Hiring Best Practices

2013 Webinar Series:

Hiring Best Practicesg

Presented to AlphaStaff ClientsPresented to AlphaStaff ClientsBy Norm Baker – AlphaStaff andMarcus Elosegui ‐ KeyStaffMarch 21 2013March 21, 2013

800 Corporate Drive, Ste 600 Ft. Lauderdale, FL 33334 | 888.335.9545 Toll‐Free | alphastaff.com

What We Will Cover

• Why hiring the right person is so important

• Legal (non-discriminatory) techniques for:

– Sourcing (finding) strong candidatesS i did t t th fi ld th h– Screening candidates to narrow the field through:

• Resume reviews• Phone screens

– Assessing & selecting candidates through:Assessing & selecting candidates through:• Interviews• Pre-employment testing

– Final screenings through:/• Background/drug screening

• Reference Checks

Simplifying business. Benefiting people. 2

Importance of hiring the right personImportance of hiring the right person

People are not your most important asset, the rightpeople are.‐ Jim Collins, Good to GreatJim Collins, Good to Great


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• Save cost

– Cost of turnover (averages 50% to 200% of annual salary)


Importance of Prudent Hiring Practicesp g

• Employers have a duty to exercise reasonable careEmployers 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 decisionsdiscriminatory hiring decisions

• Asking discriminatory questions on applications or during interviews can expose the company to liability under federal, state, and local anti-discrimination laws

Simplifying business. Benefiting people.

discrimination laws

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Civil Rights Act of 1964 – Title VII –Equal Employment OpportunitiesEqual Employment Opportunities • Prohibits discrimination based on

race sex religion national originrace, sex, religion, national origin, color, and pregnancy in hiring, promotions, transfers, terminations, and all terms and conditions of

l temployment

• Prohibits sexual harassment.

• Prohibits retaliation for claiming discrimination.

• Cover all private employers, state and local governments, and education institutions that employ 15 or more individuals15 or more individuals.


EEO Protections

• Apply to all stages of hiring process:• Sourcingg

• Employee Referrals• Friends & relatives

• Job postings/adsp g• Recruiting firms

• Screening• Resumes• Resumes• Applications• Phone screens• Background checks• Background checks

• Assessment• Interview questions and scoring


• Pre-employment tests

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Sourcing• Employee Referrals

• Good knowledge of work environment / company culture and candidate but may not foster diversitycandidate but may not foster diversity

• Job Postings/AdsBe clear on key duties• Be clear on key duties

• Avoid discriminatory language (“We have a young, energetic team…”)

• Be clear on Required qualifications (must haves) versus Preferred• Be clear on Required qualifications (must haves) versus Preferredqualifications (want to haves)

• Staffing FirmsStaffing Firms• Direct hire• Temp to Regular• Temporary


• Temporary

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SourcingSourcingAdditional Sources

Social Networking sites• Social Networking sites– LinkedIn– FaceBook

• Community NetworkingCommunity Networking • Networking in Groups• Chamber of Commerce• Signage• Signage• Community Job Fairs• College Job Fairs and Student Associations• Direct Mail• Direct Mail• Professional Associations• Flyer Distribution• Newspaper


• Newspaper

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Screening• Resume Review

• Avoid / eliminate information that may disclose the candidate’s protected class. Black-out or cut-out:p

• Photos• Clubs/affiliations• Dates of High Schoolates o g Sc oo

• 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


Screening• Phone Screens

• Basic “knock-out” criteria• Salary expectations• Salary expectations• Geography/commute• Basic qualifications

• Candidate interest• Where did they learn about the opening?

Why are they interested?• Why are they interested?

• AvailabilityE l i th j b ?• Exploring other jobs now?

• If selected, when they can start?


Preparing for the Interview

• Prepare the candidate:How to get there where to park who to ask for upon arrival– How to get there, where to park, who to ask for upon arrival

– 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


company and its benefits

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Assessing & Selecting ‐ InterviewingTop 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 The interviewer fails to ask effective questions


10.The interviewer fails to ask effective questions.

