EEO, RECRUITMENT, AND SELECTION

1
EEO, RECRUITMENT, AND SELECTION

• State Personnel Division Presenters
• Christy Stapley
• Joe Hamilton
• Linda Davis

2
New Recruitment and Selection Rules

• Added the following
• Sexual Orientation
• An agency may not select an individual for
  permanent status employment without a competitive
  recruitment process
• "Internet applicant"
• Reasonable accommodation - adjustments to work
  schedules to accommodate an individuals
  religious beliefs or practices
• New rule - Limited reemployment for retirees
• A selection may be made from any of the most
  qualified group of applicants.

3
New Recruitment and Selection Rules

• Improved Rules
• Definitions
• Internal Recruitment
• External Recruitment
• Equal Employment Opportunities
• Development of Selection Procedures
• Evaluation of Qualifications
• Access to Documentation and Confidentiality

4
Recruitment and Selection Process
Screening
EEO Laws, Discrimination, and Employment
Preference
Developing a Selection Plan
Employment Interviews
Developing a Selection Procedures
Making Reference and Other Background Checks
Recruiting
Documentation, Process Review and Making the
Final Decision
5
Equal Employment Opportunity

• EEO Laws
• Preference Laws
• Discrimination

6
Federal Laws

• The Equal Employment Opportunity Commission
  (EEOC) enforces five statutes that prohibit job
  discrimination
• Title VII of the Civil Rights Act of 1964 (Title
  VII)
• Age Discrimination in Employment Act of 1967
  (ADEA)
• Americans With Disabilities Act of 1990 (ADA)
• Equal Pay Act of 1967 (EPA)
• Civil Rights Act of 1991
• U.S. Department Justice
• Immigration Reform and Control Act of 1986

7
State EEO Laws

• The Montana Human Rights Bureau enforces
• Montana Human Rights Act
• Governmental Code of Fair Practices
• Montana Maternity Leave Act
• Recruitment and Selection Manual
• Appendix 1 Federal And State Equal Employment
  Opportunity Laws, Law Table and Pre-employment
  Inquires Suspect Questions

8
Other Related State Laws

• The Constitution of the State of Montana
• Comparable Worth Statute (DOA)
• Veterans' Public Employment Preference
• Persons with Disabilities Public Employment
  Preference
• Hiring preference for residents of Indian
  reservations for state jobs within reservation
• Nepotism Statute (Standards of Conduct)

9
Montana Constitution, Article II

• Section 4. Individual dignity. The dignity of the
  human being is inviolable. No person shall be
  denied the equal protection of the laws. Neither
  the state nor any person, firm, corporation, or
  institution shall discriminate against any person
  in the exercise of his civil or political rights
  on account of race, color, sex, culture, social
  origin or condition, or political or religious
  ideas.

10
Governors Executive Orders and State Government
Rules

• There are also rules adopted by state government,
  both internally as well as in the Administrative
  Rules of Montana (ARM) and Executive Orders
  issued by the Governor.
• Governors Executive Order 24-81 (Establishing
  States EEO Program)
• Governors Executive Order 7-82 (Prohibiting
  Sexual Harassment)
• Human Rights Bureau and Commission Rules
• Nondiscrimination-EEO Rules
• Recruitment and Selection Rules
• Employment Preference Rules

11
Resources on EEO

• http//hr.mt.gov/HRServices/policies.asp
• Recruitment and Selection
• Nondiscrimination EEO
• http//hr.mt.gov/HRServices/guides.asp
• Nondiscrimination EEO Guide
• Recruitment and Selection Manual

12
Employment Preferences

• Some applicants are eligible to receive
  preference in recruitment and selection.
• There are six types of employment preference to
  consider.
• You should work with your agency human resource
  office when applying any preference to a
  selection.

13
Applying Preferences

• Workers' Compensation Return-To-Work
• Veterans' Employment Preference
• Persons with Disabilities Employment Preference
• Indian Employment Preference
• State Employee Protection Act
• Reduction in Work Force reinstatement

14
Workers' Compensation Return-To-Work Preference

• Medical Release
• Within 2 years of the date of injury the worker
  must be given a preference over other applicants
  for a comparable position that becomes vacant if
  the position is consistent with the worker's
  physical condition and vocational abilities.
  39-71-317, MCA
• Original employer

15
Veterans' Employment Preference

• Initial hiring (external recruitment)
• Scored procedures
• Eligible veterans receive - 5.
• Disabled veterans and eligible relatives - 10.
• Selection procedures not scored ( v ) - a
  tie-breaker - substantially equal.
• Note Substantially equal qualified doesnt mean
  two or more applicants are exactly equal.
• Recruitment and Selection Manual
• Appendix 2 - Veterans' Preference Scoring
  Procedures

16
Persons with Disabilities Employment Preference

• Initial hiring (external recruitment)
• Substantially equal qualifications for a disabled
  person or spouse - a tie-breaker
• PHHS Certification (Voc Rehab Offices)
• Note Substantially equal qualified doesnt mean
  two or more applicants are exactly equal.

17
Indian Employment Preference

• 2-18-111, MCA A state agency operating within an
  Indian reservation must give a preference in
  hiring to an Indian resident of the reservation
  who is substantially equally qualified for the
  job.

18
State Employee Protection Act

• The following benefits are available to laid off
  state employees
• Special Job Registry for 2 years that agencies
  may hire employee from - Mine website
• Job retraining and career development programs
• State's group health insurance plan for a period
  of six
• Leave sick leave and/or annual leave credit in
  the payroll system

19
Job Registry Mine website
20
Reduction in Work Force

• ARM 2.21.5005, et seq - Laid-off employees have
  reinstatement rights within their own agencies to
  the same job or a job in the same class. This
  preference lasts for one year from the lay-off.

