Crucial Components• Recruitment ▫ Importance of the Job Description ▫ Development of Requirements ▫ Posting/Advertising• Selection ▫ Screening Process ▫ Matching Qualifications & Competencies ▫ Interviewing• Hiring ▫ Electronic Workflow ▫ Role of Human Resources
Recruitment The Importance of the Job Description• Drives the content for posting ▫ Allows the manager to articulate the requirements ▫ Allows the candidates to preview the job ▫ Sets foundation for matching people to jobs• Bona-Fide Occupational Requirements (BFOQs) ▫ Legal Protections – EEO, ADA ▫ Government Contract Requirements ▫ Policy Compliance ▫ Best Practice –recruit the most qualified candidates
Recruitment Development of Requirements (KSAs)• Essential Job Functions ▫ Determine experience necessary to perform basic job requirements ▫ Consider both breadth and depth• Education & Skills ▫ Education level to be competent in position ▫ Certifications, Body of Knowledge ▫ Mastery level of Competencies ▫ Other training and internships• Rank Importance of KSAs ▫ Helps to determine priorities for best fit ▫ Distinguish between requirements and preferences
Recruitment Posting/Advertising Options• Internal Posting ▫ Intranet, internal job boards ▫ Distribution lists, Alert feature for subscribers• External Posting ▫ Public Website – all postings reference this site ▫ Craigslist – most cost effective ▫ Print packaged with online – usually most expensive ▫ CareerBuilder/Monster – use with automated screening ▫ Community Newspapers – very local or specialized target ▫ LinkedIn – best for professional positions
Recruitment How to Get it Posted• Self Service Approach ▫ Intranet Resources ▫ Library of Job Posting Templates ▫ Utilize a template and customize it to fit your position ▫ Create draft ▫ Email to HR with instructions• Full Service Approach ▫ Call HR for consultation ▫ We can send you a draft to review/customize ▫ We will make recommendations based on your goals ▫ We can provide you quotes for external sites
Selection Screening Process• Screen out those not qualified ▫ Licensure/Designation requirements not met ▫ Resume – Does not meet minimum KSAs ▫ Salary Requirements – Outside of Range ▫ Outside of commuting distance (generally more than 50 miles)• Do not pursue unqualified candidates• Best not to make notes on the resume itself ▫ Use highlighter to highlight strong points ▫ Use pencil to underline areas in question
Selection Matching Qualifications & Competencies• Look for red flags: ▫ Errors, misspells, poor grammar ▫ Poor format/construction of resume ▫ Employment gaps ▫ Job Hopping ▫ Odd job or title progression ▫ No addresses/all out of state previous jobs ▫ Bold yet vague claims
Selection Matching Qualifications & Competencies (Three Bears Approach)• Objective is to get the BEST FIT for the position• Group the screened resumes into 3 groups ▫ Meets minimums but barely or a stretch - may need too much coaching ▫ Surpasses qualifications and may actually be the next level up – typically overqualified ▫ Easily meets qualifications and background is compatible with job – BEST FIT, just right• Use a separate scoring sheet for optimal results and objectivity ▫ If you really want to zero in, weight your scores!
Recruitment Preliminary Phone Interviewing• Concentrate on the BEST FIT ▫ This is your “A” group. ▫ Don’t waste resources on anything less• Start with the top 3-5 scoring candidates in your “A” group ▫ Conduct a preliminary phone interview ▫ Have a standard list of questions ▫ Supplement with candidate specific questions Verify information provided Query areas in question Ask for salary requirements if not already done
Interviewing Keep your Questions CleanINSTEAD OF… YOU CAN ASK…What is that accent? Where are How conversational are you in speaking theyou from? language(s) required for this position? Are you able to read/write in the required language(s) as well?How old are you? What year did Are you of legal age to work? Can you provide ayou graduate? copy of your college degree (if required)?Do you have any handicaps? Have Do you see any reason you would not be able toyou ever had a serious disease? perform the essential functions of the job with orHave you ever been a consumer? without accommodation?Do you have your own car? Do you Are you able to commit to the assignedhave kids? What about your family schedule?obligations?
