The Management Series

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The Management

Series Faculty

Staff

Human Resources

“Committed to understanding and delivering value-added customer service that contributes

to our customers’ overall success”

Your NU Values Partners

Brought to you by:The Training and Development Team

Good Morning, and Welcome!

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THE MANAGEMENT SERIES Session III

Interviewing and Selecting Talent

January 20, 2005

“Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”

Your NU Values Partners: The University of Nebraska Medical CenterThe Nebraska Medical Center

Brought to you by:

Faculty Staff

Human Resources

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Today's Agenda

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Jobs@ Overview

Sandra McKenzie BS Staffing Consultant, UNMC

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INTERVIEW &SELECTION•Disposition•Documentation

REQUISITION•Vacancy•Funding•Approvals

RECRUITMENT PLANNING•Advertising•Posting•Screening•Training

CANDIDATES

HIRE AND CLOSE•Offer•Hire Processing•Close Req.•Notification

APPLICATION INTAKE& SCREENINIG•Receiving•Screening•Forwarding•Documenting

REPORTING•Compliance•Measurement

CORE ACTIVITIES

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Universityof NebraskaBusiness Process Improvement

CORE ACTIVITIES

HumanResources

HiringAuthority

AcademicServices

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Three Components: Hiring Managers’ Site: jobs.unmc.edu/hr

Applicant Site: jobs.unmc.edu

Human Resources/Academic Services Management Site: jobs.unmc.edu/hr

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Candidate Review

DEPARTMENT REVIEWS ONLINEAcademic

HRPRESCREENS

ONLINEStaff

CANDIDATE APPLIESONLINE

• Internet posting of all open jobs• Web-based 24/7 accessibility

• User Friendly• Point & Click ease

• Increased speed & efficiency• Consistency

• Accuracy

Candidate can review status on each position applied for and can view and update application /profile on line.

Manager can review applicant’s credentials and can recordapplicant’s status on line

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Activity since going live with Jobs@ on 7/26/2004:: Total Applicants – 4,008 Total Positions Applied for – 7,784 Total Applicants Reviewed by Hiring Managers– 5,337 Total Candidates Reviewed by H.R. – 6,113

Internal User Accounts Set Up – 215 Web Hits by Candidates (Average per month)

View site – 12,700Search jobs – 12,000View job details – 13,640

Total Hires: Staff 204 Academic 19

Current Openings: Staff 42Academic 42

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We Work Here……….Maybe You Should, Too!!

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THANK YOU!

If you would like additional informationor training on Jobs@, please call:

Sandra McKenzie – 559-5906 simckenz@unmc.eduBonnie Tompkins – 559-4070 btompkin@unmc.eduEvelyn Grixby – 559-4071 ejgrixby@unmc.eduJoan McGovern – 559-8683 jmcgovern@unmc.edu

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Behavioral Interviewing Past Behavior as a Predictor of Future Performance

Denise Thramer BSN, RN, PHROrganizational Development Consultant

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Selecting and Promoting Stars3 Goals of an Effective Selection

System

Accuracy - the ability to validly predict an applicant’s job performance

Equity - every qualified applicant has a fair and equal chance to be selected

Buy-In – the extent to which people involved in the selection process perceive its worth

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Impacts of a Bad Hiring Decision

When you hire mediocre people one or more of the following things may happen Increased management time and effort Training time and costs Customer satisfaction and error rates Other employee productivity Fill in time Out of pocket costs

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Selection System Challenges

Achieving accuracy, equity, and buy-in hinges on your ability to overcome challenges within the selection system

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Proven Effectiveness of Behavioral Interviewing

Determine job requirements

Gather complete information

Make hiring decisions based upon data collected

Focus on position-related information

Obtain past performance information through behavioral examples

Evaluate the candidate based on defined performance benchmarks

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Key Selection Components

Competency Model by Position

Selection System Data Collection Data Evaluation

Legal Consideration consistent treatment documented, essential

job requirements and competencies

only job-related questions

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Competencies

Competencies describe the knowledge, motivations, and behaviors associated with success or failure in a job

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Three Categories of Competencies

Experience/Knowledge/Skills/Abilities Specialized knowledge, license, etc.