21
Medical Examination of Disability Retiree

• 19-3-1015, MCA A member whose disability
  retirement benefit is canceled because the board
  has determined that the member is no longer
  incapacitated must be reinstated to the position
  held by the member immediately before the
  member's retirement or to a position in a
  comparable pay and benefit category with duties
  within the member's capacity if the member was an
  employee of the state or university.

22
Affirmative Action Goals

• Nondiscrimination-EEO-ARM 2.21.4001, et seq. As
  an equal employment opportunity employer, each
  state agency implements and maintains an
  effective equal employment opportunity program.
• This may include a written affirmative action
  plan.

23
What is discrimination?

• Discrimination in employment occurs when an
  employers decision or practice acts as a barrier
  to a person in a protected group, and the
  employer fails to show that the decision or
  practice legitimately job-related.

24
Protected Groups

• race
• color
• national origin
• sex - includes pregnancy, maternity, sexual
  harassment
• sexual orientation - state policy

• religion
• creed
• age - all ages
• marital status
• mental or physical disability
• political beliefs - public sector

Retaliation is also protected
25
Major Types of Discrimination

• Disparate Treatment - (Intentional
  Discrimination)
• Adverse Impact (The Big Mistake)

26
Disparate Treatment

• The manager who purposely treats an applicant or
  employee differently because of the person's
  protected status is guilty of disparate
  treatment.
• Examples
• rejecting all Indian applicants because of the
  concern that one or more of them may not show up
  for work on time
• A supervisor makes sexual advances and the
  employer does not take prompt and appropriate
  action.

27
Adverse Impact (Disparate Impact)

• Discrimination can result from neutral employment
  practices, applied to all employees or
  applicants, that disproportionately exclude some
  protected groups.
• Example Certain educational requirements -
  Education requirements such as high school
  diploma or degree have been found to have an
  adverse impact on certain protected groups with
  less access to these types of criteria.

28
Legal Discrimination

• Business Necessity
• Bona Fide Occupational Qualification (BFOQ)

29
Business Necessity

• An employer may legally discriminate if the
  employer can prove that the practice is essential
  to the safe and efficient operation of the
  business. In addition, the employer must show
  that theres no less discriminatory practice that
  would work.
• Customer or co-worker preferences dont qualify
  as a business necessity.
• For example, an employer could prove that bus
  drivers need a level of vision for the safety of
  passengers. Some visually impaired persons would
  not qualify.

30
Bona Fide Occupational Qualification

• It is permissible in rare instances to
  discriminate based upon a protected class when it
  is compelled by business necessity. In order to
  prove that BFOQ is necessary, an employer must be
  able to prove that no one in the excluded group
  could do the job satisfactorily.
• The courts have also allowed employers to hire
  employees of the same sex as that of the client
  or customer when the job directly involved a
  potential invasion of another's privacy.
• Custom or convenience will not justify a BFOQ
  exception.

31
BFOQ Example

• In Montana, Riverside Youth Correctional Facility
  has a BFOQ for Correctional Counselors.
  Riverside Youth Correctional Facility is a
  facility for juvenile girls, which houses the
  girls in cottages. The facility hires only
  females as cottage care attendants for certain
  shifts.
• This BFOQ applies to shifts when only one
  employee is on duty to cover the cottage. The
  practice protects female residents' right to
  privacy.

32
What does this mean for us?

• State agencies have few professionally validated
  selection devices. Our tests could be viewed as
  subjective.
• In particular, courts hold interviews to the same
  scrutiny as other tests.
• Use caution in establishing criteria for
  selection. Make sure all selection procedures
  are based on a current job analysis, are
  job-related, and that you can document their
  relationship to the job.

33
Job Qualifications

• One of the most problematic aspects of employment
  practices from the view point of EEOC is the
  setting of job qualifications.
• Job qualifications may have been set with
  business needs in mind. However, in practice,
  have exclude women, minorities, older applicants,
  or other protected groups.
• Develop qualifications to screen in qualified
  applicants not screen them out!

34
Employment tests -Qualifications

• Griggs v. Duke Power Co. The landmark U.S.
  Supreme Court decision of 1971 which determined
  that employment tests or qualifications which
  screen out minorities or women at a higher rate
  than other candidates cannot be used unless the
  employer proves that such a selection method is
  related to the job for which it is used. Such
  proof must be in the form of a validation study.

35
What about these? Adverse Impact

• Minimum height requirements have
  disproportionately screen out women people of
  various national origins, such as Hispanics or
  Asians.
• Certain educational requirements - have been
  found to have an adverse impact on certain
  protected groups with less access to these types
  of criteria.
• Physical agility tests Tests that measure
  physical agility can have an adverse effect on
  women. (Coopers Standard law enforcement
  testing)

36
All Employment Practices

• The principle applies all employment practice and
  all protected groups. Any practice that
  adversely affects a disproportionate percentage
  of any protected group is unlawful, unless
  justified by business necessity.

37
Other Forms of Discrimination

• Perpetuation of Past Discrimination
• Retaliation
• Failure to provide Reasonable Accommodation for
  an employee's or applicants religious practices
  or disability

38
How can you comply with EEO laws?

• Uniform Guidelines on Employee Selection
  Procedures - your selection process must be both
  valid and reliable to withstand legal challenge.
• Validity means your methods are job-related
  (construct validity, criterion-related validity
  content validity)
• Reliability means several evaluators can apply
  your procedures consistently.

39
Construct Validity

• Construct validity - Demonstrated by data showing
  that the selection procedure measures the degree
  to which candidates have identifiable
  characteristics (personality traits) which have
  been determined to be important for successful
  job performance.
• Proving construct validity requires complex
  statistical analyses.
• Intelligence tests are one example of measurement
  instruments that should have construct validity.

