The webinar covered best practices for hiring, including sourcing candidates, screening resumes and phone screens, conducting interviews, and final screening. It emphasized the importance of hiring the right person and avoiding discrimination. Interviewers were advised to ask only job-related questions consistently, avoid biases, and properly prepare, listen and follow up to assess candidates fully based on qualifications and experience.

1. 2013 Webinar Series:
Hiring Best Practices
g
Presented to AlphaStaff Clients
Presented to AlphaStaff Clients
By Norm Baker – AlphaStaff and
Marcus Elosegui ‐ KeyStaff
March 21, 2013
March 21 2013
800 Corporate Drive, Ste 600 Ft. Lauderdale, FL 33334 | 888.335.9545 Toll‐Free | alphastaff.com

2. What We Will Cover
• Why hiring the right person is so important
• Legal (non-discriminatory) techniques for:
– Sourcing (finding) strong candidates
– S
Screening candidates t narrow th fi ld th
i did t to the field through:
h
• Resume reviews
• Phone screens
– Assessing & selecting candidates through:
• Interviews
• Pre-employment testing
– Final screenings through:
• Background/drug screening
/
• Reference Checks
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3. Importance of hiring the right person
Importance of hiring the right person
People are not your most
important asset, the right
people are.
‐ Jim Collins, Good to Great
Jim Collins, Good to Great
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4. Why work so hard to get the right person?
• Strengthen talent on the team
• Improve retention
• Enhance performance of team
• Decrease lawsuits and
employee relations litigation
• Save cost
– Cost of turnover (averages 50%
to 200% of annual salary)
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5. Importance of Prudent Hiring Practices
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• Employers have a duty to exercise reasonable care
in avoiding the hiring of individuals that may pose a
threat to co-workers, customers and vendors
• Employers have a legal duty to not make
discriminatory hiring decisions
• Asking discriminatory questions on applications or
during interviews can expose the company to
liability under federal, state, and local anti-
discrimination laws
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6. Civil Rights Act of 1964 – Title VII –
Equal Employment Opportunities
Equal Employment Opportunities
• Prohibits discrimination based on
race, sex, religion,
race sex religion national origin
origin,
color, and pregnancy in hiring,
promotions, transfers, terminations,
and all terms and conditions of
employment
l t
• Prohibits sexual harassment.
• Prohibits retaliation for claiming
discrimination.
• Cover all private employers, state
and local governments, and
education institutions that employ
15 or more individuals.
individuals
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7. EEO Protections
• Apply to all stages of hiring process:
• Sourcingg
• Employee Referrals
• Friends & relatives
• Job postings/ads
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• Recruiting firms
• Screening
• Resumes
• Applications
• Phone screens
• Background checks
• Assessment
• Interview questions and scoring
• Pre-employment tests
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8. Sourcing
• Employee Referrals
• Good knowledge of work environment / company culture and
candidate but may not foster diversity
• Job Postings/Ads
• Be clear on key duties
• Avoid discriminatory language (“We have a young, energetic
team…”)
• Be clear on Required qualifications (must haves) versus Preferred
qualifications (want to haves)
• Staffing Firms
• Direct hire
• Temp to Regular
• Temporary
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9. Sourcing
Additional Sources
• Social Networking sites
– LinkedIn
– FaceBook
• Community Networking
• Networking in Groups
• Chamber of Commerce
• Signage
• Community Job Fairs
• College Job Fairs and Student Associations
• Direct Mail
• Professional Associations
• Flyer Distribution
• Newspaper
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10. Screening
• Resume Review
• Avoid / eliminate information that may disclose the candidate’s
p
protected class. Black-out or cut-out:
• Photos
• Clubs/affiliations
• Dates of High Sc oo
ates o g School
• Red Flags
• Past employment dates of shorter duration do not include
y
months (“2007-2008”)
• Only references to “we” but few, if any “I.”
• Responsibilities listed but few, if any, accomplishments.
• Typos, grammar or formatting issues
• If sloppy resume, likely sloppy performer
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11. Screening
• Phone Screens
• Basic “knock-out” criteria
• Salary expectations
• Geography/commute
• Basic qualifications
• Candidate interest
• Where did they learn about the opening?
• Why are they interested?
• Availability
• E l i other j b now?
Exploring th jobs ?
• If selected, when they can start?
