Effective Recruiting and Hiring

Outline for Today

Introductions Legal Issues Hidden bias The Search Process Diversity Recruitment Recruitment 2012

Legal Issues

• EEO is the Law • Cornell University Agent • University Risk • Personal Risk

Review HR Laws and Policies at http://www.hr.cornell.edu/managers/law.html

Review Policy 6.6.1, Filling Vacancies (Excluding Academic and

Bargaining Unit Staff)

Baseline supervisory expectations for hiring

• “Less than 15% of American men are over six foot tall, yet almost 60% of corporate CEOs are over six foot tall.”1

• “Women's earnings were 77.4 percent of men's in 2010.”3

• “More than half of employees of all races – and 71% of employees of color -- attempt to evaluate a prospective employer’s commitment to diversity during the interview process.”2

1 Source: http://www.cookross.com/docs/UnconsciousBias.pdf 2 Source: http://www.lpfi.org/diversity-non-profit-organizations-research-study 3 Source: http://www.pay-equity.org/

FS Demographics

• 5% of FS staff are ethnic minorities • 35% of FS staff are women • 4% of FS staff are under the age of 30

48% of FS staff are white males above the age of 40

Interview bias

• Stereotyping • First impression error • Negative emphasis • Halo effect • Similar to me error • Favoritism

Overcoming bias

• Be aware of your bias - we all have them • Be motivated to control your bias • Take the time to consider individual

characteristics and avoid stereotyped evaluations

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The Hiring Process

Hiring process efficiency

• Are there additional ideas for making the hiring process more efficient?

Ways to improve efficiency

• Front load the process…plan it out in advance with key individuals (Hiring manager, HR, Administrative support)…before it is posted. Clear understanding of what you are looking for and how best to evaluate prior to posting.

• Get everything on the calendar…ideally, before the posting • Limit the size of core search team. Involve additional key

stakeholders/customers in final interviews. • Ask for help from HR in initial review of resumes. • Be sure to have the time and resources to commit to the search

and make it a major priority • Consider prescreening questions in application process. • Utilize teleconferencing, conferences, job fairs, etc. • Use Qualtrics – quick summary of data

Strategy Component Strategy Details

Getting Started

• Who needs to be involved? • Is the strategy in writing? • Have all parties agreed to it? • Have the roles (hiring manager, search committee, HR, etc.)been defined? • Are the responsibilities clear? • Other?

Goals

• What are the organizational goals? • What is the budget? • Does this provide us with an opportunity to diversify? • Other?

Marketing Strategy • Where would you be looking to attract the right person? • Other?

Timeline

• What would be the ideal start date for the new staff member? • What are the key events/activities to meet the deadline? • Who is responsible for monitoring the schedule? • Other?

Proactive Resources

• Who should be in the network of colleagues we contact? • Are there upcoming events or conferences we can recruit at? Examples? • Which associations can we partner with? Examples? • Who will maintain the list of contacts? • Other?

Posting Resources • What websites can we post to? • Publications we can post to? Examples? • Other?

Contingency Plan • Why might we need a contingency plan? • What are possible alternatives?

Orientation & Retention Plan • What is the best way to welcome a new staff member? • What resources are available to ensure a smooth transition to Cornell/Ithaca? • Other?

Search Plan

Hiring Step Target Start Date

Target Finish Date

Target Duration

Oct 2010

10/24 11/710/17

1 0w10/20/201010/20/2010Staff Position Description

2 0w10/22/201010/22/2010Classification and compensation review

3 0w10/14/201010/14/2010Recruitment strategy meeting

5 2w10/29/201010/18/2010First cut of resumes

Nov 2010

6 1w11/5/201011/1/2010Search team kick-off meeting

7 1w11/12/201011/8/2010First interviews

9 1w11/26/201011/22/2010Reference and background check

10 1w11/26/201011/22/2010Final documentation review

11 1w11/26/201011/22/2010Hiring compensation and offer letter

- HM creates or updates

- HR decides classification and recruiting range

- Posting Language- Timeline- Search Team Members and Admin Support- Diversity Goals- Posting Sources and Outreach- Review Hiring Guide- Admin support schedule kick-off meeting and interview slots now

