This document provides information about the hiring process at the University of Texas Health Science Center at Houston. It begins with the mission statement of the Human Resources department to recruit, develop, and retain a high-caliber diverse workforce. It then outlines the objectives of understanding recruitment policies, the interview process, and how to ask appropriate questions. The document discusses posting open positions, finding quality candidates through job analysis and assessment, and defining jobs based on competencies rather than tasks. It provides guidance on qualification standards, keys to success in hiring, and templates for job descriptions. It also reviews where to find resumes, how to select and interview candidates, and receive resumes. The document concludes with guidance on appropriate and illegal questions during interviews and
1. The Hiring ProcessThe Hiring Process
Part of Practical Skills for LeadersPart of Practical Skills for Leaders
SeriesSeries
2. HR Mission StatementHR Mission Statement
The Mission Of The Human ResourcesThe Mission Of The Human Resources
Department, As A Strategic Partner, Is ToDepartment, As A Strategic Partner, Is To
Recruit, Develop, And Retain The High-Recruit, Develop, And Retain The High-
Caliber Diverse Workforce, Necessary ForCaliber Diverse Workforce, Necessary For
The University Of Texas Health ScienceThe University Of Texas Health Science
Center At Houston To Achieve Its MissionCenter At Houston To Achieve Its Mission
And Goals.And Goals.
3. Class ObjectivesClass Objectives
Understand the University’s recruitment andUnderstand the University’s recruitment and
hiring policyhiring policy
Identify the purpose of the interview; understandIdentify the purpose of the interview; understand
the role of Human Resources in the recruitmentthe role of Human Resources in the recruitment
processprocess
Distinguish between appropriate and legalDistinguish between appropriate and legal
questions and inappropriate (illegal) questionsquestions and inappropriate (illegal) questions
Understand pre-employment “tools” and how toUnderstand pre-employment “tools” and how to
use them to select the most suitable candidateuse them to select the most suitable candidate
5. Quality CandidatesQuality Candidates
Defined Position
Critical Competencies
Job Analysis
Training and development
Valid Assessment: Improved job/person match
Realistic Job Preview
6. Defining Today’s JobsDefining Today’s Jobs
OLDOLD
Knowledge, skills,Knowledge, skills,
abilitiesabilities
Jobs defined asJobs defined as
“bundles of tasks”“bundles of tasks”
Employees performEmployees perform
strictly definable tasksstrictly definable tasks
NewNew
CompetenciesCompetencies
Jobs defined byJobs defined by
competenciescompetencies
Jobs are flexibleJobs are flexible
7. Qualification StandardsQualification Standards
OldOld
Time ServedTime Served
Occupation-specificOccupation-specific
MinimalMinimal
RequirementsRequirements
Limited assessmentLimited assessment
optionsoptions
Limited careerLimited career
mobilitymobility
NewNew
Whole personWhole person
competency-basedcompetency-based
approachapproach
Optimal ProfileOptimal Profile
More assessmentMore assessment
optionsoptions
Encourages careerEncourages career
mobilitymobility
8. Keys to SuccessKeys to Success
Up-to Date Classification CriteriaUp-to Date Classification Criteria
Job Related QualificationsJob Related Qualifications
Targeted RecruitmentTargeted Recruitment
Valid AssessmentValid Assessment
10. Where We Get ResumesWhere We Get Resumes
UT Jobs Web SiteUT Jobs Web Site
www.UTH.TMC.EDU/JOBSwww.UTH.TMC.EDU/JOBS
Greentree Data BaseGreentree Data Base
Career Builders Web SiteCareer Builders Web Site
Internal Transfer RequestInternal Transfer Request
Career FairsCareer Fairs
11. Selecting & InterviewingSelecting & Interviewing
CandidatesCandidates
Human Resources will prescreen resumesHuman Resources will prescreen resumes
that have directly applied for your position.that have directly applied for your position.
Search Greentree Data BaseSearch Greentree Data Base
Search Career BuildersSearch Career Builders
Hard to Fill positions may require placingHard to Fill positions may require placing
an ad. (Grant Harrison)an ad. (Grant Harrison)
13. Not team Player
Problems with co/workers
Un-Professional
Part of the problem
Not the solution
Not my job syndrome
Lacks Skills to do the job
Bad Hire
15. Personal ProfilePersonal Profile
Drive: A desire to get things done. Goal-Oriented.Drive: A desire to get things done. Goal-Oriented.
