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March 2008 Recruitment and Selection Posting and Screening
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March 2008
Recruitment and Selection
Posting and Screening
March 2008
This Session
RECRUITMENT COMPONENTS:
Posting and Screening
Behavior-based Interviewing
Setting Salaries
March 2008
Objectives Analyze a position to determine its
key competencies Write a compelling, competency-
based job posting to attract qualified candidates
Use key competencies to screen applications and determine who to interview
March 2008
Purpose of Postings Sell the job Attract applicants who can do the
job Provide information for applicants
to use in determining whether to apply or not
Justify and defend hiring decisions
March 2008
Steps in Developing a Posting Define the business need Describe the work Identify the Competencies Establish the training and
experience requirements Establish the recruitment range Take care of the details- where and
how long to post?
March 2008
Define the Business Need Consider departmental goals and
objectives Consider workforce planning needs Consider funds available
March 2008
Describe the Work What are the main or primary
responsibilities of the position? Describe the range of duties
(narrow vs. broad) based on the business need
March 2008
Determine the Minimum Competency Requirements Review the Position Description, Competency
Profile, Competency Dictionary for behavioral competencies, and Agency core competencies
Review previous Performance/Competency evaluation forms (for existing positions)
Meet with Manager to determine Required and Preferred Competencies for the Posting
Competencies are part of the Job Description
March 2008
Establish Training and Experience Requirements
Basic requirement is the class minimum from the class specification
Transition teams determined T&E (Training and Education) guidelines for each competency level.
1-4 Competencies from Job Description Remember, applicant must meet posted
T&E minimum required and posted competencies to be qualified
March 2008
Establish the Recruitment Range
Consider the four pay factors (business need, competencies, equity, market)
Have relationship with competency level If you are willing to accept an entry level
candidate, drop to minimum of the class range
March 2008
Establish the Pay Range Generally the entire banded pay
range If there is a limit on the level of
duties possible for a job, a range maximum may be set below the salary range maximum.
March 2008
Salary Grade Equivalency Currently, a salary grade
equivalency is set for each competency level
Levels the playing field between banded and non-banded employees
March 2008
Taking Care of DetailsComments
To Consider Lower Level Candidates: “If no applicants apply who meet the required competency and T&E requirements, then management may consider other applicants.” Salary would be determined based on competencies, equity, budget, and market considerations
Salary Grade Equivalent provided for determination of Promotion Priority
March 2008
Purpose of Screening Determine Qualified vs. Not
Qualified Determine Most Qualified Pool
from Qualified Pool Identify Candidates for Interview
March 2008
Steps in Screening Know the job Know the job requirements
(required competencies and T&E) as stated in vacancy announcement
Incorporate competencies into “Posting Specific Questions” on Posting Requisition in Jobsearch
March 2007
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March 2008
Summary
Posting• Define Business Need• Describe the Work• Establish Minimum Training & Experience Reqs• Determine Minimum Competency Reqs • Establish the Recruitment Range• Compose Posting Specific Questions Based on
Competencies Screening Questions?
March 2008
Recruitment and Selection
Behavior-based Interviewing
March 2008
Objectives
Write effective behavioral interview questions
Use the STAR technique to assess applicant responses
Make a fair and informed selection decision
March 2007
Career-banding system
Competencies
Planning: Budget, Workforce, Training etc.
Behavioral Interviewing
Competency Assessment and Salary Setting
Performance Evaluation and Training & Development
Competency-Based Human Resources System
Posting and Screening
Business Need
March 2007
A Model Structured Interview Process
March 2008
KNOW THE JOB
March 2008
Competency-Based Approach Uses past behavior to predict future
behavior Uses job’s key competencies Evaluates behavior against target
job Requires applicant to focus on job-
related behavior Uses planned questions
March 2008
Why Behavioral? Increase quality of hire Direct link to competencies Use questions that effectively
evaluate performance Assess candidates consistently
March 2008
Develop Questions
List of Behavior-based Questions on: Your CD HRS Website
March 2008
Sample Question:
“Tell me about a recent problem that came up in your job for which old solutions would not work. How were you able to solve this problem?”
March 2008
Sample Question 2:
“Describe a situation where you were successful in getting people to work together effectively.”
March 2008
Use the “STAR”
March 2008
Situation or Task – the situation or problem leading to the candidate’s actions
Action – active attempts to effect change or influence events
Result – the outcome of the candidate’s actions
March 2008
Unusable STARs “Non” STARs
Feelings or opinions Theoretical statements Future-oriented statements Vague statements
Incomplete STARs Missing one or more components
March 2008
Behavioral Questioning
Focus on “why, how, what” candidates have learned from their experience
Use active listening skills to assess candidate’s credibility genuineness
March 2008
Questioning Sequence
BehavioralQuestion
Incomplete STAR
Follow-up to Complete STAR
False STAR
Complete STAR
Follow-up to Get STAR
Follow-up to Get Another STAR
March 2008
Develop benchmarks Framework to assess candidates’
responses objectively and consistently
Defines 3 levels – High, Medium, Low
Determine Benchmark for Specific Position
March 2008
Benchmark Examples Q: Describe some projects that
you have been largely responsible for in your previous work experiences.
March 2008
High Benchmark = Responsible for initiating and completing several major projects or developments. Candidate describes how projects were accomplished and the results.
