Recruitment in a Career Banded World

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Recruitment in a Career Banded World

• Angela Miller
• Recruitment Services Manager
• 919-733-2940

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Objectives

• Provide general understanding of competency-based
  employment policies and processes
• Introduce Executive Order 30 and proposed changes
  to the Departments Merit-Based Employment plan
• Review new posting requirements.
• Gain knowledge on how to effectively develop a
  competency based job vacancy announcement

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Objectives(Continued)

• Understand how to link the vacancy announcement
  to the application evaluation and selection
  processes
• Reinforce importance of priority consideration in
  selection process
• Introduce behavioral-based interviewing as an
  effective technique for assessing applicants
  competency level

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Merit-Based Employment Process

HIRING MANAGER
HUMAN RESOURCES

Learns of vacancy
Notifies agency HR Reviews position role
Determines needs Considers EEO goals
Learns of vacancy
Pre-Recruitment Phase
HR gathers information needed by Hiring Manager
to develop vacancy announcement


Hiring Manager and HR Specialist meet to plan
recruitment strategies

Assists HM in developing vacancy announcement
Vacancy Announcement developed
Job is posted into PMJOBS
Recruitment Phase
Applications screened according to KSAs,
competencies and T E
panels
May Screen for HQ applicants. Selects candidates
for interviews
Selection Phase


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Hiring is a Partnership

• Management
• Considers current organizational/work unit needs
• Evaluates and plans recruitment process
• Determines selection tools
• Screens and evaluates applicant qualifications
• Interviews selects final candidate

• Human Resources
• Consults with and trains hiring managers on laws
  and policies with regard to hiring Merit-based
  Employment
• Provides fair objective screening
• Ensures hiring process is legally defensible

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Review of Merit-Based Employment Policy

• Applies to all positions subject to State
  Personnel Act (GS 126 115C)
• Positions filled with Highly Qualified
  individuals
• Selections based solely on job related criteria
• Compliance with all state and federal employment
  laws, regulations, and policies
• No hiring on basis of political affiliation or
  influence (impartial in recruitment and selection
  decisions)

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IntroducingExecutive Order 30

• New procedure for DHHS
• Allows hiring managers to participate in
  screening for highly qualified applicants
• Hiring managers may opt to continue to have HR
  perform this duty

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Competency Defined

• Competencies
• The set of knowledge, skills, abilities and
  behaviors that employees must demonstrate to be
  successful in their jobs and to support the
  organization's mission and goals.
• Competencies can be taught, learned, measured,
  monitored and improved through training and
  development.

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Competency Levels Defined

• Contributing Competencies The set of KSAs, and
  behaviors typically performed in an entry-level
  position.
• Journey Competencies The set of KSAs, and
  behaviors typically performed at a full
  performance, experienced level.
• Advanced Competencies The set of KSAs, and
  behaviors typically performed at the expert
  level. These advanced competencies are not always
  required in every work unit.

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Definitions

• Knowledge understanding gained through
  experience or study
• Skill proficiency that is readily observable,
  quantifiable, and measurable
• Ability capacity to perform an activity
• Behaviors - the manner in which one carries out
  the job duties.

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Required Competencies

• Factors that make an employee successful in a
  particular job
• Knowledge
• Skills
• Abilities
• Work behaviors
• Training
• Education

COMPETENCIES
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NEW Request for Posting Form

• Banded Classification Title
• Working Title
• Salary Grade Equivalent
• Competency Level (C,J,A)
• Recruitment Hiring Range (binding)
• Part time hours (if applicable)

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Request for Posting Form(continued)

• Include unusual work requirements (shifts)
• Consider EEO goals and obtain EEO Designees
  signature
• Address ADA requirements
• Determine targeted recruitment sources
• Determine open or internal posting

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Request for Posting Form (continued)

• Carefully define selection criteria (knowledge,
  skills, abilities, and behaviors), competency
  statements
• Essential functions
• Add preferences
• Required licenses or certifications
• Avoid use of acronyms and exclusionary references

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Hard to Fill Positions

• "If there are no applicants who have the required
  _______ level competencies listed in the
  Knowledge, Skills, Abilities, and Competencies
  section, management may consider other applicants
  who have lower _______ level competencies at a
  salary range of xxxxx - zzzzz.

