that may pose a threat to co-workers, customers and vendors • Employers have a legal duty to not make discriminatory hiring decisions • Asking discriminatory questions on applications or during interviews can expose the company to liability under federal, state, and local anti- discrimination laws 5 Simplifying business. Benefiting people.
  6. 6. Civil Rights Act of 1964 – Title VII –Equal Employment Opportunities Equal Employment Opportunities• Prohibits discrimination based on race, sex, religion, race sex religion national origin origin, color, and pregnancy in hiring, promotions, transfers, terminations, and all terms and conditions of employment l t• Prohibits sexual harassment.• Prohibits retaliation for claiming discrimination.• Cover all private employers, state and local governments, and education institutions that employ 15 or more individuals. individuals 6 Simplifying business. Benefiting people.
  7. 7. EEO Protections • Apply to all stages of hiring process: • Sourcingg • Employee Referrals • Friends & relatives • Job postings/ads p g • Recruiting firms • Screening • Resumes • Applications • Phone screens • Background checks • Assessment • Interview questions and scoring • Pre-employment tests 7 Simplifying business. Benefiting people.
  8. 8. Sourcing • Employee Referrals • Good knowledge of work environment / company culture and candidate but may not foster diversity • Job Postings/Ads • Be clear on key duties • Avoid discriminatory language (“We have a young, energetic team…”) • Be clear on Required qualifications (must haves) versus Preferred qualifications (want to haves) • Staffing Firms • Direct hire • Temp to Regular • Temporary 8 Simplifying business. Benefiting people.
  9. 9. SourcingAdditional Sources• Social Networking sites – LinkedIn – FaceBook• Community Networking• Networking in Groups• Chamber of Commerce• Signage• Community Job Fairs• College Job Fairs and Student Associations• Direct Mail• Professional Associations• Flyer Distribution• Newspaper 9 Simplifying business. Benefiting people.
  10. 10. Screening • Resume Review • Avoid / eliminate information that may disclose the candidate’s p protected class. Black-out or cut-out: • Photos • Clubs/affiliations • Dates of High Sc oo ates o g School • Red Flags • Past employment dates of shorter duration do not include y months (“2007-2008”) • Only references to “we” but few, if any “I.” • Responsibilities listed but few, if any, accomplishments. • Typos, grammar or formatting issues • If sloppy resume, likely sloppy performer 10 Simplifying business. Benefiting people.
  11. 11. Screening • Phone Screens • Basic “knock-out” criteria • Salary expectations • Geography/commute • Basic qualifications • Candidate interest • Where did they learn about the opening? • Why are they interested? • Availability • E l i other j b now? Exploring th jobs ? • If selected, when they can start? 11 Simplifying business. Benefiting people.
  12. 12. Preparing for the Interview• Prepare the candidate: – How to get there, where to park who to ask for upon arrival there park, – If the candidate will be required to fill out an application on site – How long the interview will probably take• Prepare questions to ask each candidate• Review the job description and the candidate’s resume and application• Prepare to provide information about the position, company and its benefits 12 Simplifying business. Benefiting people.
  13. 13. Assessing & Selecting ‐ Interviewing Top 10 Most Common Problems with Interviewing (as not seen on The David Letterman Show) 6. The interviewer reacts to first impressions or previous impressions and evaluates the candidate based on that impression. 7. The interviewer asks about non job-related issues. 8. The interviewer dominates the discussion by talking too much. 9. The interviewer is not consistent from one question to the next and one candidate to the next. 10. 10 The interviewer fails to ask effective questions questions. 13 Simplifying business. Benefiting people.
  14. 14. Assessing & Selecting ‐ Interviewing Top 10 Most Common Problems with Interviewing (as not seen on The David Letterman Show) 1. The interviewer relies on a “hunch” or “gut feel.” 2. 2 The interviewer is not prepared 3. The interviewer does not clearly understand or communicate the requirements of the job. q j 4. The interviewer loses control of the interview and the candidate “interviews” the interviewer. 5. The interviewer fails to listen carefully 14 Simplifying business. Benefiting people.
  15. 15. Avoid Interviewer Biases“Hunches” or “gut feels” may come from: Hunches or gut feels may come from: • Stereotyping – Forming an opinion about a candidate on the basis of gender, race, religion, etc. • Halo Effect – Allowing a positive or negative trait to overshadow all other information provided by the candidate • Non verbal Non-verbal Bias – Placing undue emphasis on a non- verbal characteristic that the candidate possesses 15 Simplifying business. Benefiting people.