40
Criterion-related Validity

• Criterion-related validity- Demonstrated by
  empirical data showing that the selection
  procedure is predictive of or significantly
  correlated with important elements of job
  performance.
• Example If people who score higher on a test
  perform better on the job than those with lower
  test scores, the test had criterion validity.

41
Content validity

• Content validity The extent to which the content
  of a test (a) represents the subject area or
  behavior it is intended to measure and (b) is
  related to requirements and qualifications
  important for successful job performance.
• Example- A computer test for a job that requires
  computer work such as Excel, Microsoft word,
  Power Point, Adobe Creative Suite, HTML

42
Content validation is a 3 step process

• Job analysis is critical. You must decide what
  the job content is and how to measure it.
  Validity
• You need to develop test items or work samples
  that reflect the essence of the job. Try to
  develop these so they directly reflect what a
  person does on the job. Validity
• Experts who are familiar with the job need to
  evaluate the items and agree that the test
  procedure accurately reflects the job.
  Reliability

43
Adverse Impact

• After determining your selection devices are
  reliable and valid, you must also make sure they
  dont adversely affect any protected group.
• The Uniform Selection Guidelines rely on the
  4/5ths or 80 rule. Its a practical way to
  focus attention on selection rates. To figure
  out if a selection procedure violates the
  "4/5ths" rule, an employer compares the hiring
  rates for different groups. A selection rate for
  any protected group that is less than four-fifths
  of the rate for the most-selected group could
  point to adverse impact.

44
Where do I start?

• Each agency shall develop an EEO program as
  provided in
• the Governmental Code of Fair Practices,
  49-3-201, MCA, and
• the Nondiscrimination-EEO policy, MOM Policy
  3-0630.
• the Recruitment and Selection policy, MOM Policy
  3-0165

45
Where do I start? Cont

• Each agency shall maintain records (electronic)
  for each job, on sex, race and ethnic group for
  employees and applicants, as provided in
  49-2-102, MCA, and The Uniform Guidelines On
  Selection Procedures, Title 29, CRF Part 1607 and
  Recruitment and Selection policy, MOM Policy
  3-0165
• Each agency shall make adverse impact evaluations
  at least annually for each group that is 2 or
  more of the labor force and develop an action
  plan to correct problem areas as provided in the
  Uniform Guidelines On Selection Procedures, Title
  29, CRF Part 1607 and Recruitment and Selection
  policy, MOM Policy 3-0165
• State personnel division, department of
  administration, shall provide the adverse impact
  report to each agency. Recruitment and Selection
  policy, MOM Policy 3-0165.

46
Governmental Code of Fair Practices

• 49-3-201. Employment of state and local
  government personnel.
• (1) State and local government officials and
  supervisory personnel shall recruit, appoint,
  assign, train, evaluate, and promote personnel on
  the basis of merit and qualifications without
  regard to race, color, religion, creed, political
  ideas, sex, age, marital status, physical or
  mental disability, or national origin.
• (2) All state and local governmental agencies
  shall (a) promulgate written directives
  to carry out this policy and to guarantee equal
  employment opportunities at all levels of state
  and local government   (b) regularly review
  their personnel practices to assure compliance
  and   (c) conduct continuing orientation and
  training programs with emphasis on human
  relations and fair employment practices.      
• (3) The department of administration shall ensure
  that the entire examination process, including
  appraisal of qualifications, is free from bias.
       

47
What is an Equal Employment Opportunity Program?

• Utilization Analysis
• Labor Force
• Workforce
• State EEO Categories
• US Census
• EEO Special File
• Action Plan

48
What is Utilization Analysis?

• A comparison of the percentage of minority and
  women employees in a job group (utilization) with
  the percentage of minorities and women in the
  labor force (availability).

49
Labor Force

• US Census Bureau
• Census 2000 Special EEO File

50
Agreement

• Census Bureau entered into an agreement with
• Equal Employment Opportunity Commission (EEOC)
• Department of Justice (DOJ)
• Department of Labor (DOL)
• Office of Personnel Management (OPM)

51
Special EEO File

• Census 2000 Special Equal Employment Opportunity
  (EEO) Tabulation
• Serves as the primary external benchmark for
  comparing the race, ethnicity, and sex
  composition of an organization's internal
  workforce, and the equivalent external labor
  market, within a specified geography and job
  category.

52
Geographic Area

• Montana is used for the relevant labor market in
  the utilization analysis

53
Action Plan

• Department Organizational Chart
• Department Overview Of Underutilization
• Responsibility For Implementation
• Dissemination EEO Action Plan
• Action-Oriented Programs
• Equal Employment Opportunity Policy Statement
• Complaint Resolution Procedure

54
Identify Barriers

• Employment barriers may be caused by
• Recruitment ProblemsThe Department is not
  attracting qualified women and/or minority
  applicants in numbers proportionate to their
  external availability.
• Selection ProblemsThe Departments selection
  rate for women and/or minorities is significantly
  less than the selection rate for the other
  remaining applicants.
• Upward Mobility ProblemThe Department is not
  advancing qualified women and minorities.
• On-the-Job Treatment ProblemThe job conditions
  or the Departments performance evaluation of its
  employees may have adverse impact on women and
  minorities.

55
Action-Oriented Programs

• Hiring
• Recruitment
• Compensation
• Training Program
• Harassment Discrimination Preventions
• Promotion
• Termination

56
Recruitment and Selection Process
Screening
EEO Laws, Discrimination, and Employment
Preference
Developing a Selection Plan
Employment Interviews
Developing a Selection Procedures
Making Reference and Other Background Checks
Recruiting
Documentation, Process Review and Making the
Final Decision
57
What Is a Selection Plan and Why Have One?

