strategic hiring workshop
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Strategic Hiring Workshop. Today’s Agenda. Employment Process Overview Defining The Need (exercise 1 – identify who you need) Screening Applications (exercise 2 – screen applications) Interviewing Style Legal Constraints - PowerPoint PPT PresentationTRANSCRIPT
Today’s Agenda1. Employment Process Overview
2. Defining The Need (exercise 1 – identify who you need)
3. Screening Applications (exercise 2 – screen applications)
4. Interviewing– Style– Legal Constraints – Question Development (exercise 3 – develop interview questions)– Facilitating Open Discussion– Red Flags– Interviewer Errors– Process Flow Example– Selling UNMC– Additional Tips
5. Verifying Applicant Qualifications
6. Candidate Assessment
7. Applicant Communication
Top 5 Interview Follies
1. Applicant challenged interviewer to arm wrestle.
2. Bounced up and down on my carpet and told me I must be highly thought of by the company because I was given such a thick carpet.
3. Candidate asked me if I would put on a suit jacket to insure that the offer was formal.
4. Interrupted to phone his therapist for advice on answering specific interview questions.
5. Asked if I wanted some cocaine before starting the interview.
OverviewI. Importance of executing the hiring
process effectively.• Hire better people
• Improve productivity• Improve morale• Reduce turnover costs• Reduce time spent on personnel issues
II. Harvard study• 80% of turnover is due to hiring mistakes
Overview
Needs identified by department.
Position description update if necessary.
Requisition created by department and submitted to HR.
Position posted by HR
Department selects pool of applicants for interviews.
Applicants meeting minimum qualifications are routed to department for review.
Department screens apps based on KSA’s needed to perform duties of position.
Applications received by HR and screened for minimum qualifications.
Interviews/skill assessment/reference check conducted by department Applicants not meeting
minimum qualifications are notified via web and are no longer under consideration.
Department makes offer to selected candidate.
Candidate accepts offer
Pre-employment background check and any other compliance requirements completed.
Candidates not hired are notified via phone call or letter.
New Employee starts work
New Hire Entered into SAP
III. UNMC Employment Process Flow
Define The Need• Know the current job (update description if necessary)
– Required qualifications– Preferred qualifications– Knowledge, Skills, Abilities (KSA’s)– NU Values– Work Environment Culture– Strategic impact
• Identify qualities of current high and low performers in the unit
Define the Need – I. Defining the job duties, knowledge, skills and abilities
Define The Need
– Age– Marital Status– Income– Work Experience– Race/Ethnicity– Education
– Language– Gender– Physical
abilities/qualities– Job classification– Religious beliefs– Musical preference
Diversity is an inclusive concept considering such things as…
Define The Need
–Productivity–Marketing
opportunities–Creativity
What’s the Benefit of Diversity and why should we care?
–Flexibility–Business Image–Innovation–Knowledge base
• Increased or Improved
Define The Need
• More effective communication• More responsive to customers• More reflective of community served• Reduced lawsuits and complaints
What’s the Benefit of Diversity and why should we care?
Define The Need
• Assess hiring needs quarterly
• Define the needs for the department• Language issues• Cultural issues• Customer/client demographics
How to pick the right candidate: Management Tools
Define The Need
• Review job description- consider expanding minimum requirements if narrowly defined
• Insist on a diverse pool of applicants• Consider additional qualifications
How to pick the right candidate: Management Tools
Define The Need
• Include a diverse group on your interview team – listen to feedback
• Hire the best candidate for the job.
How to pick the right candidate: Management Tools
Exercise 1
Defining The Need
Screening ApplicationsScreening
– Set aside time to thoroughly review applications daily
– Does the applicant possess KSA’s to effectively perform the job
• Education• Licensure• Training• Work experience• Skills
– Look for actions, results, and accomplishments, not just duties performed
Screening Applications• Screening Cont…
– Identify information that appears exaggerated and inquire during the interview
– Red flags• Nepotism• Frequent job changes• Reasons for leaving previous employment• Gaps in employment• Criminal history related to job• Cosmetics of application (i.e. typos, grammar, clarity,
completeness)
Screening Applications Reminders
• RIF/Grant Expiration Applicants– Require an interview if they meet minimum qualifications
• Declining Applicants – “Not Hired” Status– Some Reasons for Declining
•Lacks preferred education
•Lacks preferred experience
•Past performance
•Prior job stability
•Salary expectations
Screening Applications
Reminders Cont…
• Veterans Preference Law
– Does not apply to promotions or transfers, only new hires
– Preference means being entitled to employment over non-veterans of equal qualifications in the final selection process.
