Hiring Well —The Fundamentals        Presented by:   Wm. (Chip) Valutis, PhD
1: Know the Job
Write a strong job    description that includes:•   Position, title and      •   Impact of the job    reporting relations ...
2: Determine the  “Factors for    Success”
•   What credentials and qualifications are    necessary/desirable?•   What knowledge/experience, skills and abilities    a...
3: ConsiderInternal/External    Variables
• What is the state of your labor  market?• How do your terms of  employment match the labor  market situation?• Strike an...
4: Learn the Legal   Fundamentals
• Understand the legal definition of  discrimination and how suits may be brought  (see Appendix)• Train HR personnel and h...
5: Build a Model
Selection                            Process      Recruit Prelim.         Resume     Prerequisite   Interview        Emplo...
The Model — Make          Sure…•   … it is structured and standardized•   … you are measuring the characteristics    neces...
Three Types of    Discrimination1. Intentional prejudice2. Disparate treatment3. Disparate or adverse impact
1. Intentional PrejudiceMembers of certain protected groups are treatednegatively because of who they are (because of acha...
2. Disparate TreatmentDifferent standards are applied to different groupseven though there may not be explicit or intentio...
3. Disparate or Adverse             ImpactPeople in a protected class are adversely impacted by astandardized employment p...
Who/What is Protected? Nationally             New York State:  •   Race              • Marital Status  •   Color          ...
Decisions and/orConduct Regulated•   Hire/Fire•   Compensations and promotions•   Terms, conditions, privileges of    empl...
VALUTIS CONSULTING IS A FULL SERVICE MANAGEMENT CONSULTANT FIRM. OUR APPROACH IS TO INVESTIGATE AND UNDERSTAND ORGANIZATIO...
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Hiring Well- the Fundamentals 2012

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  • Hiring Well- the Fundamentals 2012

    1. 1. Hiring Well —The Fundamentals Presented by: Wm. (Chip) Valutis, PhD
    2. 2. 1: Know the Job
    3. 3. Write a strong job description that includes:• Position, title and • Impact of the job reporting relations • Roles, responsibilities• Functional description and duties of the job and its purpose • Job specifications• Some indication of the • Special circumstances or conditions of meaningfulness or employment their importance
    4. 4. 2: Determine the “Factors for Success”
    5. 5. • What credentials and qualifications are necessary/desirable?• What knowledge/experience, skills and abilities are needed?• What type of person succeeds (what personality characteristics or work habits lead to success)?• What are the cultural imperatives in your organization and what type of person matches this?
    6. 6. 3: ConsiderInternal/External Variables
    7. 7. • What is the state of your labor market?• How do your terms of employment match the labor market situation?• Strike an optimal balance
    8. 8. 4: Learn the Legal Fundamentals
    9. 9. • Understand the legal definition of discrimination and how suits may be brought (see Appendix)• Train HR personnel and hiring managers• Develop fair, standardized procedures for hiring• Document data necessary for EEO evaluation
    10. 10. 5: Build a Model
    11. 11. Selection Process Recruit Prelim. Resume Prerequisite Interview EmploymentScreening Review Skill Test Process Testing Job Reject? Reject? Reject? Reject? Offer!  Education Necessary Motivation Knowledge Basic  Experience skill level  Experience  Skills Conditions Qualifications  Skills  Abilities Salary  Proven skills  Interests  Personality Hours  Motivation  Attitude  Work style etc..
    12. 12. The Model — Make Sure…• … it is structured and standardized• … you are measuring the characteristics necessary for success• … you are documenting results for EEO tracking• … to work the model (improve it — don’t quit)
    13. 13. Three Types of Discrimination1. Intentional prejudice2. Disparate treatment3. Disparate or adverse impact
    14. 14. 1. Intentional PrejudiceMembers of certain protected groups are treatednegatively because of who they are (because of acharacteristic which is protected) •Blatant and infrequent •Examples:! “Blacks need not apply”! “No women allowed”
    15. 15. 2. Disparate TreatmentDifferent standards are applied to different groupseven though there may not be explicit or intentionalprejudice •It is discriminatory if differential treatment is unfair or unrelated to qualification or ability to perform the job •Examples: • Not hiring women with children while hiring men with children • Testing minorities but not white applicants
    16. 16. 3. Disparate or Adverse ImpactPeople in a protected class are adversely impacted by astandardized employment practice, although it may appear tobe neutral or fair. •May often be unintentional •Is discriminatory if policy or rule cannot be proven valid or job related •Examples: • Height and weight requirements not proven valid • Certain test or specifications (e.g. H.S. Diploma) • Credit references, etc.
    17. 17. Who/What is Protected? Nationally New York State: • Race • Marital Status • Color • Legal Users of Tobacco • National Origin • Religion • Sex/Pregnancy • Age • Physical Disability
    18. 18. Decisions and/orConduct Regulated• Hire/Fire• Compensations and promotions• Terms, conditions, privileges of employment• Harassment• Retaliation
    19. 19. VALUTIS CONSULTING IS A FULL SERVICE MANAGEMENT CONSULTANT FIRM. OUR APPROACH IS TO INVESTIGATE AND UNDERSTAND ORGANIZATIONAL ISSUES, CUSTOMIZE REALISTIC SOLUTIONS AND DESIGN PRACTICAL STRATEGIES TO MOVE CLIENTS TOWARD THEIR SPECIFIC BUSINESS AND PERSONAL GOALS. OUR MISSION IS TO HELP OUR CLIENTS UNLOCK THE POTENTIAL OF THEIR ORGANIZATION AND ITS PEOPLE. PLEASE FEEL TO CONTACT US WITH ANY QUESTIONS OR TO SCHEDULEAN APPOINTMENT TO DISCUSS YOUR ORGANIZATION’S NEEDS AND HOW WE CAN HELP. (716)634-2553 CHIP@VALUTISCONSULTING.COM www.valutisconsulting.com - website http://gettingresultsthruothers.com - blog

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