Recruiting, Interviewing and Selecting Staff: Starting Off
on the Right Foot Kay Robinson, SPHR
Robinson HR Consulting, Inc.
Erin UleryDirector, Professional DevelopmentNational Summer Learning Assoc.
Our mission is to connect and equip schools and
community organizations to deliver quality summer learning programs to our nation’s youth to help close the
achievement gap.
Objectives Identify the competencies of summer
frontline staff Overcome the pitfalls of selection
errors Develop a failsafe recruitment
process Conduct a legal interview Learn to use "behavioral-based“ and
“situational” questions
Question What do you look for in a frontline
staff person?
Making the Most of Summer
Handbook, pg. 125
Program Improvement System
Program Infrastructure Purpose People Planning Professional
Development Partnerships
Point-of-Service Individualized Intentional Integrated
People Know who you’re hiring and why• Targeted recruitment• Standard interview/application protocol• Clear job descriptions and expectations
Empower your staff to manage the program• Advance, collaborative planning• Site-based management of materials, budget,
vendors, field trips• Frequent staff meetings and structured
feedback loop
What Makes a Strong Summer Learning Program Front Line Staff Member?
Experience working with youth- knowledge of youth development and education
Knowledge of the community being served
Invested in program outcomes- understands his/her role in achieving them
Active part of building program’s culture
Leader and role model for other staff and youth
Getting It Right Hire the right people . . .
Management is fun Hire the wrong people . . .
Management is tough Employee selection is one of
management's most important responsibilities
If you get it right the first time, you will have less turnover and less need to recruit in the future
Cost of Hiring Advertising Interview time Reference checking Unproductive work time (lost
opportunities) Hidden administrative costs Job morale of others
Common Selection Errors Lack of clearly-defined job requirements and
qualifications Untrained supervisors/poorly conducted
interviews Decisions made purely on a "gut feeling“ (me-
too syndrome) Decisions made on the verbal "selling skills" of
the candidate Hiring a warm body/accepting less than the best Not conducting reference checks Not defining the realities of the job
The Failsafe Recruitment Process
1. Plan2. Prepare3. Probe4. Preview5. Post-check6. Make Offer7. Post-hire
Phase 1 -Plan Define the position Determine selection criteria Decide if there are alternatives to
recruitment Assess success of recruitment
sources in the past (yield ratios) Decide where to advertise/source
candidates Develop specific ads
Selection CriteriaMust
Tangible Intangible
What can be trainined?Tangible Intangible
Alternative Staffing Restructuring job Part-time Outsourcing: vendors, partnerships Training for promotions Volunteer to Paid Staff Job sharing, flex-time
Question What sources do you use to find
quality candidates?
Sourcing Candidates Assess what worked in the past Make sure you are competitive Go for quality not quantity of candidates Consider employee referral program Network with colleagues Consider contacting local unemployment office Respond to applicants quickly (the good ones get
scooped up)
Phase 2 - Prepare Identify qualified candidates, screen
resumes/applications Create interview questions for each
position that you are hiring for summer
Create specific interview questions geared toward individual
Phase 3 – Probe Introductions – Build rapport quickly Provide overview of interview
process (agenda) Elicit information from candidate Describe position and organization Answer questions Close interview Inform candidate timing of decision
Question What is an unique question that you
use when interviewing potential front line staff?
Why Interviews Fail Fail to get enough information Does not match job with candidate Fail to evaluate resume Settle for superficial, rehearsed
answers Is only concerned with skills or
personality – not both Forgets the quality of the candidate
During the Interview Let the candidate do the talking Probe carefully for potential problems, but stay
legal and do not offend (gaps, demotions) Keep on track but do not be rigid Ask for clarification, use silence, ask for examples Look for cues (what isn’t said) Beware of biases Ask open-ended questions Start the reference-checking in the interview
Legal Issues
Age Race, Color, National origin Marital status Sex (including pregnancy, childbirth, number of
children) Religion Status regarding public assistance Disability (physical or mental) Workers' compensation claims Union membership Arrest records
Behavioral Interviewing
“More than a gut feeling”
A behavioral example is a specific life history eventwhich will tell you about the individual's skills. When you gain behavioral examples, you typically will hear references to names, dates, numbers, times, and locations and will have "real" information about a person's background.
