1
Recruitment in a
Career-banding World
Office of State PersonnelJuly 2008
2
Selection Process
Posting
Screening InterviewingAssessing
the Candidate
Making Offer
Leveling the
Position
Setting Salary
3
Why is this important ?
• Selection ….. based on
relative consideration of qualifications
using fair and valid selection criteria
• Promotional priority considered if ….. eligible employee and outside applicant have “substantially equal qualifications”
4
How?
How do we best
– review applications
– interview candidates
– and make a selection
in a competency-based HR system?
5
The answer is ……
Behavioral-based interviewing
and competency assessment
focused on
competencies
needed to succeed in the job
6
Because …….
“Past behavior
is
the best predictor
of
future behavior”
7
“Leveling” the Position
• Define the “business need”
• Describe the work
• Determine competency requirements.
• Establish minimum T&E
• Set position competency level
8
Posting
• ID Position Competency level
• Set Recruitment Range or Salary Range
• Add statement to consider lower level
candidates?
• Add salary grade equivalency
9
Next in the Process …..
Screening InterviewingAssessing
the Candidate
10
Selecting Applicants to Interview
Use Applicant Selection Matrix• ID Qualified & Most Qualified
– Meet Minimum T&E
– ID Competencies Indicated
– Select Applicants to Interview
11
Exercise #1
Screening the Applicants
12
Next in the Process …..
Screening InterviewingAssessing
the Candidate
13
Preparing for the Interview
Use Interview Worksheet
• Review application
• Prepare questions based on competencies
14
Why spend extra time?
• Spend more time listening
• Consistent questions
• Get consistent results
• Re-use
• Impress candidates !
15
Reviewing the Application
• Develop Hypotheses
about competencies
• ID Unanswered Questions about competencies
16
Exercise #2
Reviewing the Application
17
Preparing Interview Questions
The Art of Asking Questions • Behavior-based
Accomplishment Questions Situational Questions Direct Competency Probes
• Open-ended questionsTell me about ……Describe a time when …..Give me an example of …….
• Legally defensible
18
Comparison of Questions
Traditional• Predictable• Straight-forward
answers• General
Behavior-based• More pointed
(about a specific skill, knowledge or ability)
• More probing• Situational – What
would you do?
19
Examples of Questions
Traditional• What are your strengths
and weaknesses?• What problems did you
face and how did you handle them?
• Describe a typical work week.
Behavior-based• Describe a decision you
made that was unpopular and how you implemented it.
• What do you do when your work is interrupted? Give an example of how you handle it.
• Tell me about a time you worked effectively under pressure.
20
Sample Question #1
“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?”
21
Sample Question #2
“Summarize the key principles of adult education and explain how to use them in instructional design.”
22
Sample Question #3
“Describe a situation where you were successful in getting people to work together effectively.”
23
Exercise #3
Practice
Writing Questions
(and follow-up questions)
24
Setting up the Interview
• Setting the Tone
• Physical Arrangements
• Establishing Rapport
• Describing the Purpose
• Describing the Next Steps
25
Basic Interviewing Skills
• Follow-up Questions • “Peeling the onion”
• Active Listening
• Recording
• Interpreting Results
26
Evaluate Responses
• What did you learn about how the candidate demonstrated the competency?
• Another competency?
• Clear example?
• Answered question?
• Other concerns raised?
27
Responses to be wary of
• Feelings or opinions
• Theoretical statements
• Future-oriented statements
• Vague statements
• Missing or more components
28
“Describe some projects that you have been largely responsible for in a previous position.”
Candidate describes specifically how s/he was responsible for initiating & completing several major projects; talks about results.
Candidate says s/he was responsible for initiating & completing several projects.
Candidate says s/he worked on projects but had no part in their initiation or responsibility for their completion.
29
“Think about a time when you had a number of important deadlines and your manager kept
requesting different changes to a report that caused you to miss your deadline. What did you do?”
Candidate says s/he discussed the conflict with the manager, suggested an alternative and agreed on how to handle it better next time.
Candidate says s/he told the manager about the problem and how frustrating it was.
Candidate says s/he decided to just work through lunch more often because the manager didn’t like to hear criticism.
30
Exercise #5
Rate the Responses
31
Next in the Process …..
Screening InterviewingAssessing
the Candidate
32
Functional Competency Assessment
Functional Competencies
Comp.
Level
Expectations Results Level C J A
Career Development Activities (include Supervisor and Employee responsibilities):
Final Competency Assessment: Contributing (C) Journey (J) Advanced (A)
Comments:
Competency Assessment DiscussionEmployee Comments: Supervisor Comments:
33
Functional Competencies
Comp.Level Expectations Results
LevelC J A
Knowledge-Technical
J General knowledge of applicable area of science to perform laboratory procedures and tests in support of research protocol. Knowledge and skills to adjust and calibrate instrumentation and equipment as needed with limited supervision.
Operations– Research Support
J Ability to conduct routine tests and procedures dictated by the research protocol. Ability to assist in the layout and maintenance of subject environment. Ability to mix and/or apply chemical and/or other materials.
Data Collection
J Ability to organize and tabulate data; ability to ensure quality control of data collection.
Laboratory/Subject Care
J Ability to administer routine medications and prepares experimental and maintenance diets for research subjects according to established protocols and instructions; ability to observe study subject reactions.
Initial Competency Assessment for Recommended Applicant
34
Exercise #6
Writing the Initial
Competency Assessment
35
Next in the Process …
Posting
Screening InterviewingAssessing
the Candidate
Making Offer
Leveling the
Position
Setting Salary
36
Setting Salary
• Financial Resources - amount of funding available when making pay decisions
• Appropriate Market Rate - market rate applicable to the competencies demonstrated by the employee
• Internal Pay Alignment - consistent alignment of salaries for employees who demonstrate similar required competencies in same banded class within work unit or organization
• Required Competencies - competencies & associated levels required based on organizational business need
3737
Pay Based on Competencies
JMRMin CRR ARR Max
Contributing Journey Advanced
Comp 1 X
Comp 2 X
Comp 3 X
Comp 4 X
Overall Xrecommended salary for Ann Petrie
38
Finishing the Process …
Posting
Screening InterviewingAssessing
the Candidate
Making Offer
Leveling the
Position
Setting Salary
39
QUESTIONS?