RECRUITING AND AND SELECTING SELECTING THE THE RIGHT PERSON RIGHT PERSON Presented by: ROSHAN PAJNIGAR of the Human Resources Department
STATEMENT OF PURPOSE 1. To interview applicants and select employees on the basis of job-related qualifications only and in accordance with legal requirements. 2. To maintain adequate records of the steps you take in the hiring process. 3. To carry out the Affirmative Action Program of the Institution.
Describe one quality you want in an Ideal Employee Ideal Employee. WHY ? * * * * * What technique do you use to achieve this during interviewing ?
POSISTION DESCRIPTION RECRUITING/ ADVERTISING EMPLOYMENT APPLICATION Out of Date, Incomplete, Vague Qualifications Vague, Misleading Wording, Inappropriate Medium Illegal Inquiries, Insufficient Data Testing Invalid Administration, Not Validated Pre-Screening Too Hasty, Adverse Impact Selection Criteria Non-Job Related Distorted Weights Interview Poor/Illegal Questions, Inappropriate Technique Reference Checks Wrong Contact, Hasty Judgments Job Offer Insufficient Documentation, Disregard for Affirmative Action Goals, Position Misrepresented, Poor Communication
The TYPICAL SELECTION PROCESS Completion of the Application Form Initial Screening Interview Employment Test Comprehensive Interview Background Investigation Physical Examination Final Employment Decision
THE SELECTION PROCESS 1. Sense of Unfairness 2. Haphazard Selections a. No Direction b. No Structure c. No Procedures d. Duties Unclear e. Legal Guidelines not followed 3. Hiring the Wrong Person for the Wrong Job
TURNOVER HAS MANY CO$T$ Turnover has both dollar and psychic costs to an employer Turnover Costs - - - Psychic Dollars $ Recruitment (Ads, etc.) $ Interviewing Time $ Wasted Salary $ Wasted Training /Time $ Lost Business Low Morale Disruption in Workplace Personal Stress to supervisor, peer/ employee Lost Productivity Which Results In - - - Up to $15k spent on non-exempt employees Up to $75k spent on exempt employees Cannot be measured but is definitely a key factor
EDUCATION EXPERIENCE SKILL PHYSICAL REQUIREMENT ARE THEY JOB RELATED ?
THE INTERVIEW PROCESS ^ Establish and maintain rapport. ^ Listen Carefully. ^ Observe nonverbal body language. ^ Provide Information. ^ Phrase questions objectively. ^ Separate facts from information. ^ Recognize biases and stereotypes. ^ Avoid the “halo effect”. ^ Take notes. ^ Conclude
The No-No’s About Interviewing Techniques Offer the applicant too many clues about the job? Example: If you inform a candidate that the job requires attention to detail, do you then ask if the candidate is good at details? Avoid coaching the person Ask obvious questions. Example: “Do you get along with people?” You’ll get the obvious answer. Place too much emphasis on an applicant’s assessment? Example: Avoid asking how a candidate assesses his or her management skills. Instead, ask how the person handled a difficult management decision. Shy away from probing for information Example: If a candidate mentions a personality conflict as the reason for leaving a job, do you push for details? Tend to be unduly influenced by first impressions - especially negative ones? Example: How do you react to candidate who dresses in a style you dislike even if the clothes are appropriate? Fail to look for missing clues? Example: If an applicant keeps stressing that he or she is a “big-picture person”, would you probe to find out if the person can handle details?
THE BEST-LAID PLANS OF MICE AND MEN. Education: CURSES in liberal Arts and CURSES in Accounting. An obsession for detail; I like to make sure I cross my i’s and dot my t’s. Auditing for small manufacturing companies since 1877. REFEREES available upon request. My resume shows critical career developments. I’m also including other important parts of me.
LEGAL BASIS Equal Employment Opportunity Commission’s Uniform Guidelines of Employee Selection Procedures Title VII of the Civil Rights Act, 1964 Equal Pay Act Age Discrimination In Employment Act, 1967 as amended Vocational Rehabilitation Act, 1973 and Americans with Disabilities Act, 1990 Pregnancy Discrimination Act, 1978 State and Local Laws
PROTECTED CLASSES Women Minorities Black, not of Hispanic origin, with origins in any of the black racial groups of Africa who is also of not Hispanic origin. Hispanic person of Mexican, Puerto Rican, Cuban, south American, or other Spanish culture or origin, regardless of race. Asian or pacific Islander person with origins in any of the original peoples of the Far East, Southeast Asia, the Indian subcontinent of the Pacific Islands (e.g., China, Japan, Korea, The Philippine Republic, and Samoa). American Indian or Alaskan Native: person with origins in any of the original peoples of North America and who maintain cultural identification through tribal affiliation or community recognition. People age 40 and over. Handicapped. Disabled veterans/ veterans of the Vietnam era.
S S pecial C C onsiderations Age Pregnanc y Marital Status Health & General Physical Requirements Police Records Appearance Credit Ratings Educational Background & Work Experience Citizenship
EEOC Permits “Focused Recruitment”: “Minorities and Women are Encouraged to Apply” “Equal Opportunity Employer”, or (Too Common) An Advertisement may be placed in specifically minority-oriented publications, or on radio stations and television channels which are known to be popular with minority groups, e.g. a Spanish-speaking radio station. A DVERTISING
Position Description Recruiting/ Advertising Resume/ Application Selection Criteria Pre-screening Testing Interview Reference Checks Job Offer Document Maintain Records