- HM/HR Review of resumes for minimum requirements- HM sends rejection rationale to HR- HR documents rejection rationale- HR sends rejection letters in Taleo- Distribute SPD, ad, recruitment strategy, timeline, resumes- Select competencies, interview questions, rating form- Review Interviewing Guide- Discuss interview logistics- Share SPD and salary range with candidate before interview- Team completes ranking forms- Decide who to bring back for second interviews

- HM checks references- HR initiates background check

- HM complete selection report- All information required for the search file must be submitted before offer can be extended

- HR provides compensation and offer letter to HM

FS Hiring Process OverviewHiring Manager: Job Title: Department:

12 0w11/26/201011/26/2010Target End Date

4 2w10/29/201010/18/2010- HR posts and and receives resumes- HM and HR work closely throughout this period to monitor quality of applicant pool

Recruitment Period

11/1410/31

8 1w11/19/201011/15/2010Second interviews

11/21

Pre-screening

• Develop an impression of the person behind the resume e.g. is this someone I want to see in person and know more about?

• Review your notes or evaluation tool from the resume screen and probe specific areas on their resume that you had concerns with (similarity of roles/culture, gaps in employment, reason for leaving, career choices, budget or supervisory experience, etc.)

• Develop structured questions on the critical areas and continue to question (follow-up questions) on areas you want to know more about

• Things to listen for: tone of voice, level of enthusiasm, do they listen?, are they polite?

• How do you feel as you hang up the phone? • Take notes, use structured questions, use an evaluation sheet.

Selecting the best candidate - Interviewing

• Know what you’re looking for…previous discussion…everyone on board • Structured interview questions…same core questions of each candidate • Job relatedness…stay focused on the most critical aspects of the job • Use a team approach (5-7 core stakeholders) • Use both situational and behavioral interviews questions – hard to fake, seek contrary

evidence • Limit prompting or follow-up questions. Skip and come back versus provide an

example. Some silence is okay and expected • Have the same interviewers rate each applicant • Train interviewers and practice the techniques • Standardize responses – Pre-set your anchors for rating responses…what is a great,

average and poor response for a question • Summarize results/create an overall interview score

Who would you accept an offer from?

• http://www.youtube.com/watch?v=c3HS33yYkIQ

Selecting the best candidate - references

• Always check three or more • You decide who you want to talk to, not the candidate • Get it out early in the process that references will be

thoroughly checked • Only professional work related references, not personal • Always talk with the most current supervisor • Mirror your interview e.g., use similar structured questioned • Contact HR if you are having trouble getting information or if

negative information comes back that will affect your hiring decision.

Search Closure

• Before the offer, notify candidates not selected • HR will notify candidates not selected for interviews by

email • For FS internal candidates meet with the candidate and

explain the selection decision, provide direct feedback and coaching

• Provide all documentation to HR for the search file

The Offer and Onboarding new employees

• HR Role • Hiring Manager/Supervisor Role

Go to http://www.hr.cornell.edu/managers/onboarding/onboarding.html

Effective Hiring & Recruitment | January 18, 2012 Davine Bey | Division of Human Resources | Office of Recruitment & Onboarding

•Intro •Diversity Recruiting Defined •Cornell’s Strategic Recruitment Goals •Video •Exercise •Q&A

Agenda

About Me

What is Diversity Recruiting

Is the process of developing strategic relationships, both internally and externally across the broadest network of partners, and resources to identify a heterogeneous and continuous pool of stellar talent to fill current openings and to increase our talent pipeline.

Our Reality National Data Tompkins

County City of Ithaca Cornell

Faculty & Staff

Cornell Students*

Total Population 281,421,906 96,501 29,287 9,096 19,447

White 71.2% 85.5% 74% 91.7% 51%

African American 12.1% 3.6% 6.6% 2.8% 4.4%

Hispanic 12.3% 3.1% 5.3% 1.5% 4.9%

American Indian and Alaskan Native

.8% .3% .4% .2% .4%

Asian and Hawaiian Pacific Islander

3.6% 7.2% 13.7% 3.8% 13.7%

* Percentages exclude Bi/Multi-Race, Unreported, and Foreign Citizen categories.

