Recruitment and Selection Training

1
Strategic Hiring Workshop
2
Todays Agenda

• Employment Process Overview
• Defining The Need (exercise 1 identify
  who you need)
• Screening Applications (exercise 2
  screen applications)
• 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
• Verifying Applicant Qualifications

3
Top 5 Interview Follies

• Applicant challenged interviewer to arm wrestle.
• 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.
• Candidate asked me if I would put on a suit
  jacket to insure that the offer was formal.
• Interrupted to phone his therapist for advice on
  answering specific interview questions.
• Asked if I wanted some cocaine before starting
  the interview.

4
Overview

• Importance of executing the hiring process
  effectively.
• Hire better people
• Improve productivity
• Improve morale
• Reduce turnover costs
• Reduce time spent on personnel issues
• Harvard study
• 80 of turnover is due to hiring mistakes

5
Overview
III. UNMC Employment Process Flow
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 KSAs 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.
New Employee starts work
Candidate accepts offer
Pre-employment background check and any other
compliance requirements completed.
New Hire Entered into SAP
Candidates not hired are notified via phone call
or letter.
6
Define The Need

• Know the current job (update description if
  necessary)
• Required qualifications
• Preferred qualifications
• Knowledge, Skills, Abilities (KSAs)
• 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
7
Define The Need
Diversity is an inclusive concept considering
such things as

• Age
• Marital Status
• Income
• Work Experience
• Race/Ethnicity
• Education

• Language
• Gender
• Physical abilities/qualities
• Job classification
• Religious beliefs
• Musical preference

8
Define The Need
Whats the Benefit of Diversity and why should we
care?

• Increased or Improved

• Productivity
• Marketing opportunities
• Creativity

• Flexibility
• Business Image
• Innovation
• Knowledge base

9
Define The Need
Whats the Benefit of Diversity and why should we
care?

• More effective communication
• More responsive to customers
• More reflective of community served
• Reduced lawsuits and complaints

10
Define The Need
How to pick the right candidate Management Tools

• Assess hiring needs quarterly
• Define the needs for the department
• Language issues
• Cultural issues
• Customer/client demographics

11
Define The Need
How to pick the right candidate Management Tools

• Review job description- consider expanding
  minimum requirements if narrowly defined
• Insist on a diverse pool of applicants
• Consider additional qualifications

12
Define The Need
How to pick the right candidate Management Tools

• Include a diverse group on your interview team
  listen to feedback
• Hire the best candidate for the job.

13
Exercise 1

• Defining The Need

14
Screening Applications

• Screening
• Set aside time to thoroughly review applications
  daily
• Does the applicant possess KSAs to effectively
  perform the job
• Education
• Licensure
• Training
• Work experience
• Skills
• Look for actions, results, and accomplishments,
  not just duties performed

15
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)

16
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

17
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. Veterans Preference

18
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

19
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

20
Exercise 2

• Screening Applications

21
Interviewing Style

• 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

22
Interviewing Style

• Unstructured (shoot from the hip)
• No pre-planned agenda Doesnt always provide
  necessary info
• Lack of structure can make it hard to compare and
  rank applicants
• Not as easy to defend hiring decision

23
Interviewing Legal Guidelines

• The Basics
• Be fair to everyone you consider
• Be consistent in your evaluation methods
• Keep conversation job related

24
Interviewing Legal Guidelines

• Title VII of the 1964 Civil Rights Act
• Prohibits discrimination based on race, color,
  religion, gender, and national origin
• Age Discrimination in Employment Act
• Prohibits questions about a persons age
• Protects individuals over age 40

25
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

26
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

27
Interviewing Legal Guidelines
Sample Questions

• NO YES

How 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
28
Interviewing Legal Guidelines

• ADA in-depth (for all applicants use the
  following process)
• Give applicant copy of job description and allow
  them time to fully review it.
• Ask if they fully understand the job
• Ask if the person can perform all essential job
  functions with or without reasonable
  accommodation
• Rely on candidate to mention need for
  accommodation
• If mentioned, note accommodation need and move on
• If candidate is selected, assess reasonableness
  of accommodation prior to offer. (may request
  medical documentation if necessary)
• Mention somewhere in the interview that regular
  attendance is important

29
Interviewing Legal Guidelines

• ADA in-depth continued
• Do not
• Ask the person if they have a disability
• Discuss existence, nature, or severity of
  disability even when apparent
• Ask if someone will need to take leave for
  condition
• Ask about a persons work comp history
• Commit to an accommodation on the spot

Legal Guidelines III. Americans With
Disabilities Act
30
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
31
InterviewingQuestion Development

• Behavioral Interviewing
• Interviewing approach that looks at past behavior
  as the best predictor of future performance.
• Aims to match peoples 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)

32
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
33
Interviewing Question Development

• Behavioral Interviewing Cont
• 5 step process
• Know the KSAs and behavioral attributes of the
  job
• Determine questions that elicit the desired
  behaviors of the job
• Develop structured format for asking the
  questions
• Consider good, average, and bad benchmark
  answers and prepare scoring sheet
• Take notes
• recording actual responses
• Omit prejudicial or judgmental comments
• Maintain a consistent format for each candidate

34
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
35
Exercise 3

• Interview Question Development

36
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

37
InterviewingFacilitating Open Discussion Cont...

• Listen more, talk less
• Pay attention to applicant body language and
  facial expressions
• Probe deeper on topics of interest

38
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

39
Interviewing Red Flags Cont

• Significant delays in accepting an offer
• References refuse to discuss candidates
  qualifications
• Strong differences of opinion among interviewers

40
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

41
Interviewing Process Flow Example
Phone screen Short, basic information gathering
Offer job
Face-to-face interview 1 Continue information
gathering Assess technical, job related
KSAs Assess behavioral attributes
Face-to-face interview 2 Skill
testing Additional behavioral assessment New
interviewer added to mix Tour office, meet other
employees
Check References
42
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

43
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.

44
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

45
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 candidates responses
• Do not telegraph approval or disapproval of
  candidates responses

46
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

47
Verifying Applicant Qualifications
Background Check (Coordinated by HR, performed by
3rd party administrator)

• 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

48
Verifying Applicant Qualifications

• Reference 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
49
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

50
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

51
Candidate Assessment Cont

• Hard skills evaluation
• Does the applicant possess the critical
  knowledge/skills needed to do the job?
• Does the candidate have the ability to apply this
  knowledge/skill in the successful completion of
  job duties?
• 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
52
Applicant Communication

• Mediums
• Jobs_at_ 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)

53
Applicant Communication Cont

• Things to keep in mind
• Update status in Jobs_at_ 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.

54
New Hire

• Complete all necessary pre-employment compliance
  requirements
• Ensure new hire is properly oriented to UNMC and
  department.

New Hire Managers Check List
55
Thank You!!