• Definition of a selection plan
• Why have a selection plan?
• So your selection decisions can be defensible
  later
• Two primary steps in selection planning include
• Job Analysis
• Identification of selection procedures
• The RS guide will provide you details of the
  process online at http//hr.mt.gov/HRServices/Gui
  des
• See handout 1-Recruitment and Selection Process

58
Job Analysis

• Its the starting point of the selection plan and
  identifies
• Major duties and responsibilities
• Their relative importance to the job
• The competencies required to perform the duties
• The qualifications for the job (KSB and
  education/ experience requirements)
• Serves as the foundation for supplemental and
  interview questions.
• Recruitment and Selection Manual
• http//hr.mt.gov/HRServices/Guides/recruitmentsele
  ctionmanual.asp
• Appendix 3 - Selection Planning Worksheet 1 --
  Job Analysis
• Appendix 4 Job Profile

59
Conducting the Job Analysis

• Start by identifying and describing purpose and
  duty statements
• Decide what duties are essential
• Identify KSB needed to do major duties
• Identify minimum qualifications
• A guide to help you through the this process can
  be found at Guidelines For Developing A
  Selection Plan
• http//hr.mt.gov/HRServices/guides.asp
• Guidelines For Developing A Selection Plan

60
Important Considerations - Job Analysis

• Job Analysis
• Review job analysis each time a vacancy occurs
  for accuracy
• Three to five major duties cover the most
  significant demands of the job and create a job
  description.
• Get help from SMEs - Employees who have done the
  job or are currently doing the duties in similar
  jobs can help.
• Don't forget to analyze job requirements such as
  physical activities or travel.
• You may need to think of alternative methods to
  perform essential duties to comply with the
  Americans With Disabilities Act.
• See Handout 2 ID of Duties HR Tech Example

61
Developing Minimum Qualifications

• Using the job analysis, identify the KSBs that
  are necessary on the first day of the job.
• Review the list of necessary KSBs remove any
  that could be acquired in the first six months on
  the job.
• Review the list of necessary KSBs remove any
  that cant be measured.
• Determine the education and experience that
  provides the minimum level of KSBs to perform the
  job.
• If youre drafting a vacancy announcement and the
  job is targeted for Affirmative Action consider
  having the State Personnel review the minimum
  qualifications.
• Identify other KSBs that arent necessary but may
  be desirable. Use these as a tiebreaker only
  when more necessary KSBs are essentially equal.

62
Important Considerations-MQ

• You must be prepared to show that requirements
  are job-related.
• The required MQs should state the lowest
  qualifications a newly hired employee needs to
  successfully perform the job on the first day.
• MQs should be distinguishable among applicants.
• MQs shouldnt be so narrow that they rule out all
  applicants except those with an ideal background.
  
• MQs can prevent promoting from lower level
  positions, limit reassignments and mobility, and
  cause employees to seek opportunities elsewhere
  if too restrictive,
• Build in some flexibility when stating MQs, such
  as an equivalent combination of education and
  experience and list them on vacancy
  announcement.
• Limit MQs to competencies you can observe and
  evaluate.
• See handout 3 MQ Guide

63
Example Major Duty

• Human Resource Technician (Pay Band 3)
• Supports Recruitment-Responds independently to a
  wide ranges of questions. Designs and revises
  recruitment forms and processes, provides input
  to Human Resource Specialist on process
  inefficiencies, and acts as a back-up to the
  Recruitment Specialist. Gathers necessary
  information and documents on time and sends them
  to the proper agency to process the request.

64
Example KSBs

• Human Resource Technician (Pay Band 3)
• Detailed knowledge of recruitment and selection
  laws, regulations (knowledge)
• Skill in operating computer equipment and various
  software packages (Word, Excel, Outlook,
  PeopleSoft) (skill)
• Strong customer service orientation (behaviors)
• Develops in-depth understanding of the customers
  needs in order to be more helpful
• Proactively informs customers resolves problem
  and issues with them
• Follows up to ensure the customers expectations
  have been met.
•  

65
Example MQ

• Human Resource Technician (Pay Band 3)
• Three years related work experience, with an
  emphasis on customer service, public relations,
  organizational, and computer skills
  
• or
• Two years of job-related post-secondary course
  work and 1 year of related work experience, with
  an emphasis on customer service and computer
  skills.

66
Special Requirements

• It is critical to identify any special
  requirements necessary to do the job. Does the
  work require a certain license or certificate?
  Does it require travel? Does it involve special
  working conditions?

67
Review/Recap

• Job analysis is the first stage in developing a
  selection plan.
• You establish the major duties and
  responsibilities.
• You identify the knowledge, skills, behaviors and
  MQs needed for success.
• You list special requirements and update the job
  profile.

68
Recruitment and Selection Process
Screening
EEO Laws, Discrimination, and Employment
Preference
Developing a Selection Plan
Employment Interviews
Developing a Selection Procedures
Making Reference and Other Background Checks
Recruiting
Documentation, Process Review and Making the
Final Decision
69
Identification of Selection Procedures

• Physical tests
• Interview
• Work sample
• Training and experience
• Supplemental questions
• Written tests
• Performance tests
• References

70
Selection Procedures

• Recruitment and Selection Manual
• Appendix 5 - Selection Planning Worksheet II --
  Selection Procedures
• Can be found at http//hr.mt.gov/HRServices/Guide
  s/RSAppendix.doc

71
Selection Procedure Guidelines

• Based on job related information
• Developed by job experts
• Developed in advance of application review
• Developed with written criteria applied
  consistently (does not mean identical)
• Documented well

72
Example Supplemental Question

• Human Resource Technician
• A major duty of this position is to support
  recruitment efforts of the department. This
  includes providing general and specific
  information to applicants and hiring authorities,
  providing strong customer service
• Develops in-depth understanding of the customers
  needs in order to be more helpful
• Proactively informs customers resolves problem
  and issues with them
• Follows up to make sure that the customers
  expectations have been met.
• Please describe your experience and training in
  customer service. Give clear examples.
  (Customers include internal as well external
  people you served.)

