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.

© 2012 Alcott HR Group LLC

About Alcott
 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
3 © 2012 Alcott HR Group LLC

What We Will Cover
• Steps in the Process
• Preparation and Screening
• Social Media
• The Interview
• Interview Questions
• Selection
• Questions


Believe It or Not
• 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!”
• Candidate continued to text during interview

Presentation Title
STEPS IN THE PROCESS

Steps in the Process
• 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


Recruiting and Hiring
PREPARATION AND SCREENING

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

Sample Profile Table
Skills Attributes
Front Line Position
Support Position
Managerial


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

Social Media and Recruiting
• 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



• 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

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

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
Conscientiousness, coping skills, organization
deadline? How did you accomplish it?

How have you handled the last few angry clients
Customer and client service skills
you’ve come across?

Tell me about a recent split-second decision you Decisiveness and decision-making style
made on the job

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

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

What was your most frustrating experience in your
Motivation and general temperament
last job? The most satisfying?


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

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

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

Describe for me your experience level with “XYZ”
Systems? Which systems did you utilize in your last Knowledge of relevant systems
position and to what extent?
Describe how you “set up spreadsheets for Skill in (Excel) Software Applications
accounts receivables”.
Give me an example of a project budget you Skill in developing a budget and instituting cost-
created and were able to stay within those control measures.
parameters. How did you manage it?


Pre-Employment Inquiries
Subject Acceptable Unacceptable
Name Have you ever used another name? Maiden Name

Applicant’s current or past assets,
Economic Status liabilities credit rating, bankruptcy,
garnishment
Name and address of parent or Gender, Children, Child Care, Family
Sex, Marital Status, Family
guardian Planning, With whom you reside

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

Subject to legal age requirement Age, Birth date, Dates of attendance
Age
verification or completion of high school
Photo may be required after
Physical Description Height, Weight, Require Photo
employment

Residence Place of residence Rent or own home


Pre-Employment Inquiries
Subject Acceptable Unacceptable
Languages spoken, written, read if Nationality, Lineage, Ancestry,
National Origin
job necessity Descent, Languages commonly used

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

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

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

Arrest Record Convictions (with an explanation) Arrests

Relevant skills acquired in U.S.
Military Service Dates and type of discharge
military Service
Names and address of emergency Name and address of relative to
Names of Relatives
contact person contact


Important Tip
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.


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

Final Analysis

• 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.


References
ALWAYS CHECK THEM!

• Performed internally
• Always ask if eligible for rehire

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


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

© 2012 Alcott HR Group LLC

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