March 2008
Medium Benchmark = Responsible for initiating or completing several major projects.
March 2008
Low Benchmark = Worked on projects, but had no part in their initiation or responsibility for their completion.
March 2008
Q: Suppose you had many important projects with rigid deadlines, but your manager kept requesting various types of paperwork, which you felt were totally unnecessary. Furthermore, this paperwork was going to cause you to miss your deadlines. What would you do?
March 2008
High Benchmark = Present the conflict to the manager. Suggest and discuss alternatives. Establish a mutually acceptable plan of action. Communicate frequently with the manager.
March 2008
Medium Benchmark = Tell the manager about the problem.
March 2008
Low Benchmark = Do the best I can.
March 2008
Selecting the Candidate Use High, Medium, Low scale
More significant behavior More recent behavior More related behavior
March 2008
Make the Selection Decision Relative importance of
competencies Quality/Quantity of behavioral
information Consistency of behavior Trainability
March 2007
A Model Structured Interview Process
March 2008
Summary
Behavioral Questions STAR Probing Benchmarks Skill Development Activities Questions?
March 2008
Recruitment and Selection
Setting Salaries
March 2008
Objective
Set the correct salary based on competency assessment and pay factors
Revised March 2007
Career-banding system
Competencies
Planning: Budget, Workforce, Training etc.
Behavioral Interviewing
Competency Assessment and Salary Setting
Performance Evaluation and Training & Development
Competency-Based Human Resources System
Posting and Screening
Business Need
March 2008
It’s the job…. Business Need
It’s the employee…. Career Development
It’s the PAY!
March 2008
In a Perfect World….
Competency level of position/posting
Competency level of selected applicant
Market Rates
Pay Factors
Pay Based on Competencies
Journey
Market
Rate
MinContributing
Reference
Rate
Advanced
Reference
Rate
Max
Contributing Journey Advanced
Comp A X
Comp B X
Comp C X
Overall XEmployee’s Pay
Competency Assessment Form
Career-Banded Class Rates
Pay Based on Competencies
Journey
Market
Rate
MinContributing
Reference
Rate
Advanced
Reference
Rate
Max
Contributing Journey Advanced
Comp A X
Comp B X
Comp C X
Overall XEmployee’s Pay
Competency Assessment Form
Career-Banded Class Rates
Pay Based on Competencies
Journey
Market
Rate
MinContributing
Reference
Rate
Advanced
Reference
Rate
Max
Contributing Journey Advanced
Comp A X
Comp B X
Comp C X
Overall X
Employee’s Pay
Competency Assessment Form
Career-Banded Class Rates
March 2008
But where do I Start????1. Plan the work, THEN work the plan
Gather all necessary tools
2. Consistent use of policy/procedure Know policies and procedures Utilize your HR Program Managers for questions
3. Apply ALL pay factors consistently Have a thorough understanding of PF’s
4. Justify and Document Document, document, document
March 2008
1. Tools Needed
Thorough Knowledge of:
The Position
The Selected Candidate
The Work Unit
March 2008
Tools Needed – the Position Posting information Profile Competency level of work $ amount posted Job Description Work Plan
March 2008
Tools Needed – the Candidate
Application of selected candidate
Competency level of selected applicant
Interview notes and supplements
March 2008
Data and Tools Needed
Work Unit information – Salary/competency info. of work unit
– Spreadsheet of employee/salary info.
$ amount available
University/Division policies on Awarding Pay
March 2008
2. Policy & ProcedureThings to think about…again.
Any special uses of reserves? Other salary needs already in the work
unit? Other employees in work unit already
working toward new competencies? When does UNCG award for
competencies? Interim PMP and Final PMP
3. The Pay Factors
Financial ResourcesThe amount of funding that a manager has available when making pay decisions.
Appropriate Market RateThe market rate applicable to the functional competencies demonstrated by the employee.
Internal Pay AlignmentThe consistent alignment of salaries for employees who demonstrate similar required competencies in the same banded class within a work unit or organization.
Required CompetenciesThe functional competencies and associated levels that are required based on organizational business need and demonstrated on the job.
March 2008
4. Document – Forms!
Salary Information
Spreadsheet for Salary Recommendations
Salary Decision Worksheet
Competency Assessment Sheet
March 2008
The Process Step 1: Level the selected candidate Step 2: Apply ALL Pay Factors Step 3: Justify/Document Step 4: Obtain appropriate approvals Step 5: Offer to selected candidate
Explain Career Banding and how salary derived
Explain any additional short range opportunities
March 2008
Step 1: Level the Candidate
Determine overall level for candidate by… Identifying key functional competencies of
job Compare those to the candidate using
Application Interview Skills/Sample Ratings Reference check
March 2008
Step 2: Apply the Pay Factors1. Financial Resources
Agency business need (budget)2. Appropriate Market Rate
Journey market rate guidelines/market reference rate guidelines and related market information
3. Internal Pay AlignmentInternal pay alignment (equity)Current salary and total compensation
4. Required Competencies
March 2008
Step 3: Justify & Document
Justify
Document, Document, Document
March 2008
Step 4: Approval
Follow University/Unit procedure
Obtain appropriate approvals
March 2008
Step 5: Offer to Candidate by HR
Offer and explain salary Explain Career Banding Explain how salary derived
Explain any additional short range opportunities