  16. 16. Preparing for the InterviewPreparing for the Interview • Review the applicant’s cover letter, resume and completed employment application • Review list of interview questions making sure each applicant is asked the same questions • Create C t an atmosphere f sharing of t h for h i f information by eliminating barriers between you and the applicant • “Small talk” to help p t the put candidate at ease • Verbal/Non-verbal “encouragement” of whatever candidate is sharing 16 Simplifying business. Benefiting people.
  17. 17. Types of Questions • Open ended – “How would you describe…” p y • Require more than a brief answer • Allow a wide range of answers • Displays candidate’s reasoning, opinions, etc. p y g, p , • Closed ended – “Can you work weekends?” • Elicits a specific answer • Doesn’t always give you enough information to get to know candidate • Limits responses – but sometimes that is what is needed • When you need a short answer • When candidate provides too much information 17 Simplifying business. Benefiting people.
  18. 18. Behavioral Based Questions • Effective open-ended questions • P t behavior i th b t predictor of f t Past b h i is the best di t f future behavior. • Candidate has to give examples of how they’ve they ve handled certain situations in previous positions • Focuses on behaviors/skills that are most important to t success on the job, i th j b i.e., “ i me an example of a “give l f time when you…..” • Probes for when the candidate did and did not display these behaviors • “Why did you handle it that way?” • “ “What did you learn f from that experience?” ? 18 Simplifying business. Benefiting people.
  19. 19. Behavioral Based Questions S.T. A.R. Approach • Situation – What were the circumstances? • Task – What were you asked to do? • A ti – Wh t did you d ? Action What do? • Result – What happened based on your actions? Probe to ensure STAR is completed 19 Simplifying business. Benefiting people.
  20. 20. Behavioral Based Questions & Probes ‐ Samples • Tell me about a time when you worked with a difficult team member. Why was he/she difficult? How did y handle it? y you • Tell me about your most challenging job. Why was it challenging? What did you do to overcome the challenges? • Tell me about a time you worked with someone who didn’t perform their job in a safe manner. What did you do? What were the results? • Tell me about a time when you went the “extra mile” on a job. What motivated you to do so? How were you rewarded? • Tell me about a very stressful day at work. What made it so stressful? How did you handle it? 20 Simplifying business. Benefiting people.
  21. 21. Closed vs. Open Questions – Other Examples Closed Ended Open Ended • Do D you respond well to d ll • Tell me about a time when pressure? pressure was really bad at work. How did you respond? • Have you ever dealt with • Tell me about a time when you really unhappy customers? had to deal with an unhappy customer. What was the situation? How did you handle it? • What was your favorite part y p • Describe your previous role, your of your last job? favorite part of it and why that f it t f d h th t was. 21 Simplifying business. Benefiting people.
  22. 22. Probing Questions You should probe when: • You don’t have the full explanation of a situation • You don’t get a specific example • The candidate is vague • The candidate is hesitant or inconsistent • The candidate says “ “we” 22 Simplifying business. Benefiting people.
  23. 23. Verbal and Non‐Verbal ListeningVerbal and Non‐Verbal ListeningVerbal Listening:• Restating• Paraphrasing• SummarizingNon-Verbal Listening• Eye contact• Head nodding• A positive facial expression• Leaning forward toward the speaker 23 Simplifying business. Benefiting people.
  24. 24. Legal Considerations g• Ask o y job related quest o s s only e ated questions• Ask job related questions consistently• Avoid questions that could be illegal 24 Simplifying business. Benefiting people.
  25. 25. Legal Considerations gWhat do you think?  Can you ask:• You look so young, how old are you? X• Do you have children with whom the hours of this job might cause a problem? X• Do you have reliable transportation to ensure you get to work on time? Y• I detect a South American accent, are you from Peru by any chance? X• Have you ever been arrested? X• Do you have any condition that would prevent you from performing the job as I’ve described it to you? Y• This is a picture of my husband, are you also married ? X• Are you legally able to work in the United States? Y• I went to the same high school. What year did you graduate? X• What days are you available for work? Y• I see you use a cane to help you walk. Wh t happened t you? X t h l lk What h d to ? 25 Simplifying business. Benefiting people.
