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Interviewing and Selecting Talent: The Management Series

Join us for Session III of The Management Series on January 20, 2005, where we will explore effective interviewing and talent selection strategies. Brought to you by NU Values Partners.

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Interviewing and Selecting Talent: The Management Series

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  1. Good Morning, and Welcome! The Management Series Brought to you by: The Training and Development Team Your NU Values Partners “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”

  2. THE MANAGEMENT SERIES Session III Interviewing and Selecting Talent January 20, 2005 Brought to you by: Your NU Values Partners:The University of Nebraska Medical Center The Nebraska Medical Center “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”

  3. Today's Agenda

  4. Jobs@ Overview Sandra McKenzie BS Staffing Consultant, UNMC

  5. Universityof Nebraska Business Process Improvement CORE ACTIVITIES CORE ACTIVITIES 2 • RECRUITMENT PLANNING • Advertising • Posting • Screening • Training 1 3 • REQUISITION • Vacancy • Funding • Approvals Human Resources • APPLICATION INTAKE • & SCREENINIG • Receiving • Screening • Forwarding • Documenting Hiring Authority Academic Services 6 5 4 • REPORTING • Compliance • Measurement • HIRE AND CLOSE • Offer • Hire Processing • Close Req. • Notification • INTERVIEW & • SELECTION • Disposition • Documentation CANDIDATES

  6. Three Components: • Hiring Managers’ Site:jobs.unmc.edu/hr • Applicant Site:jobs.unmc.edu • Human Resources/Academic Services Management Site:jobs.unmc.edu/hr

  7. HR PRESCREENS ONLINE Staff CANDIDATE APPLIES ONLINE DEPARTMENT REVIEWS ONLINE Academic • Internet posting of all open jobs • Web-based 24/7 accessibility • User Friendly • Point & Click ease • Increased speed & efficiency • Consistency • Accuracy Candidate Review Candidate can review status on each position applied for and can view and update application /profile on line. Manager can review applicant’s credentials and can record applicant’s status on line

  8. Activity since going live withJobs@on 7/26/2004:: • Total Applicants – 4,008 • Total Positions Applied for – 7,784 • Total Applicants Reviewed by Hiring Managers– 5,337 • Total Candidates Reviewed by H.R. – 6,113 • Internal User Accounts Set Up – 215 • Web Hits by Candidates (Average per month) View site – 12,700 Search jobs – 12,000 View job details – 13,640 • Total Hires: Staff 204 Academic 19 • Current Openings: Staff 42 Academic 42

  9. We Work Here………. Maybe You Should, Too!!

  10. THANK YOU! If you would like additional information or training on Jobs@,please call: Sandra McKenzie – 559-5906simckenz@unmc.edu Bonnie Tompkins – 559-4070btompkin@unmc.edu Evelyn Grixby – 559-4071ejgrixby@unmc.edu Joan McGovern – 559-8683jmcgovern@unmc.edu

  11. Behavioral Interviewing Past Behavior as a Predictor of Future Performance Denise Thramer BSN, RN, PHR Organizational Development Consultant

  12. Selecting and Promoting Stars3 Goals of an EffectiveSelection System • Accuracy - the ability to validly predict an applicant’s job performance • Equity - every qualified applicant has a fair and equal chance to be selected • Buy-In – the extent to which people involved in the selection process perceive its worth

  13. Impacts of a Bad Hiring Decision • When you hire mediocre people one or more of the following things may happen • Increased management time and effort • Training time and costs • Customer satisfaction and error rates • Other employee productivity • Fill in time • Out of pocket costs

  14. Selection System Challenges Achieving accuracy, equity, and buy-in hinges on your ability to overcome challenges within the selection system

  15. Determine job requirements Gather complete information Make hiring decisions based upon data collected Focus on position-related information Obtain past performance information through behavioral examples Evaluate the candidate based on defined performance benchmarks Proven Effectiveness of Behavioral Interviewing

  16. Competency Model by Position Selection System Data Collection Data Evaluation Legal Consideration consistent treatment documented, essential job requirements and competencies only job-related questions Key Selection Components

  17. Competencies • Competencies describe the knowledge, motivations, and behaviors associated with success or failure in a job

  18. Three Categories of Competencies • Experience/Knowledge/Skills/Abilities • Specialized knowledge, license, etc. • Motivation • Internal/external • Job, organizational, location • Behaviors • Adaptability, integrity, teamwork, etc. • NU Values represent the valued behaviors adopted by the University of Nebraska