Strategic Focal Points

Emerging Majority

Individuals with

Disabilities

Veterans

Women

Cu

rrent

Tale

nt St

ream

s

Cornell

Workforce

Dual Careers

Applicants

Third Party

Agencies

Post & Pray

Employee Referrals

• “I tried, I tried really , really hard, but I just couldn’t find any diverse candidates”

• “Our Search Firm/Recruiter/HR Rep did not bring us a

diverse slate of candidates”

• “We run ads, do job fairs, but nothing happens” • “They won’t apply for our positions or relocate here” • “Diversity candidates don’t make it through our hiring

process”

…Common EXCUSES !

Cornell Careers Landing Page

Job Board database

Social Media

Cornell Alumni External Events

Employee Referrals

& Colleague Network Groups

Email Marketing Efforts

Fu

ture

Tale

nt St

ream

s

Social Job Marketing

Advantages of Social Marketing • “Social” media’s advantages over traditional marketing lie in several areas • Permanency – it’s on the web for ever archived on servers, websites and

blogs for eternity. As they say “what happens in Vegas stays on Facebook.. YouTube or Twitter!!”

• Trust – social media because it is typically shared by friends can generate trust levels of 70% or more whereas paid mass advertising is around the 15% level

• Engagement – people can respond and interact via a LinkedIn, Facebook update or a blog comment and that is a heavy hitter in terms of memory retention and impact. People remember much more by doing rather than just viewing passively

• Shelf Life – it can be continued to be shared long after it has been published and take on a life of its own.

Job Descriptions Vs. Job Postings

A job posting, on the other hand, is what you use to attract candidates. It shouldn’t be the same as the description. It should be marketing-based and concise.

A job description is a necessary internal document. Employees need it to understand expectations of their job, and understand how they fit in with relation to other positions in the company. It serves for many legal purposes as well

3 Goals of Employer Brand 1. Provoke the right talent to leave whatever they are

doing and accept employment with your organization – Employee Value Proposition

2. Induce them to resist offers from other organizations and continue their employment with yours – Retention

3. If you don’t get the 2nd goal, the first will be a waste of time & money

Employer Value Proposition

EVP’s tell prospective employees: • Who YOU are as employer • How THEY will be engaged day to day • What impact THEY will have • What THEY will be measured on • With whom THEY will get to work with • What rewards and perks THEY will receive

Advantages of Social Marketing • “Social” media’s advantages over traditional marketing lie in several areas • Permanency – it’s on the web for ever archived on servers, websites and

blogs for eternity. As they say “what happens in Vegas stays on Facebook.. YouTube or Twitter!!”

• Trust – social media because it is typically shared by friends can generate trust levels of 70% or more whereas paid mass advertising is around the 15% level

• Engagement – people can respond and interact via a LinkedIn, Facebook update or a blog comment and that is a heavy hitter in terms of memory retention and impact. People remember much more by doing rather than just viewing passively

• Shelf Life – it can be continued to be shared long after it has been published and take on a life of its own.

Why Does It Matter? Mobile.

• 5.3 Billion subscribers • 6.1 Trillion SMS

messages sent in 2010 • 10.9 Billion apps

downloaded • By 2013 mobile will

overtake PC’s as the most common web access device

Are you looking for a new opportunity? Apply now!

Job Seekers

Source: Pew Research Center’s Internet & American Life Project 2010

Today’s Wireless User • 53% of Americans go online wirelessly using a

laptop or mobile device

33%

20%

47%

This is how they access the web Laptop Only Mobile Device Only Laptop & Mobile Device

Source: Pew Research Center's Internet & American Life Project, 2010

Why Does It Matter? Facebook Facebook Stats:

– #1 Most visited web site – 500+ Million active members – 700+ Billion minutes are spent on

facebook, every month – 20+ Million apps installed daily – 900+ Million objects people interact

with – 200+ Million access via a mobile

device – Average user generates 90 pieces of

content every month – 250+ Million people engage with

facebook on external sites

Why Does It Matter? LinkedIn. • LinkedIn Stats:

• 100 Million+ members • 1 Million new members every

week • 17.8 Million belong to groups • 1.2 million comments and posts to

groups each week • 2 billion people searches annually • 1 million companies have a

company page

Diversity Groups on LinkedIn • 1,000,000 Total Groups • 1,250 Diversity • 294 Inclusion • 11,288 Women • 2,987 Young

Professional vs. • 1,064 Veterans • 588 Latino vs 53

Hispanic • 468 African America • 269 People with

Disabilities • 259 Asian American • 236 LGBT • 105 Native American

• 78 Baby Boomers • 27 Gen X

47

10,444

644

602

577

997 29

4,113

22,627

1,879

8,115

2,937

5,656

4,098

23,357

How Do We Get There

Colleague Network Groups Women of Color Colleague Network Group

Tompkins Connect: Young Professionals Colleague Network Group

LGBT Colleague Network Group

Men of Color Colleague Network Group

Veteran's Colleague Network Group

Mentorship Career Development Retention Senior Management Representation Recruitment

Stakeholders

James R Adams; Richard S Adams; Minakshi M. Amundsen; Richard K Axtell; Steve Beyers; Robert R Bland; Jeanne Elizabeth Boodley-Buchanan; Christopher L Bordlemay; Janina Brown; William M Bryant; Spring C Buck; Cindy Joan Clark; Sally R Compton; Brenda S Conklin; Patrick A. Davidson; Kelly Davis; Gilbert Delgado; Anne M DeLong; Stephen R Devlen; Patrick Michael Donahue Jr; John Durbin; Erik P. Eshelman; Jason J. Fisher; Dan Fuller; Renee L Foote; Larry L. Garrett; Jim Gibbs; Mark W. Giblin; Carol A Gowan; Rodney Griffiths; Hazel M Hall; Mark H Hall; Stephen M Haner; Paul F. Heliseva; Tom Horton; David Howe; Linda Luanne Howe; Debra Howell; Frederick William Jordan; Lanny Joyce; Jim Kazda; Stephen D. Keating; Randy Lacey; Joseph Michael Lalley III; David J Lieb; Charlotte J. Little; Thomas Paul LiVigne; Cynthia Lockwood; John McCarthy; Kevin W. McGraw; Diane E. Miller; Rob Morris; Christopher T. Mott; James Naylor; H. Michael Newman; James P. O'Brien Jr; Joshua E. Onyan; Marvin E. Paige; Jeffrey F Parsons; Timothy S Peer; Nancy Anne Phelps; Michael S. Piston; Robert Earl Potts; Patrick Redder; Joe Remillard; Peter M Salino; Christopher M Smalt; Elisa Springer; Kathleen L Stapleton; Helen Steh; Robert P. Stundtner; Donald Arthur Sutfin; Donna E Sutliff; William Frank Szabo; David C Trout; Nancy Trout; Jane B Van Derzee; Clinton W Vanwormer; Debra M White; Virginia M Wright

Your Networks

Goals

Around The Corner

• Next steps include, employee videos,

Coming Soon

Revised Cornell Career Page

Social Media https://www.facebook.com/CornellCareers

Cornell Careers Facebook page Launched September 2011

Strategies

• Embrace social media; it’s a powerful medium • Think “Diversity” when recruiting, as of 2008 all new

entrants into the workforce will be women and people of color

• Focus on retention strategies • Work collaboratively across Cornell’s eco-system • Rework how you market job opportunities externally &

internally • Pay attention to the messages you communicate • Encourage your staff to become brand ambassadors

What systems or processes do we employ today that are the equivalent of Roman numerals; preventing us from doing great things in recruiting more diverse faculty and staff ? Where do the breakdowns occur?

Questions to consider

Exer

cise

What are we doing that isn't working? (STOP) What specific actions items do we need to put in place to improve diversity recruitment & retention ? (START)

What is working well? (CONTINUE)

Contact Information

Thank you!

• Questions/Comments?