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12. Preparing for the Interview
• Prepare the candidate:
– How to get there, where to park who to ask for upon arrival
there park,
– If the candidate will be required to fill out an application on site
– How long the interview will probably take
• Prepare questions to ask each candidate
• Review the job description and the candidate’s
resume and application
• Prepare to provide information about the position,
company and its benefits
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13. Assessing & Selecting ‐ Interviewing
Top 10 Most Common Problems with Interviewing
(as not seen on The David Letterman Show)
6. The interviewer reacts to first impressions or
previous impressions and evaluates the candidate
based on that impression.
7. The interviewer asks about non job-related issues.
8. The interviewer dominates the discussion by talking
too much.
9. The interviewer is not consistent from one question
to the next and one candidate to the next.
10.
10 The interviewer fails to ask effective questions
questions.
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14. Assessing & Selecting ‐ Interviewing
Top 10 Most Common Problems with Interviewing
(as not seen on The David Letterman Show)
1. The interviewer relies on a “hunch” or “gut feel.”
2.
2 The interviewer is not prepared
3. The interviewer does not clearly understand or
communicate the requirements of the job.
q j
4. The interviewer loses control of the interview and
the candidate “interviews” the interviewer.
5. The interviewer fails to listen carefully
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15. Avoid Interviewer Biases
“Hunches” or “gut feels” may come from:
Hunches or gut feels may come from:
• Stereotyping
– Forming an opinion about a
candidate on the basis of gender,
race, religion, etc.
• Halo Effect
– Allowing a positive or negative trait
to overshadow all other information
provided by the candidate
• Non verbal
Non-verbal Bias
– Placing undue emphasis on a non-
verbal characteristic that the
candidate possesses
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16. Preparing for the Interview
Preparing for the Interview
• Review the applicant’s cover letter,
resume and completed employment
application
• Review list of interview questions
making sure each applicant is asked
the same questions
• Create
C t an atmosphere f sharing of
t h for h i f
information by eliminating barriers
between you and the applicant
• “Small talk” to help p t the
put
candidate at ease
• Verbal/Non-verbal “encouragement”
of whatever candidate is sharing
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17. Types of Questions
• Open ended – “How would you describe…”
p y
• Require more than a brief answer
• Allow a wide range of answers
• Displays candidate’s reasoning, opinions, etc.
p y g, p ,
• Closed ended – “Can you work weekends?”
• Elicits a specific answer
• Doesn’t always give you enough information to get to know
candidate
• Limits responses – but sometimes that is what is needed
• When you need a short answer
• When candidate provides too much information
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18. Behavioral Based Questions
• Effective open-ended questions
• P t behavior i th b t predictor of f t
Past b h i is the best di t f future
behavior.
• Candidate has to give examples of how they’ve
they ve
handled certain situations in previous positions
• Focuses on behaviors/skills that are most important
to
t success on the job, i
th j b i.e., “ i me an example of a
“give l f
time when you…..”
• Probes for when the candidate did and did not
display these behaviors
• “Why did you handle it that way?”
• “
“What did you learn f
from that experience?”
?
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19. Behavioral Based Questions
S.T. A.R. Approach
• Situation – What were the circumstances?
• Task – What were you asked to do?
• A ti – Wh t did you d ?
Action What do?
• Result – What happened based on your actions?
Probe to ensure STAR is completed
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20. Behavioral Based Questions & Probes ‐ Samples
• Tell me about a time when you worked with a difficult team member.
Why was he/she difficult? How did y handle it?
y you
• Tell me about your most challenging job. Why was it challenging?
What did you do to overcome the challenges?
• Tell me about a time you worked with someone who didn’t perform
their job in a safe manner. What did you do? What were the results?
• Tell me about a time when you went the “extra mile” on a job. What
motivated you to do so? How were you rewarded?
• Tell me about a very stressful day at work. What made it so
stressful? How did you handle it?
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21. Closed vs. Open Questions – Other Examples
Closed Ended Open Ended
• Do
D you respond well to
d ll • Tell me about a time when
pressure? pressure was really bad at work.
How did you respond?
• Have you ever dealt with • Tell me about a time when you
really unhappy customers? had to deal with an unhappy
customer. What was the
situation? How did you handle it?
• What was your favorite part
y p • Describe your previous role, your
of your last job? favorite part of it and why that
f it t f d h th t
was.