73
Example - Suggested Responses

• Remember, youre using supplemental questions to
  evaluate minimally qualified applicants.
• When developing questions and suggested
  responses, try to call on at least two job
  experts who are familiar with the position
  (experienced coworkers, supervisors, or the
  incumbent)
• Develop suggested responses for each item on the
  supplement.
• For example, you might design the suggested
  response for the supplemental item, customer
  service orientation, for the Human Resource
  Technician job like this
• EXCELLENT ()
• Gave customer service examples covering all the
  following areas
• Showed that applicant developed in-depth
  understanding of the customers needs in order to
  be more helpful
• Showed that applicant proactively informed
  customers and resolved problem and issues with
  them
• Followed up to make sure that the customers
  expectations had been met.

74
Applying Weights and Scoring

• You may want to give greater weight to certain
  questions in the application supplement or
  interview
• You can apply weights not only to individual
  questions, but also to all aspects of the
  selection process
• Applying weights to selection procedures needs to
  happen before you review any applications or
  qualifications

75
Important Considerations Selection Procedures

• Selection Procedures
• Look at competencies and MQs to see which
  selection procedures will best evaluate the
  applicants' ability to perform the job
• A common combination often includes supplemental
  questions, a performance test, interview,
  reference and occasionally background checks
  (based on the job)
• If a certain competency is needed to perform
  several major duties, you should use more than
  one selection procedure to evaluate whether
  applicants have that competency.
• You must develop the procedures you will use
  before you do any screening to reduce potential
  bias and possible discrimination

76
Recruitment and Selection Process
Screening
EEO Laws, Discrimination, and Employment
Preference
Developing a Selection Plan
Employment Interviews
Developing a Selection Procedures
Making Reference and Other Background Checks
Recruiting
Documentation, Process Review and Making the
Final Decision
77
Recruiting

• Successful recruiting requires a clear picture of
  the job and the competencies applicants need to
  do that job. Your current job analysis lays the
  cornerstone for this process. Be creative!
• Before starting, you may need authorization to
  recruit from your agencys human resource
  office.
• Recruitment and Selection Manual
• Appendix 14 - Miscellaneous Forms and Letters
  Example 1.
• Feel free to change the form to fit the needs of
  your agency.

78
Overview

• Job Registry Program and Laid-off employees
• Internal and External Recruitment
• Vacancy Announcements
• Job Service Workforce Centers
• State of Montana Employment Information
• Advertising the Vacant Position
• Information Required with Application

79
Making the vacancy known

• How do you let potential applicants know you have
  a vacancy?
• Should you recruit internally or externally or
  both?
• Should you advertise in the media in addition to
  posting the job?
• How widely should you advertise?
• Should you take special steps to contact special
  recruitment sources?
• And what about the State Employee Protection Act
  for laid-off state employees?
• Lets tackle the last question first.

80
Job Registry

• The State Employee Protection Act (2-18-1201,
  MCA, et seq.) - Agencies are encouraged to
  consider applicants included in the job registry
  before posting vacancies externally You are not
  required to utilize the job registry.
• The job registry is an automated self-service
  process for agencies and is located on the MINE
  website.
• You may use your regular selection procedures and
  give preference to the employee with the longest
  continuous state service.

81
Internal Recruitment

• Provides quickest, easiest, and least expensive
  method
• Obtain applicants familiar with the agency work
  environment
• Good information on their current performance
  -Often the best way to assess how they will
  perform on the new job
• Spend less time orienting the new employee
• Most important reason for recruiting internally
  is simple morale - Employees who know your
  agency offers opportunities for promotion and
  career advancement are more apt to be satisfied,
  productive, long-term employees.

82
Internal Recruitment cont

• There are some disadvantages to recruiting
  internally
• May perpetuate biases or discriminatory practices
  
• EEO goals may be difficult to meet
• May create barriers to new ideas/insight
• Internal promotions can result in competition,
  conflict, and changes in working relationships
  -can drive morale down, rather than up.

83
Consider These Questions

• Should you limit recruitment to internal
  announcements, at least at first?
• Do you have people working in your agency who are
  qualified and interested in the job?
• Do you have department policies or collective
  bargaining agreements requiring internal
  recruitment?
• Would a current employees institutional
  knowledge give a big boost to either job
  performance or the agencys mission?
• Is the position hard to fill because of stiff
  requirements in education, technical ability, and
  experience?

84
External Recruitment

• New perspectives, experience, behaviors, and
  knowledge to an organization
• Fulfillment of EEO requirements
• Increases diversity in the workforce
• Takes more time and more money

85
Consider These Questions

• Have you checked with HR to find out about any
  qualified laid off employees from your agency?
• Have you checked the job registry?
• Should you recruit locally, statewide, or
  nationally and determine options such as
  magazines, newspapers, MT employment website?
  (must post for 5 days)
• What will your budget allow you to spend?
• Have you followed department policy for external
  recruitment?
• Have you considered EEO action plans or
  collective bargaining agreements?
• What size applicant pool do you want to consider?