Motivation: Enthusiasm and willingness to ask questions.Motivation: Enthusiasm and willingness to ask questions.
Does extra on every job.Does extra on every job.
Communication skills: The ability to talk and writeCommunication skills: The ability to talk and write
effectively to people at all levels.effectively to people at all levels.
Chemistry: Gets along with others, A team player.Chemistry: Gets along with others, A team player.
Energy: Someone who goes the extra mile, paysEnergy: Someone who goes the extra mile, pays
attention to detail, looks for solutions.attention to detail, looks for solutions.
Determination: Does not quit when a problem getsDetermination: Does not quit when a problem gets
tough.tough.
Confidence: Not arrogant. Poise. Friendly, honest andConfidence: Not arrogant. Poise. Friendly, honest and
open to employees high and low. Not intimidated byopen to employees high and low. Not intimidated by
management, nor overly familiar.management, nor overly familiar.
16. ProfessionalProfessional
Reliability: Following up, not relying on anyone else to ensure theReliability: Following up, not relying on anyone else to ensure the
job is well done, keeps management informed.job is well done, keeps management informed.
Honesty/Integrity: Taking responsibility for own actions, Good andHonesty/Integrity: Taking responsibility for own actions, Good and
bad.bad.
Pride: Pays attention to details all jobs done to best of their ability.Pride: Pays attention to details all jobs done to best of their ability.
Dedication: Whatever it takes in time and effort to see a projectDedication: Whatever it takes in time and effort to see a project
through to completion.through to completion.
Analytical Skills: Weighing the pros and cons. Weighing the short-Analytical Skills: Weighing the pros and cons. Weighing the short-
and long term benefits against all possible negatives.and long term benefits against all possible negatives.
Listening Skills: Listening and understanding, as opposed to waitingListening Skills: Listening and understanding, as opposed to waiting
your turn to speak.your turn to speak.
17. Profile AssessmentProfile Assessment
The Profile is an all-purpose assessmentThe Profile is an all-purpose assessment
that measures the qualities that make upthat measures the qualities that make up
“The Total Person”-Thinking-style and“The Total Person”-Thinking-style and
Reasoning, occupational interests, andReasoning, occupational interests, and
behavioral traits.behavioral traits.
18. Required for all positions.Required for all positions.
Can be e-mailed to any location.Can be e-mailed to any location.
May be taken in HR assessment centerMay be taken in HR assessment center
Mon-Fri 8:00 a.m. to 3:00 p.m. (byMon-Fri 8:00 a.m. to 3:00 p.m. (by
appointment)appointment)
Given in English or SpanishGiven in English or Spanish
Results e-mailed directly to hiringResults e-mailed directly to hiring
managermanager
19. Uses for the ProfilesUses for the Profiles
PlacementPlacement
PromotionPromotion
Self-improvementSelf-improvement
CoachingCoaching
Succession planningSuccession planning
20. Profiles can generate the followingProfiles can generate the following
Individual Report- A guide for self-understandingIndividual Report- A guide for self-understanding
Placement Report- Selecting the right people throughPlacement Report- Selecting the right people through
Job MatchJob Match
Multi-Job Match Report- Useful for succession planningMulti-Job Match Report- Useful for succession planning
and reassigning employees to new positions.and reassigning employees to new positions.
Coaching Report- An excellent training and developmentCoaching Report- An excellent training and development
tooltool
Job Analysis Survey Report- Used with job descriptionsJob Analysis Survey Report- Used with job descriptions
to more accurately define job requirements.to more accurately define job requirements.
Summary Reports- To give you a “snapshot “ ofSummary Reports- To give you a “snapshot “ of
information.information.
21. Structured InterviewStructured Interview
Contains interview questions for bothContains interview questions for both
general and technical competencies.general and technical competencies.
Modular format; Department determinesModular format; Department determines
which questions to ask.which questions to ask.
Benchmarks are used in scoringBenchmarks are used in scoring
responses.responses.
22. Goals of Structured InterviewGoals of Structured Interview
To ensure a systematic coverage ofTo ensure a systematic coverage of
applicants.applicants.
To provide a technique for gathering allTo provide a technique for gathering all
the relevant facts.the relevant facts.
To provide a uniform strategy thatTo provide a uniform strategy that
objectively evaluates all job candidates.objectively evaluates all job candidates.