  19. Benefits of Using Values/Competencies • Focus on most important job-related information • Preventing performance in a single competency from overly influencing the hiring decision • Ensuring that candidate information is collected and evaluated consistently and fairly

  20. How Can We Identify Competencies • Competencies are obtained through job analysis • Job description • Look at tasks, frequency of tasks (k/s/a) • Go to the content experts; Managers, individuals currently in the position • Determine appropriateness of a competency for a particular job • Expand and tailor it to the job by identifying job-specific activities/behaviors

  21. An interview or assessment is only as good as the competency profile of the job

  22. Data and STARs:Three Types of Candidate Information • Work/Education History/Certification/Skills • Specific Experiences • Interests/Desires

  23. One thousand candidates were asked the question…“How would you describe yourself to an interviewer?”

  24. Elements of a Behavioral Example • The Situation or Task facing the candidate • The Actions the candidate took • The Results or changes caused by these actions

  25. Situation or Task • The background or context in which the candidate took action. • It explains why the candidate acted as he or she did.

  26. Actions • What was said or done in response to a situation or task and how he/she said or did it. • The heart of the STAR - show us the candidates behavior.

  27. Results • The effects of the candidates actions • What changes or differences the person’s action made and whether the actions were effective and appropriate.

  28. Elements in a STAR Exercise

  29. False STARs • Vague or general statements • Opinions or personal beliefs/judgements • Theoretical or future/oriented statements

  30. Partial STARs • Behavioral examples that are missing one or more of the elements • a situation, but no action • action and results, but no situation

  31. Managing False and Partial STARs • With False STARs; Redirect and ask for specific examples – drill down • With Partial STARs; Ask probing questions to find the missing piece

  32. Recognizing Stars Exercise

  33. Preparation Checklist Outline for Opening the Interview Key Background Review Planned Behavioral Questions Interview Close Post-Interview Instructions for Evaluating Competency Coverage Grid Components of an Interview Guide

  34. Three types of Follow Up Questions • Behavioral • Theoretical • Leading Of These 3 types only Behavioral will get you what you need - complete examples of the candidate’s past behavior

  35. Behavioral Questions Exercise ?

  36. Taking Notes • Take notes openly • Note only pertinent information • Note behavior observed in the interview • Take notes on sensitive or negative information carefully

  37. Building Rapport • Spend a few minutes on small talk • Begin with relevant, but non-threatening information: “What did you enjoy most about your last job?” • Focus on the candidates feelings and needs • to be treated with respect • to feel important • to be seen as competent

  38. Managing the Interview • Utilize interview management skills to: • control the pace • direct the discussion • prevent confusion/misunderstanding • manage time

  39. Reference Checking • Competency questions - seek behavioral information on critical competencies • Situational questions - seek behavioral information about an incident that you want to verify

  40. Guidelines for Completing References • Contact people who have observed the candidate recently • Focus on behavioral information • Gain complete information - STAR • Members of an interview panel can provide reference information

  41. Checking Referencesat UNMC • UNMC Reference Checking Form • Executive Memorandum 26 • Regularly working with confidential and/or otherwise protected/sensitive information? • If yes, a reference check must be completed pertaining to the candidate’s ability and aptitude in handling “covered data and information” in accordance with the law and University policy

  42. Candidate Evaluation • First step is to rate each competency • Not an average of the positive and negative behavioral examples • Behavior that is more significant, more recent, more job related, and shows a consistent trend should have more impact

  43. Four Factors to Consider in Evaluating Behavior • Significant Behavior - all behaviors are not equal • Recent Behavior - recent behavior is a better predictor than behavior in distant past • Related Behavior - the more similar the behaviors, the better predictor • Impact Behavior - behavior that makes a big difference in meaningful situations should get more weight

  44. Steps in the Candidate Evaluation Process • Identify complete STARs in the interview guide • Categorize all STARs as effective or ineffective • Rate the candidate in each competency area, making sure to factor in information from all sources • Reference checks • Key background • Interview • Simulations, etc.

  45. Legal Considerations • A selection system with legal credibility contains the following attributes: • Job-Related Selection Requirements • Job-Related Components • Consistency in Handling Applications

  46. ? Legal Questions Exercise

  47. Staffing Servicesat UNMC Recruitment • Staffing Plans • Jobs@ Training • Behavioral Interview Training Selection Criteria • Advertising/Sourcing • Interview Plans/Questions • Reference Checking • Process Documentation • Candidate Communication • NuValues Website www.nuvalues.edu

  48. THE MANAGEMENT SERIES • Session III • Interviewing and Selecting Talent • Feedback • Evaluations • Next Session: Performance Leadership I • Thank You! Brought to you by:

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