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Vcsu Search Committees (Staff & Coaches)

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  • Welcome to a presentation for VCSU Search Committees. This presentation advises you how to hire staff and coaches within regulation.This presentation will be led by myself, Derek Hughes, Director of Human Resources for the University.
  • This presentation is designed to provide you:An overview of the VCSU hiring processA refresher of regulations surrounding hiring and interviewing including:Laws surrounding hiringFormats for interviewsBiases that can enter a decisionWhat to say or ask, and what NOT to say or askAnd interview question examplesAs always, if you have questions please feel free to contact the Office of Employee Services for assistance.
  • The hiring process includes five major steps:RequisitionRecruitmentScreening & InterviewingThe OfferOnboardingA file will be provided to the search committee chair by the HR Department to store all pieces of paper generated by this search. This includes every committee member’s scoring sheets, notes, interview notes, interview summaries, and any other documented information from the search. This is done so we have a consolidated file to refer to should a suit be filed against the University.RequisitionFirst, the requisition step, is one in which the hiring supervisor or committee chair completes the Request to Recruit Form. This form, when approved by Cabinet, allows for the funding to be designated to hiring a new or replacement employee. The request to recruit form also designates the committee. It is advised to prepare a diverse committee including faculty, staff, and a possibly a student to provide them a practical experience in hiring. Consider adding people to the committee that perform similar work in other departments, others constituents within the hiring department, and other key stakeholders dependent upon your department’s processes. Also during this phase, a position description should be completed to document the purpose of the position, the primary activities of the position, and the physical requirements.RecruitmentThe recruitment step is when the position is posted and applications are received by HR for tracking purposes. During this period the committee will be provided a scoring sheet in which they can assign points to valuate (or weight) the minimum and preferred requirements.Postings may be listed, internally, externally, or some combination of the two and must remain open for a minimum of 10 working days per VCSU policy. Hiring and recruitment is a 24/7 process, so weekends may be counted in these 10 days. Screening and InterviewingThe screening and interviewing step begins with HR performing an initial screen of the candidates against the minimum qualifications. Those candidates meeting minimums are forwarded to the hiring committee. The committee must score each applicant on the scoring sheet, following which the committee should meet to deliberate and form a consolidated scoring sheet. This first screen should effectively narrow a pool of candidates for pre-screen interviewing or onsite-interviewing. References may be checked before candidates are brought on campus; however, it is advised the committee pre-screen interview the candidates and save the reference checking for confirmation and clarification of the onsite interviews. Immediately following the onsite interview, and the candidate is excused, the committee should meet for 5-10 minutes to complete the Interview Report. This summarizes the interview and the strengths/weaknesses of each candidate. The committee chair should lead this discussion and document the information discussed to the interview report. Only one report needs to be in the file summarizing the interview. The OfferBefore offering a position the committee chair should consult the HR Department and complete the Request to Offer Form. This form includes salary recommendations and information of additional foreseen expenses such as technological needs, facility needs, etc. Cabinet reviews the Request to Offer and approves or disapproves the offer. If approved, the Personnel Action Form should be completed to effectively notify Payroll of the Hire.The hiring committee chair is strongly encouraged to contact other interviewed candidates and inform them that they did not receive the position as a manner of common courtesy. This is important to maintain a positive relationship with candidates as they may remain a good candidate for a different search. HR will send letters to all candidates informing them they did not receive the position, and a letter confirming the offer to selected candidate. This letter will include links to forms that must be completed in order to begin employment.OnboardingThe hiring paperwork sets in motion the onboarding process. There is a separate presentation for this process as there are additional legal, policy, and procedural steps that must occur to successfully onboard a new employee.