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Assessing & Selecting ‐ InterviewingTop 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 The interviewer is not prepared2. 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


Avoid Interviewer Biases“Hunches” or “gut feels” may come from:Hunches or gut feels may come from:

• StereotypingForming an opinion about a– 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 informationto overshadow all other information provided by the candidate

• Non-verbal BiasNon verbal Bias– Placing undue emphasis on a non-

verbal characteristic that the candidate possesses


Preparing for the InterviewPreparing for the Interview

• Review the applicant’s cover letter, resume and completed employment application

• Review list of interview questionsReview list of interview questions making sure each applicant is asked the same questions

C t t h f h i f• Create an atmosphere for sharing of information by eliminating barriers between you and the applicant

“Small talk” to help p t the• “Small talk” to help put the candidate at ease

• Verbal/Non-verbal “encouragement” of whatever candidate is sharing


of whatever candidate is sharing

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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• Elicits a specific answer• Doesn’t always give you enough information to get to know

candidate• Limits responses – but sometimes that is what is neededLimits responses but sometimes that is what is needed• When you need a short answer• When candidate provides too much information


Behavioral Based Questions

• Effective open-ended questionsP t b h i i th b t di t f f t• Past behavior is the best predictor of future behavior.

• Candidate has to give examples of how they’veCandidate has to give examples of how they ve handled certain situations in previous positions

• Focuses on behaviors/skills that are most important t th j b i “ i l fto success on the job, i.e., “give me an example of a time when you…..”

• Probes for when the candidate did and did notProbes for when the candidate did and did not display these behaviors• “Why did you handle it that way?”

“ f ?


• “What did you learn from that experience?”

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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 d ?• Action – What did you do?

• Result – What happened based on your actions?Result What happened based on your actions?

Probe to ensure STAR is completed


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 you handle it?y y

• 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?


Closed vs. Open Questions – Other Examples

Closed Ended

D d ll

Open Ended

Tell me about a time when• Do you respond well to pressure?

• Tell me about a time when pressure was really bad at work. How did you respond?

• Have you ever dealt with really unhappy customers?

• Tell me about a time when you had to deal with an unhappy customer. What was the

• What was your favorite part

situation? How did you handle it?

• Describe your previous role, your f it t f it d h th t

y pof your last job? favorite part of it and why that

was.


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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Verbal and Non‐Verbal ListeningVerbal and Non‐Verbal Listening

Verbal Listening:Verbal Listening:• Restating• Paraphrasing• Summarizing

Non-Verbal Listening• Eye contact

Head nodding• Head nodding• A positive facial expression• Leaning forward toward the speaker


Legal Considerations

• Ask only job related questions

g

s o y job e ated quest o s

• Ask job related questions consistently

• Avoid questions that could be illegal


Legal Considerationsg

What do you think? Can you ask:• You look so young, how old are you? XYou look so young, how old are you?• Do you have children with whom the hours of this job might cause a

problem?• Do you have reliable transportation to ensure you get to work on time?

X

XYDo you have reliable transportation to ensure you get to work on time?

• I detect a South American accent, are you from Peru by any chance?• Have you ever been arrested?• Do you have any condition that would prevent you from performing the

XX

Y

• Do you have any condition that would prevent you from performing the job as I’ve described it to you?

• This is a picture of my husband, are you also married ? • Are you legally able to work in the United States?

XY

Y• Are you legally able to work in the United States?• I went to the same high school. What year did you graduate?• What days are you available for work?

I t h l lk Wh t h d t ?

X

X

Y

Y


• I see you use a cane to help you walk. What happened to you? X

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Questions to Avoid:• General Rules: Only ask questions that are related to job requirements.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 b k d h h ti b i t j b l t d i f ti hbackground, where such questions bring out job related information such as 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 orRace, Color, Ethnic Origin: Do not ask questions about race, color, or ethnic origin, which includes origin of last names.

