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2/4/20
1
Tanya IhloCaryn S. Ward
SISEP Center
Recruiting and Selecting High Quality Talent: Practices to Ensure
Best Fit
1
Objectives for Today’s Webinar
By the end of the webinar, participants will have/be able to…
• Deeper knowledge of best practices in recruiting and selecting high quality talent
• Assess their current selection process to identify strengths and areas for improvement
• Knowledge of strategies and tools to support building or refinement of an effective selection process
2
Homework Discussion
Which one driver did you to pick to analyze?
• What are your strengths related to this driver?
• What are opportunities for improvement related to this driver?
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Active Implementation
Fixsen, Blase, Metz, & Van Dyke (2015)
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Active Implementation Stages
(Fixsen, Naoom, Blase, Friedman, & Wallace, 2005)
Assess need;Examine fit and
feasibility
Exploration InstallationInitial
ImplementationFull
Implementation
Assure resources;Develop supports
Initiate practice; use data to
improve supports
Practice is consistent;
positive outcomes
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Active Implementation Formula
Fixsen, Blase, Metz, & Van Dyke (2015)
C VC V
C V
CV
CV
CV
Stages
Drivers Improvement Cycles
Evidence-based Practice Selection
Teams
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How are staff typically picked for their roles?
By the first person who says, “yes!” By our budget!
After judicious review of selection criteria, skills observed during an
interview, and then alignment of those competencies with the role.
A committee meets, does secret stuff, and “poof” a
new staff member is chosen.
By a sociometric measure of popularity
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Compe
tency
Driv
ers
Organization Drivers
Leadership
Selection
Training
Coaching
Fidelity
Consistent Use of Innovations
Positive Outcomes
Integrated &
Compensatory
Implementation Drivers
Decision Support Data System
Facilitative Administration
Systems Intervention
Selection
Training
Coaching
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Selection
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Selection
A person is
accountable
for selection
process
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Selection
Job description
developed or
reviewed
A person is
accountable
for selection
process
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Selection
Job description
developed or
reviewed
A person is
accountable
for selection
process
Mutual
understanding
of needed skills
and abilities
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5
Selection
Job description
developed or
reviewed
A person is
accountable
for selection
process
Mutual
understanding
of needed skills
and abilities
Selection
Protocol
developed or
reviewed
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Selection
Job description
developed or
reviewed
A person is
accountable
for selection
process
Mutual
understanding
of needed skills
and abilities
Interviews
conducted
Selection
Protocol
developed or
reviewed
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Selection
Job description
developed or
reviewed
A person is
accountable
for selection
process
Mutual
understanding
of needed skills
and abilities
Interviews
conducted
Selection
Protocol
developed or
reviewed
Candidate
Selected using
data collected
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Selection
Job description
developed or
reviewed
A person is
accountable
for selection
process
Mutual
understanding
of needed skills
and abilities
Interviews
conducted
Candidate
selected using
data collected
Selection
Protocol
developed or
reviewed
Selection
process
reviewed
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Training
Selection
Job description
developed or
reviewed
A person is
accountable
for selection
process
Mutual
understanding
of needed skills
and abilities
Interviews
conducted
Candidate
selected using
data collected
Selection
Protocol
developed or
reviewed
Selection
process
reviewed
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Compe
tency
Driv
ers
Organization Drivers
Leadership
Selection
Training
Coaching
Fidelity
Consistent Use of Innovations
Positive Outcomes
Integrated &
Compensatory
Implementation Drivers
Decision Support Data System
Facilitative Administration
Systems Intervention
Selection
Training
Coaching
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Poll: What is the staff longevity rate across your department?
Medium?
Low?
High?
Not sure
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Sets expectations for staff
Why do we need to focus on Selection?
Improves retention
Prompts thoughtful discussionof resources
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• Selection processes are regularly reviewed
Set up a regular review of interview processes
Best Practices for Selection
Select for “tough to teach traits”
Identify someone to be accountable for selection
process
Ensure job descriptions are aligned with positions
Ensure selection protocol examines relevant
competencies
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22Reflection: Think and Share
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Exam
ple
from
an
SEA
Functions of MTSS specialist
• Support development of regional implementation team for Multi-Tiered Systems of Support (MTSS)
• Provide professional learning and technical assistance for MTSS implementation
ContextFunding for new position of statewide MTSS coaches
Requirement to add a position (MTSS Specialists) that leads implementation capacity development within regions.
TA support on guiding states on selection process needed improvement (low longevity rates in similar held positions)
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Impl
emen
tatio
n In
form
ed
Sele
ctio
n Pr
oces
s
Leadership Team
Leadership Commitment
Position Description
Selection Criteria
Selection Process
Developed
Interview Protocol
Debrief with Leadership for Improvement
1 2
34
5 6
25
Impl
emen
tatio
n In
form
ed
Sele
ctio
n Pr
oces
s
Leadership Team
Leadership Commitment
Position Description
Selection Criteria
Selection Process
Developed
Interview Protocol
Debrief with Leadership for Improvement
1 2
34
5 6
26
Knowledge, skills, & abilities Reporting structure
Overall performance and function Tasks and FTE
STS Position
Components of aJob
Description
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Impl
emen
tatio
n In
form
ed
Sele
ctio
n Pr
oces
s
Leadership Team
Leadership Commitment
Position Description
Selection Criteria
Selection Process
Developed
Interview Protocol
Debrief with Leadership for Improvement
1 2
34
5 6
28
Leadership Team
Which of these are “tough to
teach” traits?