  • A variety of laws surround the hiring process:First is Title VII of the Civil Rights Act of 1964This is the law that started the Equal Employment Opportunity Commission, or more commonly known as the EEOC. Title VII protects against discrimination on the basis of: § Race § Sex § Color § Nation of Origin § Religion  The Pregnancy Discrimination Act of 1978, or PDA, is incorporated by amendment into the Title VII statute noted above. The PDA clarifies that pregnancy and related conditions are considered to be a subset of "gender" for discrimination law purposes. The law prohibits employers from treating women with pregnancy or related conditions any less favorably than other employees who have medical conditions that place a similar limitation on their ability to work, or availability for work.Age Discrimination in Employment Act of 1967 (ADEA) Protects against discrimination based upon age, and specifically against people who are age 40 or older.Americans with Disabilities Act of 1990, which was revised in 2009 Protects against discrimination based upon disabilities, or association with people having disabilities.Immigration Reform and Control Act of 1986 (IRCA) started the I-9 process. It protects against discrimination based upon national origin or citizenship.Uniformed Services Employment and Reemployment Rights Act (USERRA) protects people with membership or service in the uniformed services.Bankruptcy Act – Section 525, prohibits discrimination based upon bankruptcy history or bankruptcy claim filing status.Genetic Information Non-Discrimination Act of 2009 (GINA),prohibits discrimination on the basis of genetic information, as well as the use, gathering, and disclosure of genetic information in the context of employment relationships.The final legal issues surrounding interviewing includes the Child Support Enforcement Amendments.
  • Next I will discuss the format of the interview. First, Interviews may be structured or unstructured.Structured interviewing involves approaching the interview with a pre-planned agenda. The interviewer knows ahead of time what he/she will ask the candidate and tries to stick to the agenda. Some interviewers will ask the questions in order, and others will take a more relaxed approach, but are still sure to address all of the pre-planned questions. This type of interviewing style generally provides the interviewer with the information needed to make the hiring decision. It is also important as a defense against discrimination in hiring and selection, because all applicants are asked the same questions. In an unstructured interview, the interviewer does not have a prepared agenda, but rather allows the candidate to set the pace of the interview. This style of interviewing does not always provide the interviewer with the necessary information. In addition, the lack of structure makes it difficult to compare and rank applicants because they are not responding to the same questions. An example of a positive application of an unstructured interview might include a podium interview where a large group of people are invited to randomly as questions to a candidate.The style of the interview can be Traditional, Behavioral, or a combination of the two.In a traditional interview, candidates are asked a series of questions which typically have straight forward answers like:  What are your strengths and weaknesses?  What major challenges and problems that you think you will you face in this role? o How will you handle them?  Describe a typical work week. Behavioral interviewing is more ambiguous. It asserts that, “The most accurate predictor of future performance is past performance in a similar situation." The employer has decided what skills are needed in the position they hire and will ask questions to find out if the candidate has those skills. The interviewer seeks how the candidate already handled a situation, instead of what they might do in the future. Behavioral interviewing is the preferred style of interviewing to date because it provides more assurance of the candidate’s qualifications. An example of traditional versus behavioral interview questions would be:Traditional Behavioral How would you behave? How did you behave? Or, provide an example of a time when you had to demonstrate assertiveness. What was the situation and what outcome did you provide?