  26. 26. Legal Considerations gQuestions to Avoid:• General Rules: Only ask questions that are related to job requirements. Any questions you ask means you want to use the information in your decision. Ask the same questions of all interviewees.• Criminal Record: Do not ask about the applicant’s record of arrest. You may ask about convictions if it is job related (i.e. for background clearance), but must be able to show that the information obtained is job related.• Education: It is lawful to inquire about an applicant’s educational background, where such questions b i out j b related i f b k d h h ti bring t job l t d information such as ti h job related skills. For graduation date, should only ask about projected graduation date if applicant is a student.• Race Color Ethnic Origin: Do not ask questions about race color or Race, Color, race, color, ethnic origin, which includes origin of last names.• Age: You should not discuss age or ask any questions relating to age. 26 Simplifying business. Benefiting people.
  27. 27. Legal Considerations gQuestions to Avoid:• Marital Status and Child Care: Do not ask if applicant is a “Miss Mrs or Miss, Mrs. Ms.” Avoid asking applicant about pregnancy or child care arrangements.• Female Applicants: Avoid characterizing jobs as female or male, or saying that a particular job may be suited for male/female. Do not ask applicants’ thoughts on career versus marriage, or about spouse’s job or career plans.• Religion: Do not ask the applicant’s religion. You should discuss work schedule requirements and reasonably accommodate the religious practices and beliefs of a prospective employee as well as a current employee.• Th Disabled: A id questions about th applicant’s physical or mental The Di bl d Avoid ti b t the li t’ h i l t l condition, or medical history. You should, however, discuss the specific job requirements and ask if the applicant has any condition that would prevent him/her from performing any requirements of the j p g y q job. 27 Simplifying business. Benefiting people.
  28. 28. Interviewing Guidelines Interviewing GuidelinesTopic Protected Class Appropriate Inappropriate ExposureEligibility to work Race, Color, or Ethnic “Are you eligible to work in “Where were you born?” Origin United States?” “Where were your parents born?” “Are you a United States Citizen?”Experience and Age / Education Questions related to: Discuss agequalifications Job requirements Ask any questions giving Educational background impression of seeking the Job-related Job related skills information age gRapport Building Sexual Preference None All QuestionsRapport Building Religion None All QuestionsRapport Building Female Applicants None specific to Gender “Miss, Mrs., or Ms” Pregnancy or child care questions Characterizing jobs as male or female or better suited for a specific gender 28 Simplifying business. Benefiting people.
  29. 29. Interviewing GuidelinesTopic Protected Class Appropriate Inappropriate ExposureExperience and Military Record “Did you serve in the Military?” “What type of discharge didqualifications “Period of service?” Period service? you receive from military “Rank at time of discharge?” service?” “Type of training?” “Work experience?”Eligibility to work Disabled Applicants “Are you able to perform the “Do you have a particular job requirements with disability? disability?” reasonable accommodation?”Character Criminal Record If listed on application, can ask “Tell me about your arrest about convictions. record?” Some courts have held that an employer must show prior convictions are related to job requirements in order to justify rejection on this basis.Notes & Records All Reflect evaluation based on job Make any note or record that requirements. could give impression of bias Information volunteered by on based on topics in this applicant beyond scope of section. legitimate questions state “information will have no bearing on whether you will or will not be made a job offer”. 29 Simplifying business. Benefiting people.
  30. 30. Ending the Interview• Ask the candidate if there is anything else they would like to tell you about his/her qualifications.• Ask if the candidate has any questions• Provide documents describing your company and benefits. Provide a business card if applicable.• Ask if the candidate is interested in the job based on the information you’ve provided during the interview.• Notify the candidate of when to expect further contact from you.• Walk the candidate to the door and thank the candidate for the interview 30 Simplifying business. Benefiting people.
  31. 31. Documenting Interviews• Tell the candidate at the beginning of the interview that you will be taking notes.• You will not be able to take notes word for word.• The notes should primarily be about what the candidate said, not your reaction.• Interview records and notes should reflect evaluation based on job requirements. Do not make any note or record that could give the y g impression of bias on the basis of race, sex, age, religion, color or national origin. • “Looks older than expected” • “Strong Irish accent” 31 Simplifying business. Benefiting people.