To determine candidates ability,To determine candidates ability,
willingness, and manageability.willingness, and manageability.
23. What are the five most importantWhat are the five most important
skills of the job?skills of the job?
The Job description
Skill 1 Skill 5Skill 3Skill 2 Skill 4
25. True or False?True or False?
A poor interviewer can be a wonderfulA poor interviewer can be a wonderful
manager ?manager ?
26. True !True !
Interviewing skills are learned, notInterviewing skills are learned, not
inherited.inherited.
27. Ways not to conduct an interviewWays not to conduct an interview
Interviewers desk is cluttered, looks at theInterviewers desk is cluttered, looks at the
resume 5 minutes before the interview.resume 5 minutes before the interview.
Constant interruptions, phone callsConstant interruptions, phone calls
Starts off with negative aspects of the job.Starts off with negative aspects of the job.
Asks a long line of open ended questions.Asks a long line of open ended questions.
Makes up questions as they go along.Makes up questions as they go along.
28. The Job Interview SituationThe Job Interview Situation
Have as much privacy as possibleHave as much privacy as possible
Call applicant by name when inviting them intoCall applicant by name when inviting them into
the officethe office
Ensure that the applicant knows your nameEnsure that the applicant knows your name
Greet the applicant courteously and sincerelyGreet the applicant courteously and sincerely
Make the applicant feel that you are pleasedMake the applicant feel that you are pleased
with their interest in the positionwith their interest in the position
Establish an informal but business likeEstablish an informal but business like
atmosphereatmosphere
29. Make the applicant feel importantMake the applicant feel important
Talk to the applicant as though you wereTalk to the applicant as though you were
the only contact he would ever have withthe only contact he would ever have with
the Universitythe University
Compliment a good employment recordCompliment a good employment record
Interrupt the conversation to keepInterrupt the conversation to keep
interview on trackinterview on track
Use active listening skillsUse active listening skills
Relax and the applicant will relaxRelax and the applicant will relax
Keep information given, confidentialKeep information given, confidential
30. Remember the applicants time is valuableRemember the applicants time is valuable
Watch for gaps in work recordWatch for gaps in work record
Use application blanks and other data inUse application blanks and other data in
planning the interviewplanning the interview
Make an outline in advance, of the mainMake an outline in advance, of the main
items of information you want to obtainitems of information you want to obtain
during the interviewduring the interview
Plan the time required for interviewPlan the time required for interview
31. Don’tsDon’ts
Interview when worried, upset, ill or underInterview when worried, upset, ill or under
stressstress
Hold the interview in a noisy placeHold the interview in a noisy place
Keep applicants waiting unnecessarilyKeep applicants waiting unnecessarily
Give the impression of being abrupt orGive the impression of being abrupt or
harshharsh
Allow outside interruptionsAllow outside interruptions
Seek information you already haveSeek information you already have
32. Antagonize the applicantAntagonize the applicant
Show emotion at any physical handicapShow emotion at any physical handicap
Hurt the applicant’s feelings or destroy hisHurt the applicant’s feelings or destroy his
faith in himselffaith in himself
Forget that the applicant is sensitive toForget that the applicant is sensitive to
every word the interviewer speaksevery word the interviewer speaks
Appear to loose interest in the interviewAppear to loose interest in the interview
Pry into personal livesPry into personal lives
Break or delay an appointmentBreak or delay an appointment
Waste time on a long interview if theWaste time on a long interview if the
applicant is clearly not suitableapplicant is clearly not suitable
33. Fall into a set pattern of interviewingFall into a set pattern of interviewing
Conduct the interview in a haphazardConduct the interview in a haphazard
mannermanner
34. The InterviewThe Interview
Greet the applicant. Start the interview promptly. OpenGreet the applicant. Start the interview promptly. Open
with a warm, genuine greeting and firm handshake. Offerwith a warm, genuine greeting and firm handshake. Offer
the applicant something to drink.the applicant something to drink.
Outline the interview. Give the applicant an overview ofOutline the interview. Give the applicant an overview of
the process, length of the interview and what to expectthe process, length of the interview and what to expect
after the interview.after the interview.
Give the applicant a realistic job preview. ResearchGive the applicant a realistic job preview. Research
suggest that realistic job previews increase employeesuggest that realistic job previews increase employee
retention because the applicant gets honest informationretention because the applicant gets honest information
at the beginning of the process.at the beginning of the process.