  • Most opportunity for discrimination arises when people allow biases to get in the way. The best prevention is through awareness and training. Common Interviewing biases includeStereotyping: Forming an opinion about how people of a given gender, religion, race, appearance, or other characteristic think, act, respond, or would perform the job without any evidence that this is the case.  Inconsistency in questioning: Asking different questions of each candidate leads to a skewed assessment of who would best perform the job. Questions designed to get particular information about a specific candidate are only appropriate in the context of a core set of questions asked of all candidates.  First impressions: An interviewer might make a snap judgment about someone based on their first impression positive or negative that clouds the entire interview. For example, if candidate is wearing out-of-the-ordinary clothing or has a heavy regional accent take precedence over the applicant's knowledge, skills, or abilities.  Negative emphasis: This involves rejection of a candidate based on a small amount of negative information. Research indicates that interviewers give unfavorable information twice the weight of favorable information.  Halo/horn effect: The "halo" effect occurs when an interviewer allows one strong point about the candidate to overshadow or have an effect on everything else. For instance, knowing someone went to a particular university might be looked upon favorably. Everything the applicant says during the interview is seen in this light. ("Well, she left out an important part of the answer to that question, but, she must know it, she went to Valley City State University). The "horn" effect is just the opposite allowing one weak point to influence everything else.  Cultural noise: Since the candidate wants the job, she or he will provide the words the interviewer wants to hear, even if those words are not entirely truthful. For example, an applicant might say that he has no problem reporting to someone younger, or working in a team setting, when this is not the case. Interviewers should prepare questions that probe for specific examples and stay away from questions that elicit "yes" or "no" answers.   Nonverbal bias: Undue emphasis might be placed on nonverbal cues that have nothing to do with the job, such as loudness or softness of voice, or the type of handshake given.  Contrast effect: Strong(er) candidates who interview after weak(er) ones may appear more qualified than they are because of the contrast between the two. Note taking during the interview and a reasonable period of time between interviews may alleviate this.  Adapted from Society for Human Resource Management
  • There are things that simply should not be said in interviews, and there are specific ways certain topics should be addressed. Questions surrounding the topics listed on this slide are among the “hot” topics that can run you into trouble. Click the “Click Me” Link on the left side of the screen to open a document full of appropriate suggestions for asking questions in these topics, and practical examples of what NOT to say or ask. Things to NOT say or ask in this document may seem humorous, but they are collected from similar improper questions actually asked in interviews across the nation.
  • Questions can be asked from a variety of perspectives and about a variety of topics. Click the “Click Me” Link on the right side of the screen to open a document full of generic interview questions that can be personalized to your search.
  • If you have any questions about this presentation please feel free to direct them to the Office of Employee Services located in McFarland Hall, Room 208. Thank you for your time.
  • Transcript

    • 1. VCSU SearchCommitteesHiring within Regulation(Staff & Coaches)
    • 2. Outline• Overview• Regulation Refresher – Laws – Format – Biases – Do’s/Do Not’s – Interview Questions• Questions
    • 3. OverviewRequisition: Recruitment: Screening & Offer: Onboarding: Request to Recruit  Post position Interviewing:  Request to  Presentation form  HR screens Offer form  Applications Position Description Sent to HR for  Applicants scored  Personnel Tracking by committee Action Form  Search  Reference Check Committee and/or Pre-screen assigns points Phone Interviews to Scoring Form  On campus interviews  Interview Report  References (if not before)
    • 4. RegulationLaws, Policies,& Procedures
    • 5. Laws in Interviewing• Title VII of the Civil Rights Act • Immigration Reform and of 1964 Control Act of 1986 (IRCA)• Pregnancy Discrimination Act • Uniformed Services of 1978 (PDA) Employment and• Age Discrimination in Reemployment Rights Act Employment Act of 1967 (USERRA) (ADEA) • Bankruptcy Act – Section 525• Americans with Disabilities Act • Genetic Information Non- of 1990 (revised 2009) Discrimination Act of 2009 (ADA/ADAAA) (GINA) • Child Support Enforcement Amendments
    • 6. Interview Format & StyleStructured vs.Unstructured Traditional vs. Behavioral• Structured • Traditional – Pre-planned agenda – Straightforward questioning – Same questions and same and answering order • Behavioral• Unstructured – Past performance asserts – Self-paced interview future behavior. – Questions arise out of – Captures how handled conversation situation in past or demonstrated behavior necessary for this position
    • 7. Interview Biases• Stereotyping • Halo/horn effect• Inconsistency in • Cultural noise questioning • Nonverbal bias• First impressions • Contrast effect• Negative emphasis
    • 8. “Hot” Topics (Do’s and Do Not’s) • Age • Gender • Race • Sexual Orientation • National Origin •CLICK ME • Disability Religion • Education • Finances • Military • Unions • Worker’s Compensation • Arrests
    • 9. What should I ask? Topics• Pre-Screen • Marketing• Behavioral • Admin. Assistant• Interpersonal • Diversity• Creative Thinking • Quality• General • Teamwork• Managerial • Managing Change CLICK ME• Executive • Problem Solving• Accounting • Communication• Customer Service • Project Work• IT • Project Management
    • 10. Questions?