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How To Make Sure You Are Hiring The “Right” Employees
By
Gordon Walter, SPHR
Today’s Agenda
Introduction Creating Job Descriptions Writing Job Advertisements Designing and Evaluating Applications to Uncover Information That Could be Important How to Legally Conduct Reference and Credit Checks
Creating a Structured Interview Process to Avoid Discrimination Testing and Evaluating Applicants for Job-Related Qualifications Q & A
Introduction
Quantitative Reasons Each year 30-40% of applicants
submit incomplete or inaccurate resumes.
Each year nearly 1 million individuals are victims of violent crime while working.
Six out of 10 incidents of workplace violence occur in private companies.
Embezzlement accounts for $4 billion in losses each year.
30% of business losses are the result of acts by employees.
Why spend time on selecting the right employee?
Qualitative Reasons High turnover Litigation Employees lack:
Job fit Qualifications
Poor performance Poor attendance
Other Reasons?
Negligent Hiring Dean v. Oppenheim Davidson Enterprises
Inc.,Alameda Superior Court No. 809231-1, 2000. America's Best Carpet Care hired private contractor Private contractor robbed and murdered home
owner America’s Best found negligent in hiring practices
and ordered to pay $11.5 million in damages. Parties later settled for undisclosed amount
Introduction, cont’dWorst Case Situations:
Describes major areas of a job or position
Begins with careful analysis of important facts about job Methods used Purpose and responsibilities Relationship of job to other jobs Qualifications needed
Keep it dynamic, functional, and current Be flexible
Job Description
A poor job description can keep people from: Trying new things Learning to perform jobs better
A well-written, practical job description will: Prevent refusals to carry out assignments
because "it isn't in my job description."
Job Descriptions, cont’d
When writing job description, remember: Jobs change
personal growth organizational development new technologies
Keep flexible; encourages employees to grow Serves as basis for job training or future job
evaluations.
Job Descriptions, cont’d
A Job Description should include:
Job Title, Objective or Overall Purpose Statement Orients reader to general objective Describes broad function and scope Three to four sentences at most
List Duties or Tasks Performed principal duties continuing responsibilities and accountability essential job duties critical to successful
performance
Job Descriptions, cont’d
Begins with most important functional responsibilities and continues in order of significance
Each duty that comprises at least five percent of total
Describe relationships, and include supervisory, subordinating and/or other working relationships.
Job Descriptions, cont’d
When used for recruiting, you may want to attach:
Job Specifications, Standards and Requirements Qualifications needed to perform the essential functions
EducationExperience Knowledge Critical skills and expertise
Job Location Equipment used in performance of jobCollective Bargaining Agreements Non-Essential FunctionsSalary Range
Job Descriptions, cont’d
Keep statements crisp and clear
Sentences in verb/object phrases occupant of job is implied subject, therefore can
be eliminated (e.g., description of receptionist position: "Greets visitors in a friendly manner.“)
Use present tense phrases telling why, how, where or how often
(e.g., "Collects all employee time-sheets on a bi-weekly basis for payroll purposes.“)
Job Descriptions, cont’d
Minimize unnecessary articles: "a", "an", "the" to point to the description
(e.g., "Greets all visitors in a friendly manner“) Un-biased terminology
Use the "he/she" approach or make gender pronouns not required.
Avoid words subject to differing interpretations. (e.g., "frequently," "some," "complex," "occasional," and "several."
Job Descriptions, cont’d
Job advertisements and recruitment processes should:
Use AIDA format: Attention, Interest, Desire, Action
• Attention (from appropriate job-seekers)• Interest (establishes relevance in minds
of ideal candidates) Desire (to pursue a great opportunity) Action (clear instruction for next step)
Job Advertising/Recruiting Processes
When writing job advertisements, be sure you:
Use one simple headline, relevant and clear Use job title and organization's name as
secondary headings Show organization or brand name prominently Make it easy to read, with simple language,
avoiding complicated words (unless necessary) Less is more. Use the same language reader uses
Job Advertisement Do’s
Write efficiently Use simple fonts:
Arial, Tahoma, Times, etc, or equivalents
Serif fonts are more traditional and more readable
Sans serif fonts are modern-looking, but less easy to read
12-20 point size for headings, 10-12 for text
Job Advertisement Do’s, cont’d
Involve the reader (“you, yours”) Seek best page position:
i.e., “top right” Size ad appropriately
Overly complex graphics, layouts and words
Font too small or too large All upper case font Overly intellectual or obscure
wording Words with double meanings Too much technical detail Too few/many words
Job Advertisement Don’ts
Boring or uninspiring text Over-emphasis on job vs.