86
Workforce Investment Act

• You may fill a position with a participant in
  on-the-job training, work experience, or other
  programs conducted under the Workforce Investment
  Act such as dislocated worker programs, adult and
  youth programs, welfare-to-work programs, Native
  American programs, and school-to-work programs
  without a competitive process, as indicated in
  the Recruitment and Selection Rules.

87
Difficult To Fill

• In recent years, some occupations have become
  hard to fill.
• Competition with other employers.
• Shortage of qualified people.
• Some options are available
• Expanded recruitment
• Extended recruitment
• Continuous recruitment - website 60 days
• Recruitment that targets specific groups
• Increase salary - Broadband pay flexibility
• Your human resource office can help you with ways
  to tackle the problem.
• Be creative!

88
Creative Ad

• Attention desk clerks, receptionists and other
  customer service agents. Like your job but wish
  you had a consistent schedule and weekends off
  and benefits? This position is full time Monday
  thru Friday 8-5. The ideal applicant is
  self-motivated with good data entry and
  communication skills. Entry level wage is
  8.80/hr with excellent benefits package to
  include 3 weeks vacation, sick/family leave, and
  retirement. To find out more call 444-0000 and
  leave a message with information to return your
  call.

89
Call Center Ad

• Helena area call center is building an applicant
  pool for future openings. This busy call center
  does not require sales, but is customer-focused,
  fast paced and requires the ability to obtain and
  provide complex information via telephone, while
  keyboarding into the database. This position is
  full time Monday thru Friday 8-5. The ideal
  applicant is self-motivated with good data entry
  and communication skills. Entry level wage is
  11.05/hr with excellent benefits package to
  include 3 weeks vacation, sick/family leave, and
  retirement. To find out more call 444-0000 and
  leave a message with information to return your
  call.

90
Vacancy Announcements and Advertisements

• A vacancy announcement for all positions open to
  external recruitment must be posted with the
  State of Montana Employment Information website
  http//mt.gov/statejobs/statejobs.asp for at
  least five working days.
• The State of Montana Employment Information
  website is maintained by the State Personnel
  Division, Department of Administration.
• Ensure your advertisements have the State of
  Montanas recommended elements
• Guidelines For Preparing A Vacancy Announcement
• Guidelines For Preparing A Newspaper
  Advertisement
• http//hr.mt.gov/HRServices/guides.asp

91
Post Vacancy

• http//statejobs.mt.gov/pls/mjs/mjs0070w.startup

92
Job Service Workforce Centers

• States recruitment partner
• Provides computers for internet access
• Posts job openings to the public
• Conducts training on how to apply for a state
  jobs
• Provides application materials to the public
• Answers general questions about vacancies
  application procedures
• Forwards completed applications to the hiring
  agency
• Provides a computer learning center for classes
  on how to use the computer, basic internet job
  searching, completing résumés on-line.

93
Workforce Centers- cont

• Montana Job Service Offices have implemented
  expanded testing services
• http//wsd.dli.mt.gov/local/helena/testing.asp

94
Skills Tests

• These are examples of the tests most commonly
  requested

95
State of Montana Employment Information

• http//mt.gov/statejobs/statejobs.asp

96
New Page - draft
97
New On-line Application-draft

• On-line application proto type -
  http//test.stateapp.mt.gov/proto/

98
Recruitment Considerations

• To evaluate education, training, and experience
  (if applicable) decide what you need
• Employment application
• Supplement responses
• Résumé (if required)
• Transcripts (if required)
• When do you need them? For example do you need
  transcripts on everyone that applies or just the
  top candidates?

99
Recruitment and Selection Process
Screening
EEO Laws, Discrimination, and Employment
Preference
Developing a Selection Plan
Employment Interviews
Developing a Selection Procedures
Making Reference and Other Background Checks
Recruiting
Documentation, Process Review and Making the
Final Decision
100
SCREENING
101
What is Screening?

• A rough assessment of a pool of applicants.
• Determines who will continue through the
  selection process.
• Recruitment and Selection Manual
• Appendix 9 Screening Form

102
Initial Screening

• The initial screening should provide a fair,
  uniform, and consistent pre-employment process.
• It helps you decide
• which applicants arent qualified
• which applicants meet minimum qualifications
• which applicants are better qualified and
• which applicants you will invite to continue
  through the selection process.

103
What information is used?

• Job application (summaries of past employment and
  education)
• Responses to supplement questions (training and
  experience evaluation)
• Resume (if required)
• Transcripts (if required)
• Test results (if required)
• Documentation of licensure or certification (if
  required)
• Documentation of preference eligibility.

104
Screening Factors

• Education
• Experience (general)
• Licensure or Certification (if required)
• Training
• Major Duties (specific experience)
• Knowledge, skills, and behaviors (observable)

105
Supplement Questions

• Supplement questions are a tool for reliably
  evaluating an applicant's history.
• Supplement questions and training and experience
  (TE) evaluations help both employers and
  applicants.
• They provide a relatively quick and economical
  way to screen a lot of applicants.
• Given the structure of supplements, you can
  review key information quickly. You can
  consistently see if the applicant has critical
  competencies.
• You dont have to guess about the duties and
  responsibilities an applicant has done in the
  past.

106
Supplement Questions (contd)

• Applicants understand the requirements of the job
  and have an equal opportunity to display their
  qualifications.
• Applicants are more likely to feel they are
  evaluated on job-related qualities, rather than
  on subjective qualities like personality.
• Understanding the job requirements, potential
  applicants wont apply if they dont qualify.
• You get to screen applications against suggested
  responses.
• You can rate applicant responses on a single
  form.
• Based on ratings, you can group applicants for
  example, best qualified, qualified, and
  unqualified. The applicants in the
  best-qualified group are the most likely
  applicants to continue in your selection.