Sample Behavioral Questions
Tell me about a time when you worked with a colleague on a special project. What was your role? How did you go about organizing the project? What were the outcomes?
Outline a specific time when you encountered an unexpected problem and had to solve it. What did you do? What was the outcome?
Situational Interview A situational interview is a structured
interview that contains questions about how an applicant might handle a specific job situation.• What would you do if …• How would you handle ….
Sample Situational Questions
You are leading a small group discussion about ______________ when you see that two other children not in the small group, being arguing. Two seconds later, another child begins choking. What is your course of action?
While leading a whole group discussion, you notice that one child has not made eye contact with anyone and has not spoken since begin the group discussion. How would you engage that child into the conversation?
During the art activity, one child spills paint on the floor, just as a parent comes in and would like to talk to you. How would you react?
More examples…
While playing with the group of children, you notice that a parent who is not allowed contact with their child has arrived at the playground. What do you do?
This summer, you will receive a lot of formal and informal feedback to support your experience. Please describe a situation where you received constructive criticism. How did you handle it? How, if at all, did you incorporate the feedback?
Source: Leading Summer Learning Programs:Tips to Recruit and Select Seasonal Staff
Please share some examples
A behavioral example is aspecific life history eventwhich will tell you about theindividual's skills. When yougain behavioral examples,
youtypically will hear references
tonames, dates, numbers,
times,and locations and will have"real" information about aperson's background.
A situational interview is a structured interview that contains questions about how an applicant might handle a specific job situation.
Phase 4 - Preview Provide a realistic preview of the job• The good, the bad and the ugly
Provide outline of standards and expectations• And the values of the organization
Outline the culture of the organization and what gets rewarded• What makes a good fit and a successful
employee
Phase 5 – Post-Check Reference checks are CRITICAL If you have a third party assist, be in
compliance with FCRA If there are discrepancies, contact
the candidate Try to touch base with the direct
supervisor Document checks, especially when
you are unable to secure a reference
Typical reference check questions: Title/Salary/Primary Duties:
Strengths of candidate (technical and soft skills)
Red flags or areas we need to be concerned about
Why left/would you hire back? What would make him leave a job?
What would the ideal job be for this candidate? What kind of boss will the candidate most likely succeed under?
Issues (from interview) - job hop, level of responsibility, attitude, relationship building, team, etc. based on requirements of position
What one suggestion would you give the candidate in terms of helping him/her to be successful?
What else do we need to know about the candidate?
Phase 6 –Make Offer
Review candidates against criteria, not against each other
Make offer and put in writing Inform other candidates the position
is closed Inform staff that position has been
filled
Making the Most of Summer
Handbook, pg. 125
What questions do you have?
Additional Resources: Summer Starts in September:
Program Planning Guide Leading Summer Learning Programs:
Tips to Recruit and Select Seasonal Staff
Next in the Series:Effectively Training Summer Staff March 31, 201011-12:00 ESThttps://www1.gotomeeting.com/register/716000673
Will your staff be prepared to make an impact on kids this summer? Kay Robinson, SPHR, from Robinson HR Consulting and Erin Ulery, Director of Professional Development from the Association will examine effective training methods and strategies to help you make sure your staff can hit the ground running. They will also discuss what training programs to cover during the summer.
Save the Date!“Summer Changes Everything!”Conference
November 9-10, 2010 Indianapolis, IN
The only national conference dedicated to summer!
Join the Association! Friend of Summer Learning
Individual Organization/District
• Access to open web content including field news, research and interviews with experts• Ability to network with other
membersthrough online discussion groups• Discounts on conference,
publications,and professional development
services• Two hours of quality program consulting via phone
• Access to curriculum rating tool, and Excellence in Summer Learning Award winner profiles
• Free program planning guide
Thank You! Robinson HR Consulting • Kay Robinson [email protected]
Program Planning/Membership • Erin Ulery