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Resources

• Recruitment Strategies
• http//www.dhhs.state.nc.us/humanresources/recrui
  tment/
• Writing Effective Vacancy Announcements
• http//www.dhhs.state.nc.us/humanresources/vacanc
  y/
• Checking Employment References
• http//www.dhhs.state.nc.us/humanresources/refere
  nces/

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Employment Priority Considerations

• PROMOTIONAL PRIORITY
• REDUCTION-IN-FORCE (RIF)
• VETERANS PREFERENCE
• WORKERS COMPENSATION
• POLICY-MAKING EXEMPT (/- 10 YEARS) (rare)

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Employment Priority Considerations

• Policy will not change due to Career Banding
• Use the salary-grade equivalent to determine
  RIF or Promotional Priority

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Screening ApplicationsHR will screen for
minimally qualified

• Applicants must meet minimum competencies (KSAs
  and behaviors) listed on the vacancy
  announcement, and
• Minimum training and education requirements (TE)

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Screening Applications (continued)

• Hiring manager may
• Determine highly qualified candidates from the
  qualified pool
• Must document on the Applicant Selection Log HQ
  and Q
• Highly qualified candidates clearly exceed
  training experience and KSA requirements

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Screening Applications(Continued)

• Do NOT compare applicants to applicants.
• DO reference job requirements listed on the
  vacancy announcement.
• Do NOT use preferences to screen for highly
  qualified
• May use preferences to determine interview pools.

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Competency-Based Interviewing

• Uses past experience to predict future success
• Evaluates competencies against target job
  requirements (Knowledge, Skills, Abilities)
• Requires applicant to focus on job-related
  competencies
• Provides measurable data to substantiate
  selection decision

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Behavioral Based Interviewing

• Demonstration of competencies is the best
  predictor of future success.

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Behavioral Based Interviewing

• Valid
• Reliable
• Defensible
• Uses essential job functions

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STAR

• Situation or Task the situation or problem
  leading to the applicants actions
• Action active attempts to affect a change or
  influence events
• Result the outcome of the applicants actions

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Interviewer Must

• Assess competency level (comprehensive)
• Determine if at, below, or above required
  competency level
• Complete Competency Assessment Form
• Make salary determination

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DHHS Pay
Band Placement Guidelines
Public Safety Officer
Fully demonstrates C level competencies
Fully demonstrates J level competencies
Fully demonstrates A level competencies
CRR
ARR
min
max
JMR
25,200
29,643
39,176
49,300
33,200
New hires or employees who do not possess
or demonstrate all of the C level competencies
New hires or employees who demonstrate some of
the C level competencies and some of the J
level competencies
New hires or employees who demonstrate some of
the J level competencies and some of the A level
competencies
Employees who possess all of the A level
competencies and may be achieving some higher
level banded class competencies
For jobs in the triangle area, use triangle
market rates
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DHHS Pay
Band Placement Guidelines
Public Safety Officer
Fully demonstrates C level competencies
Fully demonstrates J level competencies
Fully demonstrates A level competencies
CRR
ARR
min
max
JMR
25,200
29,643
39,176
49,300
33,200
New hires or employees Who do not possess
or demonstrate all of the C Level competencies
New hires or employees Who demonstrate some of
the C Level competencies and some of The J level
competencies
New hires or employees Who demonstrate some of
the J level competencies and some Of the A level
competencies
Employees who are required to demonstrate all of
the A level competencies and may be required to
perform some higher level banded class
competencies
Fred Gunn
Jim Law
Elaine Ticket
Antonio Badgewell
Susan Kojak
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New Hire Susan Kojak
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Documentation

• At the conclusion of the hiring process, submit
  to Human Resources
• All applications
• Interview questions and notes for all applicants
  interviewed
• References
• Completed, signed Applicant Selection Log
  including recruitment sources (i.e., how you
  advertised)
• Rejection letters
• Confirmation of offer letter
• ALL documentation supporting the hiring decision

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In conclusionyou are now able to

• Understand the competency-based employment
  processes
• Screen applications according to Executive Order
  30
• Use the new job posting form
• Develop a competency-based job vacancy
  announcement
• Link the vacancy announcement to the application
  evaluation and selection processes
• Use priorities in the selection process
• Conduct behavioral-based interviewing

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Recruitment in a Career Banding World

• What questions do you have?

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Thank you and good luck!

• Angela Miller
• Recruitment Services Manager
• 919-733-2940