107
Any drawbacks to supplement questions?

• You have no control how people prepare responses
  to supplement questions. Thats why its best to
  use this selection procedure as a screening tool.
  It enables a good analysis of an applicant's
  qualifications, but youll need a lot more
  information before you decide who to hire. Other
  selection procedures will help you get that
  information in controlled situations.
• The applicant shouldnt have to do a lot of
  research to answer supplement questions. For
  example, supplement questions arent the best way
  to assess an applicant's knowledge about a
  specific duty. They cant measure most skills.
  Written communication is an exception, but then,
  you dont really know who wrote the responses.
• Potential, qualified applicants might not bother
  to apply if they have to complete a supplement
  question. This happens a lot when the supplement
  is too long or labor-intensive. Develop the
  supplement with care.

108
How do you interpret minimum qualifications?

• You want everyone involved in screening to
  interpret minimum qualifications (MQs)
  consistently. When assessing MQs, consider the
  following
• Benefit of the doubt
• Equivalencies
• Definition of a "course"
• Hours of training
• Paid versus unpaid work
• Personal experience

109
Equivalencies

• Put your best intentions behind the stock phrase,
  an equivalent combination of education and
  experience.
• Realize that applicants may have achieved MQs in
  a number of ways.
• Applicants might qualify through any combination
  of
• -academic courses -volunteer experience
• -vocational training -military experience
• -work experience -personal experience

110
Equating education and experience

• Theres no magic formula for equating education
  and experience.
• Its helpful if everyone involved in screening
  shares a common method of equating education and
  experience.

111
Example

• These might be equivalent qualifications for a
  job requiring a bachelors degree and two years
  of relevant experience
• eight years of experience in the field,
  especially if it shows progress and growth
• two years of college in a relevant area, plus
  five years of relevant experience
• an associates degree in a relevant area, plus
  four years of relevant experience or
• a masters degree in a relevant area, especially
  if the job requires specialized knowledge.

112
How do you screen applications?

• You can use the applicant screening form. You
  sort and evaluate training, experience,
  supplements, and other application information
  for each applicant.
• List each minimum qualification. List applicants'
  names, or coded numbers. Rate each applicant on
  each MQ. You can use a plus-check-minus ( v
  ) for each area.
• Best Qualified
• Qualified
• Unqualified
• Make sure you are comparing each applicant to
  each stated qualification. Dont compare
  applicants to each other. That step comes later.
  

113
Broad groups

• Once you have compared each applicant to the
  minimum qualifications, you then put applicants
  into broad groups of similar qualifications.
• This approach has several elements
• You put applicants into groups, based on their
  similar job-related competencies.
• You label the groups to distinguish the
  applicants for example, unqualified, qualified,
  best-qualified, or unacceptable, standard, above
  standard.
• Within a group, you consider applicants to be
  substantially equal.
• You apply appropriate employment preferences
  among applicants who are substantially equally
  qualified.

114
Are there other ways to screen applicants?

• You also can use numerically scored procedures to
  screen applicants at any stage of the screening
  process. Using this method, you assign a
  numerical value to each applicant for each
  qualification.
• As with any selection procedure, you need a
  rating scale to help assign scores. For each
  qualification, design a scale with suggestions
  for each point value.
• Consider these ideas when using numerically
  scoring procedures
• Total possible points should add up to 100. This
  enables you to easily set the score in terms of a
  percentage. In addition, it makes it simple to
  apply percentage points for Veterans' Preference,
  when appropriate.
• Assign points to each qualification before
  starting screening.

115
Example- MQ

• One part of a scale for the Human Resource
  Technician job might look like this
• Minimum qualification equivalent of three years
  related work experience, with an emphasis on
  customer service, public relations,
  organizational, and computer skills.
• 5 - three or more years of experience in human
  resources, including recruitment and customer
  service
• 4 - three or more years experience in human
  resources, payroll, or benefits
• 3 - three years of experience in an area
  emphasizing customer service, organizational, and
  computer skills, but without a strong link to
  human resources
• 2 - more than two, less than three years of
  experience in human resources, payroll, or
  benefits
• 1 - less than three years of experience, if no
  part of the experience has a relationship to
  human resources

116
Employment Preference and Screening

• Persons With Disabilities Employment Preference
• The Veterans' Employment Preference
• Indian Employment Preference

117
Recruitment and Selection Process
Screening
EEO Laws, Discrimination, and Employment
Preference
Developing a Selection Plan
Employment Interviews
Developing a Selection Procedures
Making Reference and Other Background Checks
Recruiting
Documentation, Process Review and Making the
Final Decision
118
THE INTERVIEW

• Discrimination
• Types of interviews
• Behavior based interviewing
• Developing interview questions
• Anything you shouldnt ask?
• Scheduling and preparation for the interview
• Conducting the interview
• Common mistakes
• Tips

119
DISCRIMINATION

• DEFINITION
• AN INTERVIEW IS A TEST
• OBJECTIVE INTERVIEWS

120
STRUCTURED V.S. INFORMAL

• STRUCTURED (objective)
• Systematic approach
• Questions developed prior to applicant review
• Same questions for all applicants
• Suggested responses
• Similar conditions
• Panel interview
• Documentation
• Increases interview as a job success indicator
• Defending final decision
• Resource Guidelines for Developing and
  Conducting the Structured Interview
• http//hr.mt.gov/HRServices/guides.asp

• INFORMAL (subjective)
• Judging a single characteristic
• Personal bias
• Quick evaluation
• Content isnt job related
• Inconsistent
• Personal information
• Risk of discrimination

