recruiting and hiring — practical tips and techniques

Recruiting and Hiring: Practical Tips and Techniques

Presented by: Dawn Davidson Drantch, Esq., In-House Counsel

& Bob Chanin, MBA, Director of Human Resources

This program has been approved for 1 General recertification credit hours toward PHR, SPHR and GPHR recertification through the HR Certification Institute. To receive a certificate of completion, please email: marketing@alcottgroup.com with your request.

We are a Professional Employer Organization (PEO) providing outsourced human resource services, support and administration to small and mid-sized companies

More than 25 years in business

Accreditations:

- Employer Services Assurance Corp (ESAC) - Certification Institute for Workers’ Compensation Risk Management

Industry Leadership

- NAPEO/NYSAPEO

- ESAC Board of Directors

About Alcott

• Steps in the Process

• Preparation and Screening

• Social Media

• The Interview

• Interview Questions

• Selection

• Questions

What We Will Cover

• Candidate interviewed for a position and was not given the job, but showed up anyway!

• Candidate tried to bribe someone during the interview, asking how much she could pay the interviewer to give her a job.

• Applicant submitted a resume with misspelled words and orange juice stains.

• Candidate had a jawbreaker in her mouth during the entire interview.

• Candidate was asked what he was doing while unemployed and he replied, “staying home and watching TV”.

• Applicant wrote on application, “ my boss was a jerk, so I quit!”

Believe It or Not

STEPS IN THE PROCESS Presentation Title

• Know job responsibilities • Identify competencies • Review resumes and phone screen • Conduct interview • Evaluate information to determine what candidate

possesses/lacks • Make decision/recommendation to hire based

upon evaluation of all available candidates • Candidate continued to text during interview

Steps in the Process

PREPARATION AND SCREENING Recruiting and Hiring

Selection Techniques

• Define job you want to fill • Profile person most likely to meet requirements

of the job • Communicate requirements • Choose methodically from those who apply

Define the Job

• Define objectives and key responsibilities • What is the overall objective? • Where does the job fit into the rest of the

department now and in the future? • To whom will the job holder report? • What are the job holder’s responsibilities?

Job Description

• Identify key tasks • why they have to be done • how well they have to be done

• Identify responsibilities contributing to overall objectives

• ‘Make or break’ result areas • Sources: job holder, supervisor, observation &

other teams that interact with the job

Profile the Candidate

• Skills required •Attributes and aspirations of the candidate •Organizational fit

Skills Attributes

Front Line Position

Support Position

Managerial

Sample Profile Table

Sample Technical Competencies

•Knowledge of job-related standards • Knowledge of relevant software/hardware • Skills in selling products/services • Skills in selecting business process tools • Skills in developing budget/instituting cost

control measures

Sample Performance Competencies

• Interpersonal skills • Team-building skills • Oral communication skills • Problem-solving/decision-making skills • Negotiating skills • Analytical skills • Management and meeting-management skills • General work style

Sourcing Candidates

• Internal Applicants • Advertising Print & Web • College Postings • Agencies • Professional Organizations • Employee referrals • Casual inquiries • Peer organizations

Be careful of the Internet if you file an affirmative action plan and cognizant of Internet applicant rules and sourcing candidates from websites, emails, etc.

Choose Methodically

•Review resumes to screen unsuitable candidates • Rely on job description and profile

• Phone screen • Use targeted questions based on job • Saves time (yours and candidate’s) • Gives info to formulate questions • Ensures applicants fully answer questions

Applicant Screening

• Only interview those who match description & profile • Limited “short list” - experience & qualifications are most

important factors • Wider range “short list” - personality & interpersonal skills

are paramount

Scheduling Interviews

• Be flexible • Junior staff often may need early or late

hour interviews • Allow 15 minutes to complete application • 45 minutes for actual interview • 10-20 minutes per test • Executive staff should plan on half-day • Allow time to make notes & evaluate

SOCIAL MEDIA Recruiting and Hiring

• Reliability and consistency issues • Challenge of same search/candidate • Reliable site, same person, false/misleading info

• Record keeping issues • EEOC, OFCCP, state disclosure laws

• Authorization issues • Notification to candidates • FCRA, NYS Correction Law 23(a)

• Third party “Terms of Use” agreements

Social Media and Recruiting

• Anti-discrimination issues • Federal, state and local antidiscrimination laws • State off-duty conduct laws

If you can’t ask about it on an interview you DON’T want to see it on social media!

• Consider a “screener” • Objective procedure, criteria and template

•Consider searching only LinkedIn©

Objectivity and consistency are key!!