• Age: You should not discuss age or ask any questions relating to age.



Questions to Avoid:

• Marital Status and Child Care: Do not ask if applicant is a “Miss Mrs or• Marital Status and Child Care: Do not ask if applicant is a Miss, Mrs. or 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 asksaying 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 Di bl d A id ti b t th li t’ h i l t l• The Disabled: Avoid questions about the applicant’s physical or mental 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 job.


p g y q j

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Interviewing GuidelinesInterviewing Guidelines

Topic Protected Class Exposure

Appropriate InappropriateExposure

Eligibility to work Race, Color, or Ethnic Origin

“Are you eligible to work in United States?”

“Where were you born?”“Where were your parents born?”“Are you a United States Citizen?”

Experience and qualifications

Age / Education Questions related to: Job requirements Educational backgroundJob related skills information

Discuss ageAsk any questions giving impression of seeking the ageJob-related skills information 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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Interviewing Guidelines

Topic Protected Class Exposure

Appropriate Inappropriate

Experience and qualifications

Military Record “Did you serve in the Military?”“Period of service?”

“What type of discharge did you receive from militaryqualifications Period of service?

“Rank at time of discharge?”“Type of training?”“Work experience?”

you receive from military service?”

Eligibility to work Disabled Applicants “Are you able to perform the job requirements with

“Do you have a particular disability?”job requirements with

reasonable accommodation?”disability?

Character Criminal Record If listed on application, can ask about convictions. Some courts have held that an

“Tell me about your arrest record?”

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. Information volunteered by applicant beyond scope of legitimate questions state “information will have no bearing on whether you will or

could give impression of bias on based on topics in this section.


bearing on whether you will or will not be made a job offer”.

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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


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 notmake any note or record that could give the y gimpression 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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Scoring the InterviewScoring / evaluation forms add to the selection process:

• Consistency• Precision• Effective supporting documentation


Scoring the InterviewScoring / evaluation forms add to the selection process:

• Consistency• Precision• Effective supporting documentation


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? R ti 1 2 3 4 5Rating: 1 2 3 4 5 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 5Comments:

Initiative - Did the candidate demonstrate through their answers a high degree of initiative?


Initiative Did the candidate demonstrate, through their answers, a high degree of initiative? Rating: 1 2 3 4 5Comments:

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Selecting the Final CandidateUse 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

R t th t t h t ff b th i t• Request that you match a counter offer by their current 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


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 gemployer

• Don’t Oversell the Job• Don t Oversell the Job– 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


of time to consider the job offer

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Pre‐Employment TestingOnline tests to assess:• Skills

L /G• Language/Grammar• Math• Microsoft Office

T i• Typing• Personality

• Achievement oriented• Motivation• Customer service oriented• Leadership

• Aptitude• Problem solving• Reasoning


• Sustaining Focus

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Pre‐Employment TestingKeep in mind:

O l t f l ti it i• Only one component of selection criteria• 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


Final ScreeningsFor candidates selected for hire:

• Job offers contingent on successful background & drug screenscreen

• State verbally and in offer letter

• Background/drug screening/referencesg g g• Administered through AlphaStaff, via external provider or your own

provider• Based on position, may include any or all of the following:

C i i l d ( t t t f d l i t ti l)• Criminal records (county, state, federal, international)• 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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Conclusion

Questions?Questions?

Thoughts?

Napping?


Contact Us !• .

Copies of the presentation h @ l h [email protected]‐335‐9545 (Option 8)


U i Al h St ff W biUpcoming AlphaStaff Webinar

Please mark your calendars !!!

Date: Thursday April 18, 2013Topic: Importance of Drug and BackgroundTopic: Importance of Drug and Background

Screening Date: Thursday, May 16, 2013

T i W k ' C Cl i R tiTopic: Worker's Comp. Claims Reporting

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Thank you for your participation!


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Hiring Best Practices