Recruitment in a Careerbanding World

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Recruitment in a Career-banding World

• Office of State Personnel
• July 2008

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Selection Process
Posting
Leveling the Position
Screening
Interviewing
Assessing the Candidate
Making Offer
Setting Salary
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Why is this important ?

• Selection .. based on
• relative consideration of qualifications
• using fair and valid selection criteria
• Promotional priority considered if .. eligible
  employee and outside applicant have
  substantially equal qualifications

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How?

• How do we best
• review applications
• interview candidates
• and make a selection
• in a competency-based HR system?

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The answer is

• Behavioral-based interviewing
• and competency assessment
• focused on
• competencies
• needed to succeed in the job

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Because .

• Past behavior
• is
• the best predictor
• of
• future behavior

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Leveling the Position

• Define the business need
• Describe the work
• Determine competency requirements.
• Establish minimum TE
• Set position competency level

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Posting

• ID Position Competency level
• Set Recruitment Range or Salary Range
• Add statement to consider lower level candidates?
• Add salary grade equivalency

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Next in the Process ..
Screening
Interviewing
Assessing the Candidate
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Selecting Applicants to Interview

• Use Applicant Selection Matrix
• ID Qualified Most Qualified
• Meet Minimum TE
• ID Competencies Indicated
• Select Applicants to Interview

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Exercise 1

• Screening the Applicants

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Next in the Process ..
Screening
Interviewing
Assessing the Candidate
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Preparing for the Interview

• Use Interview Worksheet
• Review application
• Prepare questions based on competencies

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Why spend extra time?

• Spend more time listening
• Consistent questions
• Get consistent results
• Re-use
• Impress candidates !

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Reviewing the Application

• Develop Hypotheses
• about competencies
• ID Unanswered Questions about competencies

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Exercise 2

• Reviewing the Application

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Preparing Interview Questions

• The Art of Asking Questions
• Behavior-based
• Accomplishment Questions
• Situational Questions
• Direct Competency Probes
• Open-ended questions
• Tell me about
• Describe a time when ..
• Give me an example of .
• Legally defensible

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Comparison of Questions

• Traditional
• Predictable
• Straight-forward answers
• General

• Behavior-based
• More pointed
• (about a specific skill, knowledge or ability)
• More probing
• Situational What would you do?

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Examples of Questions

• Traditional
• What are your strengths and weaknesses?
• What problems did you face and how did you handle
  them?
• Describe a typical work week.

• Behavior-based
• Describe a decision you made that was unpopular
  and how you implemented it.
• What do you do when your work is interrupted?
  Give an example of how you handle it.
• Tell me about a time you worked effectively under
  pressure.

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Sample Question 1

• Tell me about a recent problem that came up in
  your job for which old solutions would not work.
  How were you able to solve this problem?

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Sample Question 2

• Summarize the key principles of adult education
  and explain how to use them in instructional
  design.

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Sample Question 3

• Describe a situation where you were successful
  in getting people to work together effectively.

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Exercise 3

• Practice
• Writing Questions
• (and follow-up questions)

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Setting up the Interview

• Setting the Tone
• Physical Arrangements
• Establishing Rapport
• Describing the Purpose
• Describing the Next Steps

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Basic Interviewing Skills

• Follow-up Questions
• Peeling the onion
• Active Listening
• Recording
• Interpreting Results

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Evaluate Responses

• What did you learn about how the candidate
  demonstrated the competency?
• Another competency?
• Clear example?
• Answered question?
• Other concerns raised?

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Responses to be wary of

• Feelings or opinions
• Theoretical statements
• Future-oriented statements
• Vague statements
• Missing or more components

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Describe some projects that you have been
largely responsible for in a previous position.

• Candidate describes specifically how s/he was
  responsible for initiating completing several
  major projects talks about results.
• Candidate says s/he was responsible for
  initiating completing several projects.
• Candidate says s/he worked on projects but had
  no part in their initiation or responsibility for
  their completion.

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Think about a time when you had a number of
important deadlines and your manager kept
requesting different changes to a report that
caused you to miss your deadline. What did you
do?

• Candidate says s/he discussed the conflict
  with the manager, suggested an alternative and
  agreed on how to handle it better next time.
• Candidate says s/he told the manager about the
  problem and how frustrating it was.
• Candidate says s/he decided to just work
  through lunch more often because the manager
  didnt like to hear criticism.

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Exercise 5

• Rate the Responses

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Next in the Process ..
Screening
Interviewing
Assessing the Candidate
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Functional Competency Assessment
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Initial Competency Assessment for Recommended
Applicant
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Exercise 6

• Writing the Initial
• Competency Assessment

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Next in the Process
Posting
Leveling the Position
Screening
Interviewing
Assessing the Candidate
Making Offer
Setting Salary
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Setting Salary

• Financial Resources - amount of funding available
  when making pay decisions
• Appropriate Market Rate - market rate applicable
  to the competencies demonstrated by the
  employee
• Internal Pay Alignment - consistent alignment of
  salaries for employees who demonstrate similar
  required competencies in same banded class within
  work unit or organization
• Required Competencies - competencies associated
  levels required based on organizational business
  need

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Pay Based on Competencies
Contributing Journey
Advanced Comp 1 X Comp 2
X Comp 3 X Comp 4
X Overall X
recommended salary for Ann Petrie
Max
JMR
Min
ARR
CRR

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Finishing the Process
Posting
Leveling the Position
Screening
Interviewing
Assessing the Candidate
Making Offer
Setting Salary
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• QUESTIONS?