Present the applicant with a copy of the job description,Present the applicant with a copy of the job description,
physical requirements of the job and a list of thephysical requirements of the job and a list of the
responsibilities of the position.responsibilities of the position.
35. Equal Employment OpportunityEqual Employment Opportunity
LawsLaws
Title VII of the Civil Rights Act of 1964 (Title VII) forbidsTitle VII of the Civil Rights Act of 1964 (Title VII) forbids
employment discrimination based on race, color, religion,employment discrimination based on race, color, religion,
sex, or national origin;sex, or national origin;
The Equal Pay Act of 1963 (EPA) protects men andThe Equal Pay Act of 1963 (EPA) protects men and
women who perform substantially equal work in thewomen who perform substantially equal work in the
same establishment from sex-based wagesame establishment from sex-based wage
discrimination.discrimination.
The Age Discrimination in Employment Act of 1967The Age Discrimination in Employment Act of 1967
(ADEA) protects individuals who are 40 years of age or(ADEA) protects individuals who are 40 years of age or
older against age based discrimination.older against age based discrimination.
Title I of the Americans with Disabilities Act of 1990Title I of the Americans with Disabilities Act of 1990
(ADA) forbids employment discrimination against(ADA) forbids employment discrimination against
qualified individuals with disabilities.qualified individuals with disabilities.
The Civil Rights Act of 1991 provides monetary damagesThe Civil Rights Act of 1991 provides monetary damages
in cases of intentional employment discrimination.in cases of intentional employment discrimination.
36. Questions that are illegalQuestions that are illegal
Questions regarding religion, church,Questions regarding religion, church,
synagogue, or parish, the religioussynagogue, or parish, the religious
holidays you observe, political beliefs orholidays you observe, political beliefs or
affiliations.affiliations.
““Does your religion allow you to work onDoes your religion allow you to work on
Saturdays?”Saturdays?”
37. If Job Requirement May AskIf Job Requirement May Ask
““This job requires work on Saturdays. IsThis job requires work on Saturdays. Is
that a problem?”that a problem?”
38. Questions that are illegalQuestions that are illegal
Regarding ancestry, national origin, orRegarding ancestry, national origin, or
parentage; in addition, you cannot askparentage; in addition, you cannot ask
about the naturalization status of parents,about the naturalization status of parents,
spouse or children.spouse or children.
Regarding place of birth.Regarding place of birth.
39. May AskMay Ask
““Are you authorized to work in the UnitedAre you authorized to work in the United
States?”States?”
40. Questions that are illegalQuestions that are illegal
May not ask about your native language,May not ask about your native language,
the language you speak at home, or howthe language you speak at home, or how
you acquired the ability to read, write, oryou acquired the ability to read, write, or
speak a foreign language.speak a foreign language.
““You indicated on your resume you areYou indicated on your resume you are
fluent in German, French and Spanish.fluent in German, French and Spanish.
How did you manage to learn all of thoseHow did you manage to learn all of those
languages?”languages?”
41. If required for the Job may askIf required for the Job may ask
““What languages are you fluent in”What languages are you fluent in”
42. Questions that are illegalQuestions that are illegal
May not ask about age, date of birth, orMay not ask about age, date of birth, or
the ages of children.the ages of children.
May ask whether you are over eighteenMay ask whether you are over eighteen
years of age.years of age.
43. Questions that are illegalQuestions that are illegal
May not ask about maiden names orMay not ask about maiden names or
whether you have changed your name;whether you have changed your name;
marital status, number of children ormarital status, number of children or
dependents, or spouse’s occupation; ordependents, or spouse’s occupation; or
whether (if you are a woman) you wish towhether (if you are a woman) you wish to
be addressed as Miss., Mrs., or Ms.be addressed as Miss., Mrs., or Ms.
44. May askMay ask
How would you like to be addressed (aHow would you like to be addressed (a
common courtesy) and if you have workedcommon courtesy) and if you have worked
for the University before under a differentfor the University before under a different
name.name.
45. Questionable Interview QuestionsQuestionable Interview Questions
In a scene from the first episode of TheIn a scene from the first episode of The
Mary Tyler Moore Show, Lou Grant isMary Tyler Moore Show, Lou Grant is
interviewing Mary for a job.interviewing Mary for a job.
