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Interviewing Tips: Weeding Out Bad Hires
Presented by Michelle Marchand Canseco
70%
30% of the first-year potential earnings
$50,000 $15,000
$100 million
Bad HireSomeone who is not qualified, and is not willing and able to perform the functions of the job in order to achieve the business goals under the necessary working conditions.
Protected classes
HIPAACan you perform the
necessary functions of the job with or
without a reasonable accommodation?
P.C.C
.1. Hiring objectives match candidates objectives.
2. Demonstrates team attitude
3. Education and experience match requirements.
4. Confirm credentials.
5. Skills are transferable.
6. Can handle the working conditions
7. Is change oriented
Recruiting
IndicatorsAwkward voice-mail message 1
Crazy ring tone 2Unprofessional email address 3
Omissions on the job application 4Inconsistencies 5
Inappropriate information about their protected-class status 6
IndicatorsVague about gaps in employment 7
Not allowing you to contact previous employers 8
Handwriting is different 9Strange reasons for leaving 10
Changes jobs every 6 months 11
Stay compliant with state and
federal laws with regard to being fair and consistent with
all applicants.
Other areas of the law:Include employment-at-will statements.
Show diversity in your recruiting efforts.
Consider BFOQs.
How to Find and Attract Excellent Customer Service Professionals
Disparate Treatment Disparate Impact
Could there be misrepresentation of information?
It may be construed as an invasion of privacy.
DosDonts
Connect with the person to gather info about not hiring.Use social media to look for negative attributes.
Only use online info to make hiring decisions.
Document all collected info.Use public info.Use social media to confirm positive rather than negative.Approach it the same way as credit or background checks.Use Websites to find candidates.
1. Is there a complete profile?
2. Do they have recommendations?
3. Is the applicant a member of groups?
4. Do you have any connections?
5. Does the resum match the profile?
6. Look at previous employers.
7. What is the length of time employed?
8. Look for patterns of behavior.
You may be promoting the individual to his or her highest
level of incompetence.
You could create a bad hire by not looking at the right competencies.
Promoting From Within
InterviewWhat do you consider an unacceptable question?
Any question that is not related to the
position or necessary to evaluate the
applicants ability to perform the job
What do you think about Regina preferring married applicants?
Does Regina consider race?
What about religion?
Is she staying compliant with regard to those with disabilities?
How does Regina interpret ADEA?
Schedule the same amount of time for all interviews.
Per Candidate
30 mins.
Use an interview guide. Use the job description.
Talk 80%
Listen
Build rapport.
Demonstrate listening.
Be careful about making judgments.
Document only what is legal.
Dont agree with anything you feel may be wrong.
Phone InterviewConfirm the candidate can speak,
read, write, and understand English.Listen for slang and heavy accents.Clear up what you dont understand.
Ask why the candidate left.Address the desire to continue training.
Ask stump questions.Ask advanced questions.
Dress
CodeKeep dress-code requirements
as they relate to the job.
Behavior-BasedInterviewing
Would Should Could
Behavior-BasedInterviewing
Tell me about a time when you had a conflict with a coworker. How
did you handle it?
Behavior-BasedInterviewing
Tell me about a time ...Give me
an example ...
Budgets Fact-finding Persistence Job functions
Use others to help you interview.
A+ Workers
True1False2True3
Third Party
Personality test Fit-for-duty test Drug test Demonstration of job functions
1 Credit2 Referral3 Background
1 Which role might this candidate be able to grow into?2 How will this candidate assist in developing other staff?