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Recruitment and Selection

Recruitment and Selection. Posting and Screening. This Session. RECRUITMENT COMPONENTS: Posting and Screening Behavior-based Interviewing Setting Salaries. Objectives. Analyze a position to determine its key competencies

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Recruitment and Selection

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  1. Recruitment and Selection Posting and Screening March 2008

  2. This Session RECRUITMENT COMPONENTS: Posting and Screening Behavior-based Interviewing Setting Salaries March 2008

  3. 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

  4. 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

  5. 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

  6. Define the Business Need • Consider departmental goals and objectives • Consider workforce planning needs • Consider funds available March 2008

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. Purpose of Screening • Determine Qualified vs. Not Qualified • Determine Most Qualified Pool from Qualified Pool • Identify Candidates for Interview March 2008

  15. 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 2008

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  23. 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

  24. Recruitment and Selection Behavior-based Interviewing March 2008

  25. Objectives • Write effective behavioral interview questions • Use the STAR technique to assess applicant responses • Make a fair and informed selection decision March 2008

  26. Career-banding system March 2007

  27. A Model Structured Interview Process March 2007

  28. KNOW THE JOB March 2008

  29. 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

  30. Why Behavioral? • Increase quality of hire • Direct link to competencies • Use questions that effectively evaluate performance • Assess candidates consistently March 2008

  31. Develop Questions List of Behavior-based Questions on: • Your CD • HRS Website March 2008

  32. 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

  33. Sample Question 2: “Describe a situation where you were successful in getting people to work together effectively.” March 2008

  34. Use the “STAR” March 2008

  35. 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

  36. Unusable STARs • “Non” STARs • Feelings or opinions • Theoretical statements • Future-oriented statements • Vague statements • Incomplete STARs • Missing one or more components March 2008

  37. 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

  38. Incomplete STAR Follow-up to Complete STAR Behavioral Question False STAR Follow-up to Get STAR Complete STAR Follow-up to Get Another STAR Questioning Sequence March 2008

  39. Develop benchmarks • Framework to assess candidates’ responses objectively and consistently • Defines 3 levels – High, Medium, Low • Determine Benchmark for Specific Position March 2008

  40. Benchmark Examples • Q: Describe some projects that you have been largely responsible for in your previous work experiences. March 2008

  41. High Benchmark = Responsible for initiating and completing several major projects or developments.  Candidate describes how projects were accomplished and the results. March 2008

  42. Medium Benchmark = Responsible for initiating or completing several major projects. March 2008

  43. Low Benchmark = Worked on projects, but had no part in their initiation or responsibility for their completion. March 2008

  44. 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

  45. 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

  46. Medium Benchmark = Tell the manager about the problem. March 2008

  47. Low Benchmark = Do the best I can. March 2008

  48. Selecting the Candidate • Use High, Medium, Low scale • More significant behavior • More recent behavior • More related behavior March 2008

  49. Make the Selection Decision • Relative importance of competencies • Quality/Quantity of behavioral information • Consistency of behavior • Trainability March 2008

  50. A Model Structured Interview Process March 2007

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