Motivation Internal/external Job, organizational, location

Behaviors Adaptability, integrity, teamwork, etc. NU Values represent the valued behaviors

adopted by the University of Nebraska

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Benefits of Using Values/Competencies

Focus on most important job-related information

Preventing performance in a single competency from overly influencing the hiring decision

Ensuring that candidate information is collected and evaluated consistently and fairly

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How Can We Identify Competencies

Competencies are obtained through job analysis Job description Look at tasks, frequency of tasks (k/s/a) Go to the content experts; Managers, individuals

currently in the position Determine appropriateness of a competency for

a particular job Expand and tailor it to the job by identifying job-

specific activities/behaviors

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An interview or assessment is only as good as the

competency profile of the job

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Data and STARs:Three Types of Candidate

Information

Work/Education History/Certification/Skills

Specific Experiences

Interests/Desires

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One thousand candidates were asked the question…

“How would you describe yourself to an interviewer?”

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Elements of a Behavioral Example

The Situation or Task facing the candidate

The Actions the candidate took

The Results or changes caused by these actions

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Situation or Task

The background or context in which the candidate took action.

It explains why the candidate acted as he or she did.

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Actions

What was said or done in response to a situation or task and how he/she said or did it.

The heart of the STAR - show us the candidates behavior.

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Results

The effects of the candidates actions

What changes or differences the person’s action made and whether the actions were effective and appropriate.

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Elements in a STAR Exercise

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False STARs

Vague or general statements

Opinions or personal beliefs/judgements

Theoretical or future/oriented statements

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Partial STARs

Behavioral examples that are missing one or more of the elements

a situation, but no action action and results, but no situation

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Managing False and Partial STARs

With False STARs; Redirect and ask for specific examples – drill down

With Partial STARs; Ask probing questions to find the missing piece

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Recognizing Stars Exercise

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Components of an Interview Guide

Preparation Checklist

Outline for Opening the Interview

Key Background Review

Planned Behavioral Questions

Interview Close Post-Interview

Instructions for Evaluating

Competency Coverage Grid

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Three types of Follow Up Questions

Behavioral Theoretical Leading

Of These 3 types only Behavioral will get you what you need - complete examples of the candidate’s past behavior

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??Behavioral Questions Exercise

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Taking Notes

Take notes openlyNote only pertinent informationNote behavior observed in the

interviewTake notes on sensitive or negative

information carefully

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Building Rapport

Spend a few minutes on small talk Begin with relevant, but non-threatening

information: “What did you enjoy most about your last job?”

Focus on the candidates feelings and needs to be treated with respect to feel important to be seen as competent

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Managing the Interview

Utilize interview management skills to: control the pace direct the discussion prevent confusion/misunderstanding manage time

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Reference Checking

Competency questions - seek behavioral information on critical competencies

Situational questions - seek behavioral information about an incident that you want to verify

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Guidelines for Completing References

Contact people who have observed the candidate recently

Focus on behavioral informationGain complete information - STARMembers of an interview panel can

provide reference information

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Checking Referencesat UNMC

UNMC Reference Checking Form Executive Memorandum 26

Regularly working with confidential and/or otherwise protected/sensitive information?

If yes, a reference check must be completed pertaining to the candidate’s ability and aptitude in handling “covered data and information” in accordance with the law and University policy

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Candidate Evaluation

First step is to rate each competency

Not an average of the positive and negative behavioral examples

Behavior that is more significant, more recent, more job related, and shows a consistent trend should have more impact

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Four Factors to Consider in Evaluating Behavior

Significant Behavior - all behaviors are not equal Recent Behavior - recent behavior is a better

predictor than behavior in distant past Related Behavior - the more similar the

behaviors, the better predictor Impact Behavior - behavior that makes a big

difference in meaningful situations should get more weight

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Steps in the Candidate Evaluation Process

Identify complete STARs in the interview guide Categorize all STARs as effective or ineffective Rate the candidate in each competency area,

making sure to factor in information from all sources Reference checks Key background Interview Simulations, etc.

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Legal Considerations

A selection system with legal credibility contains the following attributes: Job-Related Selection Requirements Job-Related Components Consistency in Handling Applications

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??Legal Questions Exercise

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Staffing Servicesat UNMC

Recruitment Staffing Plans Jobs@ Training Behavioral Interview Training

Selection Criteria Advertising/Sourcing Interview Plans/Questions Reference Checking Process Documentation Candidate Communication

NuValues Website www.nuvalues.edu

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THE MANAGEMENT SERIES Session III

Interviewing and Selecting Talent

• Feedback• Evaluations• Next Session: Performance Leadership I• Thank You!

Brought to you by: