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Recruitment Best Practices. Southern Territory Headquarters Human Resources Department. Debra Elder Employment Manager. Successful Recruitment. AND. Federal Legislation. Civil Rights Act/Title VII Age Discrimination in Employment Act (ADEA)
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Recruitment Best Practices Southern Territory Headquarters Human Resources Department Debra Elder Employment Manager
Federal Legislation • Civil Rights Act/Title VII • Age Discrimination in Employment Act (ADEA) • Americans with Disabilities Act (ADA)/ADAAA • Executive Order 11246/Affirmative Action
Federal Legislation Title VII of the Civil Rights Act of 1964 Prohibits Discrimination On the basis of: • Race • Color • National Origin • Religion • Gender Employment Conditions: • Recruiting • Compensation • Promotion • Training • Disciplinary Action/Termination
Federal Legislation Title VII Amendments and Expansion • Equal Employment Opportunity Act • Vietnam Era Veterans' Readjustment Assistance Act (VEVRAA) • Pregnancy Discrimination Act (PDA) • Civil Rights Act • Genetic Information Non-Discrimination Act (GINA) • Lilly Ledbetter Fair Pay Act
Affirmative Action Plan Compliance • Typically required only as a result of specific Federal/State contracts containing Executive Order 11246 Southern Territory AAP Compliance (as of 4/1/2014) • THQ • ALM • FL • GA • KT • NCV • NSC • TX
EEOC Uniform Guidelines on Employee Selection Criteria • The EEOC Uniform Guidelines on Employee Selection Criteria apply to all selection procedures used to make employment decisions, including interviews, review of experience or education from application forms, work samples, physical requirements, and evaluations of performance. • The guidelines are designed to aid in the achievement of our nation's goal of equal employment opportunity without discrimination on the grounds of race, color, sex, religion, national origin, disability, age (40 or older), or veteran status.
Employee VS Independent Contractor • The IRS regulates who may work as an Independent Contractor (IC) and broadly bases its requirements on three factors: • Behavioral controls (who has the right to direct the work--the employee or employer?); • Financial controls (who has made a financial investment in the work and stands to make a profit or loss?); and • The demonstrated relationship of the parties (written contracts that indicate employment, employee benefits, participation in employee meetings, etc.). When these factors are reviewed and the employer is found to have the main control over the relationship, the worker is considered an employee and cannot be classified as an Independent Contractor.
Employee Turnover • Employee turnover is COSTLY • The cost per hire within organizations of 1,000 or less employees is estimated in excess of $3,000, with an average “time to fill” of 29 days. Source: 2011-2012 SHRM Benchmarking Database
Job Advertisements All open positions should be advertised • Generally, post positions on TSA Careers website • Positions may be posted internally only as appropriate • Utilize information from standardized job descriptions for job posting • Advertise open job positions on all relevant job boards, including “Outreach Resources” as necessary
Staffing Agencies/Recruiters Utilizing a Staffing Agency or Recruiter may be a viable resource to identify qualified applicants for regular full-time/part-time and temporary needs. • Negotiate fees in advance • Obtain contract placement terms in writing (e.g. fee percentage, number of hours required to eliminate buy-out fee, replacement guarantee, etc.) • If “Direct Hire,” notify Agency of AAP compliance requirement in writing (as applicable).
Reasonable Accommodation • Employers must provide applicants/employees with reasonable accommodation when it is needed to enable a person to apply for a job, perform job duties or enjoy the benefits and privileges of employment that are enjoyed by employees without disabilities. • The obligation to provide reasonable accommodation and ensure equal opportunity for individuals with disabilities extends to the use of on-line application systems and testing kiosks, as well as the availability of an HR Representative who can provide assistance in utilizing such systems when requested by the applicant.
Pre-Employment Screening Assessments • Professionally developed tests can be used to assistwith the applicant selection process, as long as the tests are fair and nondiscriminatory. • Tests should relate to required skills (e.g., software applications, writing ability, typing, spelling/grammar, filing, etc.) • Do not administer personality tests. • Be aware of the legal requirements that apply when tests and other assessment instruments are used as part of the applicant selection process.
Applicant Selection Five Common Mistakes Hiring Managers Make* • Using Subjective Criteria: Rather than "screening-out" applicants based on an initial gut feeling, or un-predictive criteria such as GPA, the address on the resume or the sound of a name, the Hiring Manager should make sure that the job-evaluation process is as structured, job-specific and objective as possible. This will give them the chance to hire great people that might not have even been considered otherwise. • Checking Social Media: Social Media profiles often contain pictures of applicants, as well as a plethora of information that is irrelevant to the job. Research has repeatedly shown that images and other irrelevant information can unconsciously undermine rational decision-making.
Applicant Selection Five Common Mistakes Hiring Managers Make (continued)* • Too Much Chatting: During the interview, it is common for the Hiring Manager to slip into monologues about the opportunity, the company, the culture and other job-attributes. While this can be an important part of getting acquainted, it's important to give the applicant ample opportunities to talk. The more job-relevant information a company has about the applicant, the more likely they are to base their hiring decision on objective criteria, rather than on incomplete (and possibly biased) impressions. A good rule while interviewing is 80 percent listening and 20 percent talking.
Applicant Selection Five Common Mistakes Hiring Managers Make (continued)* • Asking Ad-lib Questions: During the structured section of the interview, people often go off-script and wonder off into something that more closely resembles a friendly discussion. During at least part of the interview ask the questions that are prepared as well as scripted follow-up questions. The more meaningful and standardized the information collected from applicants, the less room there is to make decisions based on factors that matter less or should not be considered. • Personal Preferences: As humans, we tend to like people who share our personal preferences and interests, such as music, sports, television shows, lifestyle choices and other behaviors that may not be relevant to the job. While interviewing, keep in mind that liking the same TV shows is not related to on-the-job performance. Hiring Managers should not let "being like me" unconsciously sway their judgment. Source: Chad Brooks, BusinessNewsDaily Contributor
Hiring Manager Interview Styles • Hiring Managers should recognize their default interview style. Hiring Managers have a tendency to hire in their own image. It is wiser to hire people who complement the team.
Hiring ManagerInterview Styles • Most Hiring Managers are a combination of Emotional plus either Intuitive or Technical.
Applicant Interview Source: TSA Western Territory Headquarters Newsletter
Interview Questions Interview questions must be:
UnacceptableInterview Questions • How old are you? • Where were you born? • Are you disabled? • What is your maiden name? • Are you married? • What is your religion? • Have you ever been arrested? • Have you ever declared bankruptcy? • Are you a U.S. Citizen? • What year did you graduate from High School or College?
Interview Documentation 1 2 Write legibly Advise the applicant notes will be taken Do not write on the applicant’s Application or resume Record actual responses identified by the applicant At conclusion of interview, review notes for missing/incomplete information and immediately following the interview to clarify any information necessary and/or to add comments Do not document any unsolicited personal responses by the applicant relating to maritalstatus, family, divorce, etc. 3 4 5 6
Interview Documentation Interview notes should include detailed information to support the Disposition
Background Checks Do notuse this process as a pre-employment screening tool (e.g. initiate background check for “short-list” applicants)
Reference Checks Contacting an applicant’sprofessionalreferences is a “best practice.” • Contact only those references provided by the applicant (preferably in writing) • Call employer Supervisor references • Document all reference checks, including attempts to contact references • Do not put too much “weight” on a single negative or positive reference response
RecruitmentDocument Retention • Retain all documentation associated with a recruitment/ selection process according to applicable Federal/State Laws
US Employment Eligibility • Verification of identity and U.S. employment eligibility is required of all new-hires within the first three days of employment. • Form I-9 and E-Verify Requirement • Contact DHQ/THQ regarding immigration and U.S. employment eligibility as soon as an immigration issue is identified.
The Applicant Said/Did What? • Applicant warned the interviewer that she “took too much valium” and didn’t think her interview was indicative of her personality. • Applicant answered a phone call for an interview with a competitor • Applicant arrived in a jogging suit because he was going running after the interview • Applicant checked Facebook during the interview • Applicant kept her iPod headphones on during the interview • Applicant set fire to the interviewer’s newspaper while reading it when the interviewer said “Impress me.” • Applicant wanted to know the name and phone number of the Receptionist because he really liked her Source: CareerBuilder