– Legal Guidelines – I. Veteran’s Preference
Screening Applications
Effectively utilizing the applicant pool
• Already have a strong candidate– EEO– Challenge the candidate by seeing how other potential
candidates measure up
• Consider internal candidates– UNMC experience
• External candidates– Fresh ideas
Screening Applications
Narrowing Down the Field
• Comparing/Contrasting Applicants
– Only utilize job related criteria
– Use of Scoring Spreadsheet• Candidate Assessment – II. Scoring Templates
– Keep criteria and documentation job related
– Be consistent
Exercise 2
Screening Applications
Interviewing Style
1. Structured• Pre-planned agenda• Interviewer knows ahead of time what
he/she will ask• Provides interviewer with info necessary to
make a hiring decision• Defense against discrimination in hiring and
selection due to consistency
Interviewing Style
2. Unstructured (shoot from the hip)• No pre-planned agenda Doesn’t always
provide necessary info• Lack of structure can make it hard to
compare and rank applicants• Not as easy to defend hiring decision
Interviewing Legal Guidelines
• The Basics
– Be fair to everyone you consider
– Be consistent in your evaluation methods
– Keep conversation job related
Interviewing Legal Guidelines
1. Title VII of the 1964 Civil Rights Act• Prohibits discrimination based on race,
color, religion, gender, and national origin
2. Age Discrimination in Employment Act
• Prohibits questions about a persons age• Protects individuals over age 40
Interviewing Legal Guidelines
3. Americans With Disabilities Act (ADA)• Protects qualified individuals with disabilities
from discrimination in employment.
4. Immigration Reform and Control Act• Prohibits employment of persons in the U.S.
without authorization• Requires form I-9
Interviewing Legal Guidelines
• Do not ask any non-job related questions
• Avoid any questions relating to:– Race– Color– Religion– Gender– National origin– Age– Disabilities– Pregnancy, sexual orientation, caregiver responsibilities
• Any questions relating to above items must be bona fide occupational qualifications (BFOQ) in order to be asked
Interviewing Legal Guidelines
NO YESHow old are you?
What would your spouse think about you doing overnight travel?
What are your child care arrangements?
When did you graduate from high school?
Have you ever been arrested?
Are you over the age of 18?
Is there any reason that overnight travel would be a problem for you?
Can you work the required schedule?
What schools have you attended?
Have you ever been convicted of a crime?
Legal Guidelines – II. What To (and not to) Say
Sample Questions
Interviewing Legal Guidelines
ADA in-depth (for all applicants use the following process)
1. Give applicant copy of job description and allow them time to fully review it.
2. Ask if they fully understand the job
3. Ask if the person can perform all essential job functions with or without reasonable accommodation
4. Rely on candidate to mention need for accommodation
5. If mentioned, note accommodation need and move on
6. If candidate is selected, assess reasonableness of accommodation prior to offer. (may request medical documentation if necessary)
7. Mention somewhere in the interview that regular attendance is important
Interviewing Legal Guidelines
ADA in-depth continuedDo not…1. Ask the person if they have a disability
2. Discuss existence, nature, or severity of disability even when apparent
3. Ask if someone will need to take leave for condition
4. Ask about a person’s work comp history
5. Commit to an accommodation on the spotLegal Guidelines – III. American’s With Disabilities Act
InterviewingQuestion Development
• Review KSAs, values, and work culture assessment of position
• Develop questions that:– Assess knowledge and skill level– Test ability to apply knowledge and skills– Derive personal values and cultural fit
Interviewing – I. Interview Design
InterviewingQuestion Development
Behavioral Interviewing
• Interviewing approach that looks at past behavior as the best predictor of future performance.
• Aims to match people’s skills and motivations with job requirements.
• Considered a valid approach to evaluating soft skills– Hard skills vs. Soft skills
– Hard = technical, based on actual job duties (KSAs)– Soft = good and bad workplace characteristics (values, culture fit)
Interviewing Question Development
Behavioral Interviewing Cont…
• Criticisms – Focus is on past behavior, not future potential– Time consuming to set up
• Use hypothetical questions sparingly– Hypothetical – “what would you do if…”– Real Life – “tell me about a time when you…”
Interviewing – II. Behavioral Interview Sample Questions
Interviewing Question Development
Behavioral Interviewing Cont…• 5 step process
1. Know the KSAs and behavioral attributes of the job
2. Determine questions that elicit the desired behaviors of the job
3. Develop structured format for asking the questions
4. Consider “good”, “average”, and “bad” benchmark answers and prepare scoring sheet
5. Take notes• recording actual responses• Omit prejudicial or judgmental comments• Maintain a consistent format for each candidate
Interviewing Question Development
• Basic Interview Techniques– Open Ended– One-Step Probe– Two-Step Probe– Pause or Silence– The Echo– Comparison and Contrast– Complement– Use of Examples– Situational Questions– Self-Disclosure
Interviewing – IV. Basic Interviewing Techniques
Exercise 3
Interview Question Development
InterviewingFacilitating Open Discussion
• Put applicant at ease during beginning of interview
• If applicant freezes on a question, move on and come back to it later
• Avoid yes/no questions
• Avoid leading questions
InterviewingFacilitating Open Discussion Cont...