THE INTERVIEW Recruiting and Hiring

The 20% - 80% Rule

Preparation

• Review candidate information prior to interview • Utilize job description • Have questions planned in advance

• Helps focus interview • Ensures consistency of interviews for same position

• Objective Evaluation/Rating Sheet

The Interview Plan

• Opening Ice Breaker • Background information

• Why is candidate interested? • Discuss work history, gaps, skills, education,

traditional, behavioral and technical questions • End Session

• What do you know about our organization? • Allow opportunity to ask questions • Set timetable of what happens next

INTERVIEW QUESTIONS Recruiting and Hiring

Types of Questions

• Informational • Explore info on application/resume • Likes and dislikes • Reasons for leaving/looking for work • Career goals

• Behavioral • Performance competencies

• Explores intangible skills • Consider job description • Consider opportunities in job

• Technical competencies • Explores specific knowledge of job • Based upon requirements of job • Consider job description • Consider opportunities in job

Types of Questions

• Avoid Questions Which Require Yes/No Answer • Instead utilize: Describe. . . When. . . What. . . List. . . Give an example. . . How. . . Tell me more about. . .

Sample Behavior-Based Questions to Determine the Presence of Performance Competencies

Ask… To Determine… Have you ever had several projects with the same deadline? How did you accomplish it?

Conscientiousness, coping skills, organization

How have you handled the last few angry clients you’ve come across?

Customer and client service skills

Tell me about a recent split-second decision you made on the job

Decisiveness and decision-making style

Tell me about a situation where you and your boss disagreed. How did you settle it?

Manageability and communications style

Take me through the most significant presentation you’ve given to clients.

Presentation skills

What was your most frustrating experience in your last job? The most satisfying?

Motivation and general temperament

Sample Behavior-Based Questions to Determine the Presence of Performance Competencies (cont’d)

Ask… To Determine… Tell me about a time when a task you were given changed at the last minute. Flexibility

Tell me about a risk you took that failed. How did you feel? Resilience and attitude toward risk

How did the “new regulation” impact your job? Resilience and attitude toward risk

How did the “new regulation” impact your job? Knowledge of industry regulations or standards

Describe for me your experience level with “XYZ” Systems? Which systems did you utilize in your last position and to what extent?

Knowledge of relevant systems

Describe how you “set up spreadsheets for accounts receivables”. Skill in (Excel) Software Applications

Give me an example of a project budget you created and were able to stay within those parameters. How did you manage it?

Skill in developing a budget and instituting cost-control measures.

Pre-Employment Inquiries

Subject Acceptable Unacceptable

Name Have you ever used another name? Maiden Name

Economic Status Applicant’s current or past assets, liabilities credit rating, bankruptcy, garnishment

Sex, Marital Status, Family Name and address of parent or guardian

Gender, Children, Child Care, Family Planning, With whom you reside

Religion Regular days, hours, shifts Days observed due to religion

Age Subject to legal age requirement verification

Age, Birth date, Dates of attendance or completion of high school

Physical Description Photo may be required after employment

Height, Weight, Require Photo

Residence Place of residence Rent or own home

Pre-Employment Inquiries

Subject Acceptable Unacceptable

National Origin Languages spoken, written, read if job necessity

Nationality, Lineage, Ancestry, Descent, Languages commonly used

Organization Activities Job related clubs, etc. to which you belong

All organizations, clubs, etc. to which you belong

Race, Color Race, Color, Complexion, Skin, Color of hair/eyes

Citizenship Proof of eligibility to work in U.S. Birthplace, Citizenship, Visa status

Arrest Record Convictions (with an explanation) Arrests

Military Service Relevant skills acquired in U.S. military Service

Dates and type of discharge

Names of Relatives Names and address of emergency contact person

Name and address of relative to contact

Pre-employment exams or tests which would tend to identify people with disabilities and screen them out are unlawful unless they are related to a bona fide occupational qualification.

Important Tip

Group/Panel Interview Guidelines

• Each member of interview team should introduce him/herself and briefly explain role

•Agree to established questions and order in advance •Ask questions one at a time to avoid confusion

Common Interviewing Errors

• Lack of preparation – “winging it” • Asking too many closed-ended or

leading questions • Talking more than 25% of the time • Ineffective listening and/or follow-up • Not taking notes • Taking notes on application or resume • Not making the candidate comfortable • Allowing interruptions

Common Interviewing Errors (cont’d)

• Asking inappropriate questions • Not controlling the interview • “Overvaluing” your first impression • Being influenced by bias or stereotypical thinking • Avoiding eye contact and/or demonstrating

negative body language •Not preparing follow up probing questions

SELECTION Recruiting and Hiring

• Review interview evaluations •Measure candidates against predetermined standards • Rate candidates • Make the offer Maintaining consistent standards, questions and evaluations will facilitate the final analysis and assist the hiring manager in remaining compliant.

Final Analysis

ALWAYS CHECK THEM! •Performed internally

•Always ask if eligible for rehire

•Performed by third party •Always comply with Fair Credit Reporting Act

References

If you would like a copy of this presentation or further information about Alcott HR Group, please call 1-888-4ALCOTT or email: marketing@alcottgroup.com

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