Lou: So, Mary, what religion are you?Lou: So, Mary, what religion are you?
Mary: You can’t ask me that, Mr. Grant!Mary: You can’t ask me that, Mr. Grant!
It’s against the law.It’s against the law.
Lou: Wanna call a cop?Lou: Wanna call a cop?
46. Pitfalls to AvoidPitfalls to Avoid
In order to gain information without askingIn order to gain information without asking
specific questions, many interviewers usespecific questions, many interviewers use
the “tell me about yourself” approach,the “tell me about yourself” approach,
hoping that the applicant will tell all abouthoping that the applicant will tell all about
spouse, kids, working on weekends, andspouse, kids, working on weekends, and
so on.so on.
47. Dangers of this approachDangers of this approach
Say the applicant is a woman who tells theSay the applicant is a woman who tells the
interviewer she is divorced and has children.interviewer she is divorced and has children.
Another person is hired—perhaps equallyAnother person is hired—perhaps equally
qualified who is single.qualified who is single.
The first applicant, desperate for the job,The first applicant, desperate for the job,
becomes angry and files a complaint saying thatbecomes angry and files a complaint saying that
the employer learned during the interview thatthe employer learned during the interview that
she was divorced and had children and was notshe was divorced and had children and was not
hired for that reason.hired for that reason.
48. Even though the interviewer did not askEven though the interviewer did not ask
for the information, the fact is, thefor the information, the fact is, the
information came to light during theinformation came to light during the
interview.interview.
If she files suit, it is then up to theIf she files suit, it is then up to the
employer to prove that the information wasemployer to prove that the information was
volunteered and not used as a basis ofvolunteered and not used as a basis of
discriminatory actions,discriminatory actions,
It is the interviewer’s responsibility and inIt is the interviewer’s responsibility and in
the University’s best interest that you stopthe University’s best interest that you stop
the applicant from volunteering illegalthe applicant from volunteering illegal
information.information.
49. What to do when illegal informationWhat to do when illegal information
is outis out
First, stop the flow of information and tellFirst, stop the flow of information and tell
the applicant not to bring up the subjectthe applicant not to bring up the subject
again.again.
Courteously explain that the UniversityCourteously explain that the University
does not base its hiring practices on thatdoes not base its hiring practices on that
particular subject area.particular subject area.
Specifically state that a decision to hire isSpecifically state that a decision to hire is
never based on age, gender, race, ornever based on age, gender, race, or
whatever subject was brought up.whatever subject was brought up.
50. Don’t assume…ask specificsDon’t assume…ask specifics
““We are open to the public from 8:00 a.m. to 5:00 p.m.,We are open to the public from 8:00 a.m. to 5:00 p.m.,
and because of a small staff, it’s important that everyoneand because of a small staff, it’s important that everyone
be here daily and on time. Is there anything that wouldbe here daily and on time. Is there anything that would
prevent you from being at work on time and on a regularprevent you from being at work on time and on a regular
basis?“basis?“
““We feel that the first six months on the job is yourWe feel that the first six months on the job is your
training period. Because of the expense and timetraining period. Because of the expense and time
invested in our staff we are looking for people who giveinvested in our staff we are looking for people who give
the University a commitment in return. Is there anythingthe University a commitment in return. Is there anything
that would prevent you from staying with the Universitythat would prevent you from staying with the University
for a minimum of two years?”for a minimum of two years?”
51. CautionCaution
Be sure the requirements are reasonable andBe sure the requirements are reasonable and
required of each applicant for the particular job.required of each applicant for the particular job.
If a job takes one to two weeks of training, andIf a job takes one to two weeks of training, and
the typical employee rarely stays over sixthe typical employee rarely stays over six
months, we could be on shaky ground with themonths, we could be on shaky ground with the
EEOC if your excuse for not hiring someone wasEEOC if your excuse for not hiring someone was
the expectation tat they would be transferredthe expectation tat they would be transferred
with a spouse within a year, particularly awith a spouse within a year, particularly a
spouse in the military service.spouse in the military service.
52. Ask everyone the same, job-relatedAsk everyone the same, job-related
questions and you’ll have little to fear if aquestions and you’ll have little to fear if a
rejected candidate has a legal bone torejected candidate has a legal bone to
pick with your hiring practices.pick with your hiring practices.