Positive and passionate
Exhibits resilience and perseverance
Exhibits adaptive skills – can
determine when flexibility is needed
Consensus building skills
Commands credibility with a team
Instructional skills for training
and coaching
Effective facilitation skills
Values diverse
perspectives
Familiar with state processes and
procedures Consensus building skills
Strong data analysis skills
Selection Criteria Generated by Leadership
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Impl
emen
tatio
n In
form
ed
Sele
ctio
n Pr
oces
s
Leadership Team
Leadership Commitment
Position Description
Selection Criteria
Selection Process
Developed
Interview Protocol
Debrief with Leadership for Improvement
1 2
34
5 6
30
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Inte
rvie
w P
roce
ss
Performance Tasks(Top 3-5 candidates)
In Person Interview (Top 5-10 candidates)
15-minute phone interview(Candidates meeting screening)
1
2
3
10 selected for in-person
interview
3 selected for
performance Tasks
Top candidate selected
15 candidates (out of 55) met screening criteria
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Impl
emen
tatio
n In
form
ed
Sele
ctio
n Pr
oces
s
Leadership Team
Leadership Commitment
Position Description
Selection Criteria
Selection Process
Developed
Interview Protocol
Debrief with Leadership for Improvement
1 2
34
5 6
32
Example Phone Interview Questions
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Example In-Person Interview Questions
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Example Performance Task
Situation (presented five minutes prior to the simulation)
You are headed in to facilitate a meeting with district leadership to discuss next steps in supporting initialimplementation of a new practice in a large urban county. You have worked hard to develop the agendaand prepare your role to facilitate the meeting. Upon arriving, you learn that the AssociateSuperintendent for Teaching and Learning who has championed this effort, has resigned. The interimAssociate Superintendent that is taking her place is the former school improvement facilitator who hadpreviously expressed great skepticism about implementing this new practice. How do you respond tothis news and what actions might you take?
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Impl
emen
tatio
n In
form
ed
Sele
ctio
n Pr
oces
s
Leadership Team
Leadership Commitment
Position Description
Selection Criteria
Selection Process
Developed
Interview Protocol
Debrief with Leadership for Improvement
1 2
34
5 6
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Discussion
How have you used performance tasks as part of the selection process for
staff in your work? What have been
facilitators and/or barriers to being able to use them
well?
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Lessons LearnedObstacles to Use of Behavior Rehearsals
“All interviews must follow the exact same protocol - thus providing
feedback is not possible”
Rehearse Providing FeedbackTo make sure that feedback provided can be incorporated
into task that candidate is asked to do again
Handling ChangeMake sure explicit attention is dedicated to new focus areas
Reporting StructureEnsure that individual to whom
candidate is reporting is clear and that he or she is included in
interview process
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Resources• Selection Lesson on AI Hub: https://nirn.fpg.unc.edu/resources/drivers-ed-
selection
• Staff Selection Checklist: https://nirn.fpg.unc.edu/sites/nirn.fpg.unc.edu/files/resources/AIHub-Handout17-StaffSelectionChecklist.pdf
• Selection Drivers Best Practices Handout: https://nirn.fpg.unc.edu/sites/nirn.fpg.unc.edu/files/resources/AIHub-Handout27-DriversEd-Selection.pdf
• Examples:• Example Position Descriptions• Example Interview Questions and Tasks• Example Competency Development Plan (Selection – Training – Coaching – Fidelity)
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Would you like to assess your infrastructure?
40
Compe
tency
Driv
ers
Organization Drivers
Leadership
Selection
Training
Coaching
Fidelity
Consistent Use of Innovations
Positive Outcomes
Integrated &
Compensatory
Implementation Drivers
Decision Support Data System
Facilitative Administration
Systems Intervention
Selection
Training
Coaching
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Next steps:
Before the next webinar…• Review your current selection
processes for a position.• What tough to teach traits
are you selecting for? • Revise/create a performance
task for skills needed.
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Evaluation
http://bit.ly/RS-HQT
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Believe in Possibilities….
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https://nirn.fpg.unc.edu/ai-hub
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Citation and CopyrightThis document is based on the work of the National Implementation Research Network (NIRN).© 2019 NIRN-UNC
This content is licensed under Creative Commons license CC BY-NC-ND, Attribution-NonCommercial-NoDerivs . You are free to share, copy, distribute and transmit the work under the following conditions: Attribution — You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work); Noncommercial — You may not use this work for commercial purposes; No Derivative Works — You may not alter, transform, or build upon this work. Any of the above conditions can be waived if you get permission from the copyright holder.
email: [email protected]: http://nirn.fpg.unc.eduThe mission of the National Implementation Research Network (NIRN) is to contribute to the best practices and science of implementation, organization change, and system reinvention to improve outcomes across the spectrum of human services.
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