  32. 32. Scoring the Interview Scoring / evaluation forms add to the selection process: • Consistency • Precision • Effective supporting documentation 32 Simplifying business. Benefiting people.
  33. 33. Scoring the Interview Scoring / evaluation forms add to the selection process: • Consistency • Precision • Effective supporting documentation 33 Simplifying business. Benefiting people.
  34. 34. Sample Evaluation Guide 5 ‐ Exceptional 4 ‐ Above Average 3 ‐ Average 2 ‐ Satisfactory 1 ‐ UnsatisfactoryEducational Background - Does the candidate have the appropriate educational qualifications or training for this position?Rating: 1 2 3 4 5R tiComments:Prior Work Experience - Has the candidate acquired similar skills or qualifications through past work experiences?Rating: 1 2 3 4 5Comments:Technical Qualifications/Experience - Does the candidate have the technical skills necessary for this position?Rating: 1 2 3 4 5Comments:Verbal Communication - How were the candidates communication skills during the interview (i.e. body language, answers to questions)?Rating: 1 2 3 4 5Comments:Knowledge of Company - Did the candidate research the company prior to the interview?Rating: 1 2 3 4 5Comments:Teambuilding/Interpersonal Skills - Did the candidate demonstrate, through their answers, good teambuilding/interpersonal skills?Rating: 1 2 3 4 5Comments:Initiative - Did the candidate demonstrate through their answers a high degree of initiative? demonstrate, answers,Rating: 1 2 3 4 5Comments: 34 Simplifying business. Benefiting people.
  35. 35. Selecting the Final Candidate Use caution and be wary of candidates who: • Quit a job without adequate notice • Accept salary terms and then try to “up” the offer • Arrive late for the interview • Request th t you match a counter offer by their current R t that t h t ff b th i t employer • Cannot supply verifiable references • Reveal confidential information about prior employer • Have poor job tenure Reason for leaving prior jobs are often reasons for leaving your job 35 Simplifying business. Benefiting people.
  36. 36. Making the Final Job Offer• Timing – Be sure of your decision – Make the offer as quickly as possible to avoid losing the candidate to another g employer• Don’t Oversell the Job Don t – Don’t try to force the fit – Don’t make promises you can’t keep• Give the candidate a reasonable amount of time to consider the job offer 36 Simplifying business. Benefiting people.
  37. 37. Pre‐Employment TestingOnline tests to assess:• Skills • Language/Grammar L /G • Math • Microsoft Office • Typing T i• Personality • Achievement oriented • Motivation • Customer service oriented • Leadership• Aptitude • Problem solving • Reasoning • Sustaining Focus 37 Simplifying business. Benefiting people.
  38. 38. Pre‐Employment TestingKeep in mind:• O l one component of selection criteria Only t f l ti it i • Do not overly rely on assessment• Administer consistently • All candidates for same position take same assessments• Consider “benchmarking” against current strong performers • Adds “context” and validity 38 Simplifying business. Benefiting people.
  39. 39. Final ScreeningsFor candidates selected for hire: • Job offers contingent on successful background & drug screen • State verbally and in offer letter • Background/drug screening/references g g g • Administered through AlphaStaff, via external provider or your own provider • Based on position, may include any or all of the following: • Criminal C i i l records ( d (county, state, f d l i t t t t federal, international) ti l) • Civil records (county, state, federal) • Sex Offender • Driving records • Education verification • Professional License verifications • SS# and past addresses verifications • Past employment Verification and references • Various drug & alcohol screenings 39 Simplifying business. Benefiting people.
  40. 40. Conclusion Questions? Thoughts? Napping? 40 Simplifying business. Benefiting people.
  41. 41. Contact Us !• . Copies of the presentation  hrsc@alphstaff.com h @ l h ff 888‐335‐9545 (Option 8)  Simplifying business. Benefiting people.
  42. 42. Upcoming AlphaStaff Webinar  U i Al h St ff W bi Please mark your calendars !!! Date:  Thursday  April 18, 2013Topic: Importance of Drug and Background Topic: Importance of Drug and Background Screening  Date:  Thursday, May 16, 2013  T i W k C Cl i R ti Topic: Workers Comp. Claims Reporting  42
  43. 43. Thank you for your participation! 43 Simplifying business. Benefiting people.
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×