Interviewing Planning for Success• Develop your Questions ▫ Use prepared standard questions – see templates ▫ They should actually tie to job description requirements• Prepare Vignettes ▫ Real examples to see how they would handle the work, situations, & how they think on their feet ▫ You will observe the thought process as much as the answer ▫ Learn how they work in our culture, how compatible they may be• Plan the Sessions ▫ The same people should be consistently involved in order to have an effective comparison ▫ Allow time before to focus; do not go in rushed or late ▫ Allow sufficient time afterward to debrief and make cohesive notes
Interviewing Structuring the InterviewOBJECTIVE TOOL/FORMAT LOOK FOREstablish Rapport Introduction ProfessionalismWarm Up Icebreakers Interaction StyleSet the Tone & Format Provide Overview Listening Skills, Taking NotesBuild Confidence Compliment Resume New informationRelaxed, Open Conversation Verify Information Areas for additional follow upProbe KSAs Prepared Questions Breadth/DepthCan-Do Factors Open-ended Follow up Uncover weak spots Listen, Don’t Talk Inconsistencies, Red FlagsProbe Judgment, Attitude Vignettes, Scenarios Structure of ThinkingWill-Do Factors What-ifs, Choices Appropriateness of AnswersCool Down Ask for Questions Preparation, Research, Priorities Ask for References Delays & explanations
Interviewing Check Yourself• Do not make job offer in the interview• Do not make employment promises ▫ No lifetime employment; Regular status, never a permanent position• Be clear on job duties and employment details ▫ Don’t sugarcoat parts of position ▫ Be truthful and specific describing terms & conditions of employment• Don’t give vague assurances or special considerations• Stay away from questions/conversations that are Off Limits ▫ Ethnicity, age, domestic status ▫ Medical conditions ▫ Anything personal/not job related should be considered off limits
Interviewing Common Traps• Warm body syndrome ▫ Consider getting a temp so you can tread water while searching• Halo/Horns effect ▫ Halo – You are blinded by a positive attribute ▫ Horns – You are turned off by a negative attribute ▫ Be aware of your biases/assumptions• Unstructured, inconsistent, subjective questions not tied to the job ▫ You lose the ability to make a clean, objective decision ▫ You may give too much weight to a non-job related factor ▫ You hire overqualified or underqualified staff members ▫ You spend time and money on turnover – or worse
Interviewing Check Them• Inconsistencies ▫ Follow up on inconsistencies between resume and answers ▫ Pursue evasion relentlessly from different angles ▫ Conflicting body language—eye contact, looks away on certain topics or questions ▫ Implausible history, stories don’t stack up well ▫ Attribution – Reasons for leaving – Negative explanations• Following Direction ▫ Answers the wrong question; Rephrase to see if they self-correct ▫ Unable to track on topic; Bring them back to earth ▫ Consider their thinking process – do philosophies align? ▫ Changes answers to please you – disingenuous answers
Interviewing Getting to the Hiring Decision• Debrief with other Interviewers ▫ Confirm or discuss reactions, assessment of competencies ▫ Discuss concerns that may be dealbreakers• Update score sheets with new information ▫ Calculate scores & rank candidates ▫ Can be done alone or as part of the interview group• Check References ▫ Get their direct manager when possible ▫ They may need to provide a release to their former employer ▫ No personal references• Summarize/Document reasons for choice ▫ Should not conflict with KSAs, scoring, interviews ▫ Do not use non-job related criteria in the hiring decision
The New Hire Process Making the Offer• Call with specific terms of offer• Okay to initiate with verbal acceptance.• Some candidates will want to consider offer• Set time to advise you by before offer expires
The New Hire Process Coordinating with Human Resources• Complete Electronic Notification ▫ Employees (New, rehires) ▫ Interns ▫ Intern-to-Employee Hires• Attach resume, interview notes• Human Resources will take it from there ▫ Application, Offer Letter ▫ Background Check ▫ New Hire Documentation ▫ You will be notified when Clearance is Complete
The New Hire Process Wrapping up Loose Ends• After desired candidate accepts, notify others that they were not selected ▫ Form letter to most applicants ▫ Phone call to anyone who was contacted• Be general, but concrete on reason why candidate not selected ▫ We selected a candidate who was the best fit for the position ▫ We selected the candidate who was the closest match for the position• Thank them for their time and wish them good luck in their search
Putting it All Together• Questions at this Point?• Practice/Role Play ▫ Getting specifics/facts from bold claims and generalizations ▫ Pursuing Evasive answers ▫ Handling distracters and keeping focus ▫ Getting around personal information offered• What other tools might be helpful?