the person Too much technical detail Overly large ad space
When writing a job advertisement, do not use:
Placing files on the Internet as downloadable pdf or similar files
job application form job description Candidate profile
Out-placement organizations. Armed forces resettlement organizations. Universities, colleges and schools. Trade associations and membership
organizations. Internet recruitment resources. Professional recruiters.
Other Options to Job Advertising
Other options to job advertising include:
Questions based on purpose Ask about candidate's work and educational background. Ensure reduces employment-related exposures
Keep inquires lawful Ask only job-related questions
Avoid questions leading to actual or perceived discrimination Make statements of policy (if necessary)
i.e., a general statement on the application about work hours and conditions is acceptable.
Job Application
If applicant is a citizen Better to ask if “legally authorized to work in US”
Age, date of birth, or date of graduation Better to ask if over 18 years of age
Disabilities, medical treatment, medications, addictions Sick leave taken in last position Candidates height and weight
Job Application: Things to avoid
Applicant must sign to acknowledge statements for:
Employment verification “At-will" employment Equal Employment Opportunity
statement
Applicant Signature Needed
Inform or ask permission from
candidate prior to checking Make conditional offers Must be on “Need to know”
based on “Job critical and relevant”, “business necessity”
Conducting Reference and Credit Checks
Basic Information• Employment reference check• Credit check• Background check
Other Information
Conducting Reference and Credit Checks
Civil litigation Motor-vehicle record “Mode of living" and character
Expect to receive dates of hire, termination, and job title.
Prohibited from confidential information If waiver or “hold harmless” agreement
signed employer may likely specify information covered by agreement.
Employment Reference Check
Credit check
To obtain credit report on employee or prospective employee, the employer must:
Provide “clear and conspicuous” written notice that a credit report may be requested
Obtain written consent from applicant or employee
Employers generally have right to access arrest and conviction records that are public information, BUT:
Whether employers can use for hiring decisions varies from state-to-state
Some states allow employers to discriminate based on criminal convictions, but not arrests.
Other states apply varying rules depending on type of position or industry
Background Check
Errors are common Theft of confidential information
may leave you vulnerable to lawsuits
Background checks do not always identify potential wrongdoers, while disclosing much information that is irrelevant to job conduct
May not reduce fraud
Problems With Reference Checking
Poor process can result in: Poor selections Higher turnover Undermines organization Wastes time and money
Why have structured interviews? Easier to do Consistency Criticality
Better the process, the better the result
Increases quality of organization’s people
Structured Interviews
Tests validated to job; must be Job related
Communicate to candidates Test everyone Make reasonable accommodation Fair and impartial; involve
third party Cheating means disqualification Failure means disqualification Be consistent
Pre-Employment Testing Guidelines
Recruitment Process Structure
Issues in Recruiting
Lack of recruitment goals
Lack of a recruiting philosophy
Recruit Internally v. Externally
Countercyclical Hiring
Advantages/Disadvantages of Internal Sources
Ability of candidate is known Internal promotion motivates
employees Less training and socialization time Internal sources may be insufficient
for growth Ripple effect, cumbersome
procedures “Inbreeding,” loss of flexibility
Advantages/Disadvantages of External Sources
Import new ideas and skills
Avoid ripple effect
May be necessary in
turnaround situation
Expensive
Time consuming
More difficult to evaluate
candidates
Internal Recruiting
Internal Recruiting for Non-
Exempt Positions Job posting and Bidding
Internal Recruiting for
Exempt Positions
Nominations
Succession Planning
External Recruiting
Planning for External Recruiting
Calculate yield ratios
Determine when to begin and how
extensively to recruit
Prepare Resume -Tracking
Software
Informal Methods Ask employees to refer potential
candidates (word-of-mouth) Consider referral bonuses