• Listen more, talk less
• Pay attention to applicant body language and facial expressions
• Probe deeper on topics of interest
Interviewing Red Flags
• Tardiness to the interview
• Avoidance of specifics in recalling experience
• Bad communication (missed calls, excessive phone tag, failure to call back)
• Lack of interview preparation
Interviewing Red Flags Cont…
• Significant delays in accepting an offer
• References refuse to discuss candidate’s qualifications
• Strong differences of opinion among interviewers
InterviewingInterviewer Errors
• Mirroring– Tendency to be positively inclined toward people who
seem just like yourself
• Halo Effect– Responding favorably towards a candidate because
they remind you of someone successful
• Behavioral characteristics– Focusing to much on hard skills and forgetting soft
skills
Interviewing Process Flow Example
Phone screenShort, basic information gathering
Face-to-face interview #1Continue information gathering
Assess technical, job related KSAsAssess behavioral attributes
Face-to-face interview #2Skill testing
Additional behavioral assessmentNew interviewer added to mix
Tour office, meet other employeesCheck References
Offer job
InterviewingSell UNMC to the Candidate
• Create desire on the part of the candidate to work for us– Highlight challenges, growth, satisfactions– Share your positive experiences
• Dispel anxieties or myths
• Be honest about positives and negatives
InterviewingSell UNMC to the Candidate Cont…
• Uncover needs/motivation of candidate and try to show how UNMC can meet them– What are some factors in your current position you
would like to change?
– What is it that interests you most about this position/UNMC?
– While money is important, what do you think motivates people to change jobs?
– Work-life balance - benefits package, employer provided day care, work environment, time-off, holidays, etc.
InterviewingAdditional Tips
• Probe the candidate for knowledge of UNMC
• Get at talent and ability as well as skill and experience
• Involve others in the process– Different people offer different points of view– Get feedback from anyone that talked to the
candidate
• Discuss compensation upfront
InterviewingAdditional Tips Cont…
• Act with a sense of urgency– Long delays can make the organization look overly
bureaucratic and indecisive. – Other opportunities can present themselves to your
top candidates
• Look for patterns in the candidate’s responses
• Do not telegraph approval or disapproval of candidate’s responses
Verifying Applicant Qualifications
• Skills testing– Computer skills assessment offered through
HR– Department administered assessments– Make sure test only assesses skills relevant
to the job– Be consistent
Verifying Applicant Qualifications
– Basic• Criminal history• Sex offender registry• Identification• U.S. government
terrorist list• Maiden/AKA name
search• Sanction check
– Trustworthy and Reliable
(nuclear irradiators)• Employment verification• Education verification• Personal Reference
– Additional based on job• Motor vehicle• Credit report
Background Check(Coordinated by HR, performed by 3rd party administrator)
Verifying Applicant QualificationsReference Checking (Performed by the hiring department)
– Use a list of contacts provided by the candidate• Ensure they are business contacts
– Current boss (where feasible)– Past bosses– Peers in the same function– Subordinates (if in management)– Customers or clients if applicable
– Previous employers are an important source of information• Check all major resume claims• Verify dates of employment• Ask about attendance history• Inquire as to candidate hard and soft skills related to job
Reference Checking - Form
Verifying Applicant Qualifications
Reference Checking Cont…(Performed by the hiring department)
– Employers may be reluctant to provide info for fear of a defamation law suit
• Tips for gaining information– Keep questions job related– Ask specific questions– Put request in writing– If nothing else, ask if eligible for rehire
– Explain to candidate that you cannot make an offer without a complete reference check
Candidate Assessment
• Rate candidates immediately after interview while information is fresh in your head
• Compare and contrast candidates
• Team discussion and consensus if using an interview team
Candidate Assessment Cont…
• Hard skills evaluation1.Does the applicant possess the critical knowledge/skills
needed to do the job?
2.Does the candidate have the ability to apply this knowledge/skill in the successful completion of job duties?
3.Is the candidate motivated to apply knowledge, skills, and abilities?
• Soft skills evaluation• Does the candidate have the values to fit the organizational
culture and strategic direction?
Candidate Assessment – II. Scoring Templates
Applicant Communication
Mediums• Jobs@ On-line applicant status
update
• Email – Quick/easy way to stay in touch with applicants
• Phone – Notify those interviewed but not hired
• Letters– Templates available at nuvalues.unmc.edu
– Formal, compliant, offer letter– Notification to those interviewed but not hired (if not
called)
Applicant Communication Cont…
Things to keep in mind• Update status in Jobs@ ASAP for
applicants that have been disqualified.
• Give applicants realistic time frames
• Be as prompt as possible
• Make sure all applicants have been notified before requisition is closed.
New Hire
• Complete all necessary pre-employment compliance requirements
• Ensure new hire is properly oriented to UNMC and department.
New Hire – Managers’ Check List