121
DEVELOPING QUESTIONS

• IDENTIFY JOB DUTY DECIDE WHAT KSBs YOU WANT TO
  ADDRESS
• TOOLS
• SkilAnalyzer
• Montanas competency manual
• SUGGESTED RESPONSES (helps to gauge answer)
• APPLY WEIGHT (optional)
• Recruitment Selection Manual, appendixes 11 and
  12
• www.skilanalyzer.com
• http//hr.mt.gov/HRServices/Guides/competencyguide
  .asp

122
EXAMPLE OF (Knowledge Based) INTERVIEW QUESTION

• Position HR Tech
• Duty Supports Recruitment
• Provides general and specific information to
  applicants and hiring authorities.
• Knowledge
• Detailed knowledge of recruitment and selection
  laws, regulations and procedures
• Question
• Part of the duties of this position require you
  to provide information to applicants and hiring
  managers. What kind of information would you
  need to have in order to successfully communicate
  this?
• Suggested Responses
• Job profile
• Vacancy announcement
• EEO data (workforce/labor force information)

123
BEHAVIOR BASEDINTERVIEW QUESTIONS

• Past behavior, best predictor of future behavior
• Actual job related events
• Promotes objectivity

124
EXAMPLE OF (BEHAVIOR BASED ) INTERVIEW QUESTION

• Position HR Tech
• Duty Supports Recruitment
• Must Possess strong independent judgment and
  communication skills to tactfully and
  diplomatically respond, at all times, to a wide
  range of questions about the application and
  recruitment process.
• Behavior Strong customer service orientation
• Develops in-depth understanding of the customers
  needs in order to be more helpful.
• Proactively informs customers resolves problems
  and issues with them
• Follows up to ensure the customers expectations
  have been met

125
EXAMPLE OF (BEHAVIOR BASED ) INTERVIEW
QUESTION, contd.

• Question
• Tell us about the most difficult customer service
  experience youve ever had to handle, perhaps an
  angry or irate customer. Be specific. Tell us
  what you did and what the outcome was.
• Suggested Response
• describes in-depth understanding of the
  customers needs
• Resolves problems
• Follows up
• SHARE
•  

126
EVALUATING THE RESPONSE

• SHARE
• Probing for Information
• Evaluating Responses

127
FOLLOW-UP QUESTION

• You can ask follow-up questions if the initial
  response doesnt give you the information you
  need.
• Restate the question, using information candidate
  gave in the initial response
• Example
• You said the customer calmed down after you
  listened to him. How did you show that you were
  listening?

128
ANYTHING YOU SHOULDNT ASK?

• Questions that give away the answer
• Misleading or trick questions
• Discriminatory questions

129
SCHEDULING,PREPARATION, CONDUCTING
130
SCHEDULING

• Allow enough time between interviews
• Avoid fatigue, ensure that panel members are
  alert
• Communicate time and details to applicants

131
PREPARATION

• Assign questions roles of panel members
• Conduct a mock interview
• Review all application materials submitted

132
CONDUCTING

• Humanizing
• Helping the candidate communicate
• Warm-up question
• Interview setting
• Seating Arrangements
• Accommodation needed?

133
INTERVIEW PANEL,COMMON MISTAKES,TIPS
134
INTERVIEW PANEL

• Why have a panel?
• Deciding panel members
• How many?

135
COMMON MISTAKES

• Central Tendency
• Leniency
• Halo / Horn
• Contrast / similarity
• Recency

136
INTERVIEW TIPS

• Echo, Silence, Summary, Non-Verbal
• SHARE
• Documentation / Interview Notes
• Closing

137
KEEP THIS IN MIND

• THE LAW PRESUMES ANY QUESTION ASKED IS USED AND
  BASED ON THE FUNCTIONS OF THE JOB

138
Recruitment and Selection Process
Screening
EEO Laws, Discrimination, and Employment
Preference
Developing a Selection Plan
Employment Interviews
Developing a Selection Procedures
Making Reference and Other Background Checks
Recruiting
Documentation, Process Review and Making the
Final Decision
139
REFERENCE CHECKSBACKGROUND CHECKS

• CHECKING, OBTAINING , PROVIDING REFERENCES
• GOOD PREDICTOR?
• CONSUMER REPORTS, CRIMINAL CHECKS, OTHER CHECKS
• FCRA
• HOW TO DECIDE?
• LIABILITIES
• TIPS, GUIDELINES, RESOURCES

140
CHECKING REFERENCES

• Why check references?

141
OBTAINING REFERENCES

• Why, sometimes difficult, to obtain?
• Obtaining the reference
• Recruitment Selection Manual
• Appendix 13

142
PROVIDING REFERENCES

• Related MCA
• MCA website
• Qualified Privilege
• Job Related Information
• Agency Policies
• Professionalism

143
ARE REFERENCESA GOOD PREDICTION?

• Predictor?
• Reliability / Validity
• Common biases
• Variables
• Why bother?

144
CRIMINAL OTHER TYPES OF BACKGROUND CHECKS

• Criminal Background
• Credit Checks
• Other Checks

145
FAIR CREDIT REPORTING ACT(FCRA)

• As an employer, you may use consumer reports when
  you hire new employees and when you evaluate
  employees for promotion, reassignment, and
  retention , as long as you comply with the Fair
  Credit Reporting Act (FCRA)
• Individuals must be aware that consumer reports
  may be used for employment purposes and agree to
  such use
• Individuals are notified promptly if information
  in a consumer report may result in a negative
  employment decision, and given a copy of the
  report and summary of their rights

146
HOW TO DECIDE?

• Job-Related
• Some checks are mandated
• Employer responsibilities
• Fair Credit Reporting Act Links
• For sample formats see
• Appendix 13, Recruitment Selection Manual

147
LIABILITIES

• Negligent Hiring
• Qualified Privilege
• Mandated checks