*Source: Based on a survey of 303 HR Professionals, from HR Magazine, December 1998, p. 53. Data on Internetrecruiting is from HR Focus, May 2004, p. 8
Recruiting Sources Used by HR Professionals*
External Recruiting Methods
Formal Methods
Recruitment Advertising
Internet Recruiting
Employment Agencies
Public Job Service Agencies
Private, For-Profit Agencies
External Recruiting Methods
Recruiting Targeted Groups
Executive Search Firms
Campus Recruiting
Recruiting Older Workers
Recruiting Disabled Workers
Recruiting Disadvantaged Workers
Affirmative Action Recruiting
Recruiting Passive Job Seekers
Recruiting Process Evaluation and Benchmarking
Measures Used to Evaluate Recruiters
Measures Used to Evaluate Recruiting Sources
Differences in Quality of Recruiting Sources
Evaluation of Recruiting Source Data
Benefits of Structured Selection
Improved performance
Effective strategy implementation
Sustainable competitive advantage
Sructured SelectionProcess
Questions NOT to Ask Job Candidates
Pre-Employment Tests
Testing and EEO
Paper-and-Pencil or Computerized
Tests Chosen Based Upon: Specific Job Required Ability Reliability Proper Test Development Procedures Administrative Ease Past Success
Work Sample and Ability to Learn Tests
Work Sample Tests
Situational Judgment Tests
Ability to Learn Tests
Advantages
Content, Face, and Predictive Validity
Reduced Adverse Impact
Realistic Job Preview
Personality Tests
May have some validity
Rate on basis of Personality Dimensions
1. Extravert vs. introvert
2. Friendly, agreeable vs. hostile, non-compliant
3. Neurotic vs.emotionally stable
4. Dependable, self-control vs. low
dependability, and self-control
5. Intellectual, open to new ideas vs. low intellect, low
openness to new ideas
Uses include:Integrity Tests
Predicting Violence in the Workplace
Interviews
Unstructured Interviews
Low reliability
Low validity
Structured or semi-structured Interviews
Plan with flexibility
May be comprised of “funnels”
Better reliability
Better validity
Interviews, cont’d
Validity of the Interview can be compromised by: Similarity Error (i.e., “just like me”) Contrast Error (i.e., “not like ____”) Overweighting of Negative Information Race, Sex, and Appearance Bias First Impression Error Halo Error Nonverbal Factors Faulty Listening and Memory Differences between Interviewers
Selection Structure “Funnel”
Interviews, (cont’d)
Structured Interviews
Patterned Interview
Ask everyone the same questions
May or may not be the right questions!
Situational Interview
What would you do if _______ happened?
Behavioral Description Interview
Tell me about a time when _______ happened.
What did you do? What was the result?
Interview Best Practices
Take good notes Base questions on a thorough
job analysis Use a more structured format Use situational and/or
behavioral questions Interview is conducted by
trained interviewers Interview attempts to assess
only qualities that are visible in interviews
Drug Testing
Drug use is NOT a handicap under ADA Drug tests can be done prior to a conditional offer, also
randomly during employment Tests are reliable but expensive and invasive Advisable in safety-sensitive jobs
Reference criteria must be valid to job.
References must be checked to counter:
“Negligent hiring”
Resume fraud
Be mindful of defamation suits when giving reference information
Reference and Background Checks
Reference and Background Checks, cont’d
Obtaining Reference Information
Written reference or phone interviews are
the most common methods
Ask nominated referees for additional
people to contact
Ask job-related questions
Communicate to applicant that you are
seeking reference/background information
Role Play and Assessment Centers
Assessment Center Characteristics of Assessment Center
May involve multiple: Candidates Assessors Exercises: In-basket test, leaderless group discussion, interview, tests
Validity and usefulness Other Selection Methods for Managers
Individual assessment Interviews
Criteria for Choosing Selection Devices
Validity
Utility
Cost, Base Rate of Success, Selection Ratio,
Incremental Validity, etc.
Legality
Acceptability to Managers
Applicant Reactions
Societal Impact
Comparison of Selection Devices
Internal Revenue Service www.irs.gov Department of Labor www.dol.gov Society for Human
Resource Management www.shrm.org State Government Agencies www.statelocalgov.net State Tax Agencies www.taxadmin.org U.S. Citizenship and
Immigration Services www.uscis.govU.S. Small Business Administration www.sba.gov
Sources