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22. Probing Questions
You should probe when:
• You don’t have the full explanation of a situation
• You don’t get a specific example
• The candidate is vague
• The candidate is hesitant or inconsistent
• The candidate says “
“we”
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23. Verbal and Non‐Verbal Listening
Verbal and Non‐Verbal Listening
Verbal Listening:
• Restating
• Paraphrasing
• Summarizing
Non-Verbal Listening
• Eye contact
• Head nodding
• A positive facial expression
• Leaning forward toward the speaker
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24. Legal Considerations
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• Ask o y job related quest o s
s only e ated questions
• Ask job related questions consistently
• Avoid questions that could be illegal
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25. Legal Considerations
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What do you think? Can you ask:
• You look so young, how old are you? X
• Do you have children with whom the hours of this job might cause a
problem? X
• Do you have reliable transportation to ensure you get to work on time? Y
• I detect a South American accent, are you from Peru by any chance? X
• Have you ever been arrested? X
• Do you have any condition that would prevent you from performing the
job as I’ve described it to you? Y
• This is a picture of my husband, are you also married ? X
• Are you legally able to work in the United States? Y
• I went to the same high school. What year did you graduate? X
• What days are you available for work? Y
• I see you use a cane to help you walk. Wh t happened t you? X
t h l lk What h d to ?
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26. Legal Considerations
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Questions to Avoid:
• General Rules: Only ask questions that are related to job requirements.
Any questions you ask means you want to use the information in your
decision. Ask the same questions of all interviewees.
• Criminal Record: Do not ask about the applicant’s record of arrest. You
may ask about convictions if it is job related (i.e. for background clearance),
but must be able to show that the information obtained is job related.
• Education: It is lawful to inquire about an applicant’s educational
background, where such questions b i out j b related i f
b k d h h ti bring t job l t d information such as
ti h
job related skills. For graduation date, should only ask about projected
graduation date if applicant is a student.
• Race Color Ethnic Origin: Do not ask questions about race color or
Race, Color, race, color,
ethnic origin, which includes origin of last names.
• Age: You should not discuss age or ask any questions relating to age.
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27. Legal Considerations
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Questions to Avoid:
• Marital Status and Child Care: Do not ask if applicant is a “Miss Mrs or
Miss, Mrs.
Ms.” Avoid asking applicant about pregnancy or child care arrangements.
• Female Applicants: Avoid characterizing jobs as female or male, or
saying that a particular job may be suited for male/female. Do not ask
applicants’ thoughts on career versus marriage, or about spouse’s job or
career plans.
• Religion: Do not ask the applicant’s religion. You should discuss work
schedule requirements and reasonably accommodate the religious
practices and beliefs of a prospective employee as well as a current
employee.
• Th Disabled: A id questions about th applicant’s physical or mental
The Di bl d Avoid ti b t the li t’ h i l t l
condition, or medical history. You should, however, discuss the specific job
requirements and ask if the applicant has any condition that would prevent
him/her from performing any requirements of the j
p g y q job.
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28. Interviewing Guidelines
Interviewing Guidelines
Topic Protected Class Appropriate Inappropriate
Exposure
Eligibility to work Race, Color, or Ethnic “Are you eligible to work in “Where were you born?”
Origin United States?” “Where were your parents
born?”
“Are you a United States
Citizen?”
Experience and Age / Education Questions related to: Discuss age
qualifications Job requirements Ask any questions giving
Educational background impression of seeking the
Job-related
Job related skills information age
g
Rapport Building Sexual Preference None All Questions
Rapport Building Religion None All Questions
Rapport Building Female Applicants None specific to Gender “Miss, Mrs., or Ms”
Pregnancy or child care
questions
Characterizing jobs as male
or female or better suited for
a specific gender
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29. Interviewing Guidelines
Topic Protected Class Appropriate Inappropriate
Exposure
Experience and Military Record “Did you serve in the Military?” “What type of discharge did
qualifications “Period of service?”
Period service? you receive from military
“Rank at time of discharge?” service?”
“Type of training?”
“Work experience?”
Eligibility to work Disabled Applicants “Are you able to perform the “Do you have a particular
job requirements with disability?
disability?”
reasonable accommodation?”
Character Criminal Record If listed on application, can ask “Tell me about your arrest
about convictions. record?”
Some courts have held that an
employer must show prior
convictions are related to job
requirements in order to justify
rejection on this basis.
Notes & Records All Reflect evaluation based on job Make any note or record that
requirements. could give impression of bias
Information volunteered by on based on topics in this
applicant beyond scope of section.
legitimate questions state
“information will have no
bearing on whether you will or
will not be made a job offer”.
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30. Ending the Interview
• Ask the candidate if there is anything else they would like to tell you about
his/her qualifications.
• Ask if the candidate has any questions
• Provide documents describing your company and benefits. Provide a
business card if applicable.
• Ask if the candidate is interested in the job based on the information you’ve
provided during the interview.
• Notify the candidate of when to expect further contact from you.
• Walk the candidate to the door and thank the candidate for the interview
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31. Documenting Interviews
• Tell the candidate at the beginning of the
interview that you will be taking notes.
• You will not be able to take notes word for word.
• The notes should primarily be about what the
candidate said, not your reaction.
• Interview records and notes should reflect
evaluation based on job requirements. Do not
make any note or record that could give the
y g
impression of bias on the basis of race, sex, age,
religion, color or national origin.
• “Looks older than expected”
• “Strong Irish accent”
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32. Scoring the Interview
Scoring / evaluation forms add to the selection process:
• Consistency
• Precision
• Effective supporting documentation
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33. Scoring the Interview
Scoring / evaluation forms add to the selection process:
• Consistency
• Precision
• Effective supporting documentation
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34. Sample Evaluation Guide
5 ‐ Exceptional 4 ‐ Above Average 3 ‐ Average 2 ‐ Satisfactory 1 ‐ Unsatisfactory
Educational Background - Does the candidate have the appropriate educational qualifications or training for this position?
Rating: 1 2 3 4 5
R ti
Comments:
Prior Work Experience - Has the candidate acquired similar skills or qualifications through past work experiences?
Rating: 1 2 3 4 5
Comments:
Technical Qualifications/Experience - Does the candidate have the technical skills necessary for this position?
Rating: 1 2 3 4 5
Comments:
Verbal Communication - How were the candidate's communication skills during the interview (i.e. body language, answers to questions)?
Rating: 1 2 3 4 5
Comments:
Knowledge of Company - Did the candidate research the company prior to the interview?
Rating: 1 2 3 4 5
Comments:
Teambuilding/Interpersonal Skills - Did the candidate demonstrate, through their answers, good teambuilding/interpersonal skills?
Rating: 1 2 3 4 5
Comments:
Initiative - Did the candidate demonstrate through their answers a high degree of initiative?
demonstrate, answers,
Rating: 1 2 3 4 5
Comments:
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35. Selecting the Final Candidate
Use caution and be wary of candidates who:
• Quit a job without adequate notice
• Accept salary terms and then try to “up” the offer
• Arrive late for the interview
• Request th t you match a counter offer by their current
R t that t h t ff b th i t
employer
• Cannot supply verifiable references
• Reveal confidential information about prior employer
• Have poor job tenure
Reason for leaving prior jobs are often reasons
for leaving your job
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36. Making the Final Job Offer
• Timing
– Be sure of your decision
– Make the offer as quickly as possible to
avoid losing the candidate to another
g
employer
• Don’t Oversell the Job
Don t
– Don’t try to force the fit
– Don’t make promises you can’t keep
• Give the candidate a reasonable amount
of time to consider the job offer
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37. Pre‐Employment Testing
Online tests to assess:
• Skills
• Language/Grammar
L /G
• Math
• Microsoft Office
• Typing
T i
• Personality
• Achievement oriented
• Motivation
• Customer service oriented
• Leadership
• Aptitude
• Problem solving
• Reasoning
• Sustaining Focus
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38. Pre‐Employment Testing
Keep in mind:
• O l one component of selection criteria
Only t f l ti it i
• Do not overly rely on assessment
• Administer consistently
• All candidates for same position take same assessments
• Consider “benchmarking” against current strong performers
• Adds “context” and validity
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39. Final Screenings
For candidates selected for hire:
• Job offers contingent on successful background & drug
screen
• State verbally and in offer letter
• Background/drug screening/references
g g g
• Administered through AlphaStaff, via external provider or your own
provider
• Based on position, may include any or all of the following:
• Criminal
C i i l records (
d (county, state, f d l i t
t t t federal, international)
ti l)
• Civil records (county, state, federal)
• Sex Offender
• Driving records
• Education verification
• Professional License verifications
• SS# and past addresses verifications
• Past employment Verification and references
• Various drug & alcohol screenings
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40. Conclusion
Questions?
Thoughts?
Napping?
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41. Contact Us !
• .
Copies of the presentation
hrsc@alphstaff.com
h @ l h ff
888‐335‐9545 (Option 8)
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42. Upcoming AlphaStaff Webinar
U i Al h St ff W bi
Please mark your calendars !!!
Date: Thursday April 18, 2013
Topic: Importance of Drug and Background
Topic: Importance of Drug and Background
Screening
Date: Thursday, May 16, 2013
T i W k ' C Cl i R ti
Topic: Worker's Comp. Claims Reporting
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43. Thank you for your participation!
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